Introduction to Art, Renaissance and Baroque Art

Harry Potter2 essays

Harry Potter2 essays The Best book I ever read this summer was Harry Potter and the Prisoner of Azkaban. Some of the characters in the book are Harry Potter, Bathilda Bagshot (author) , Wendelin the Weird (witch) ,Vernon Dursley ,Petunia Dursley,Dudley Dursley ,Ron Weasley, Hermione Granger, Hedwig (Harry's owl), Lily Potter, James Potter, Errol (Weasley's owl), Arthur Weasley, Bill Weasley, Molly Weasley, Scabbers, Ginny, Percy Weasley, Fred Weasley, George Weasley, Hagrid, Minvera McGonagall, Sirius Black, Marge Dursley (Dudley's aunt, Harry's relative by marriage), Ripper (Marge's dog) , Colonel Fubster (takes care of Marge's other dogs w/ her), Stan Shunpike (Knight Bus assistant) , Neville Longbottom, Ernie Prang (Knight Bus driver), Madam Marsh (woman on Knight Bus). Those are just a few of the characters in Harry Potter. Harry Potter through his many adventures is a wizard. Not a bad wizard a good one...One of the few left that are. His Uncle is Sirius Black who is the worst wizard in the history of wizardry and witchcraft. Sirius is worst not meaning bad at wizardry meaning evil. He killed both his mom and dad and tried to kill him but did not succeed in doing so. So Harry go to the Weasleys house to live. They hate him so bad they locked him in the closet for a week. Then when he was able to get out of the closet he go migrated upstairs to an old room that has cob webs all over the place, He finally gets adapted to it but still doesnt get used to the Weasleys way of doing things around the house, Mainly because he has to do all the work. As soon as Harry stepped through the door they pictured him as a person to do all the chores they need done and that Dudley was to lazy to do (which was all of them).That is a summary of the beginning of t he book. Exciting HuH? Well get it ...

Propose and Justify Research Method and Design Proposal

Propose and Justify Method and Design - Research Proposal Example 2. Available Research Methods There are two methods available to the researchers when it comes to developing an appropriate research design. As the design of the research work is the basic pillar of the reliability of results retrieved, it becomes of pivotal importance for researchers to carefully select a research design and methodology keeping in view the nature of the study. The two types of methodologies identified by the researcher are qualitative research and quantitative research. Qualitative research methods are primarily the personal interpretation of the researcher’s idea about the subject on which research work is carried out. The outcomes retrieved from qualitative researches vary mainly because each member of the sample has its own opinion and perceptions about different phenomena. The most popular characteristic of qualitative research work is that the data on which the results are tested is also descriptive and qualitative in nature. Qualitative research methods are appropriate for studies that aim at identifying prevailing trends, social practices or different phenomena. In this manner, qualitative research is more suitable for environmental studies. ... These research designs help researchers to test the reliability of the outcomes from primary research by applying statistical and mathematical formulas. The outcome of these calculations helps the researchers to monitor the reaction of sample members towards a number of questions, multiple choice questions, stimulators and case studies. The best aspect of the quantitative research method is that it allows researchers to adopt scientific approach to find the answers to research questions and validate or reject hypothesis. Another factor which makes quantitative research methods more reliable and accurate is that it depends upon the cause and effect to validate or reject the hypothesis, thus facilitating to conclude the research work efficiently. 3. Selected Research Method Considering the research problem, which is aimed to identify the impact of monetary and non-monetary motivators on employees’ motivation, the researcher has selected the quantitative research method and desig n. For this reason, the researcher has selected two companies, i.e. ABC Corporation and XYZ Associates. The reason behind selecting the quantitative research methodology is that it allows the researcher to manipulate the statistical data pertaining to employees’ perception of motivators into useful information and answer the research questions. This data contains employees’ responses to a survey questionnaire which represents employees’ degree of agreement and disagreement with particular statements. These statements measure the respondents’ idea about different motivators, and then help to rank the motivators from top to bottom, according the employees’ preference for each motivator. The research methodology adopted

Hinduism Essay Example | Topics and Well Written Essays - 1500 words - 2

Hinduism - Essay Example To overcome the fear they turn to religion. This is evident from the statistics that show that those who are religiously active have lower mortality rates and lower levels of anxiety and depression. There seems an inherent human drive to believe in something transcendent, unfathomable and otherworldly, something beyond the reach or understanding of science (Henig, 2007). This paper will discuss the origin and belies of Hinduism and compare it with the beliefs of Christianity. Matter will be drawn from academic literature available. Hinduism is not a religion but a concept, a way of life that encompasses many religious thoughts and views. Its origin is in such remote past that it cannot be traced back to any particular individual. Some scholars are of the opinion that Hinduism must have existed even in circa 10000 B. C. and the ancient scripture Rig Veda was composed well before 6500 B. C. (Das, 2008). In fact even the term ‘Hindus’ is not found in any text. It was in traduced by foreigners to refer to people living across the river Indus around which the Vedic religion has believed to be originated. Unknowingly, many Hindu concepts were absorbed by everyone like the worship of the formless God. In fact the British coined the word Hinduism and to them Buddhism, Jainism and Sikhism were all part of Hinduism (Ninan, n.d.). Hinduism has remained the most enduring concept and culture in the world. India is a land of diversity and is generally believed that the main religion is Hinduism. Hinduism is not really a religion; it is a way of life. It upholds the principals of virtuous and true living. The Hindu faith has no hierarchy, no organization, no founder, no structure and no central administration (HAWA, 2005). Anyone who believes in the omni-present, omnipotent and the omniscient non-dual Absolute, is a Hindu. Various names have been given to this Absolute –

ETHICAL DECISIONS IN LEADERSHIP ( case study) Research Paper

ETHICAL DECISIONS IN LEADERSHIP ( case study) - Research Paper Example It is possible that an ill-considered decision could damage the employees’ perception of Lucy and compromise her future effectiveness as a manager. Lucy Matthews is time-bound to render her decision, which must be a choice of one of the candidates, and which shall necessarily exclude the other two, with any attendant consequences. In formulating the problem thus, attention is called to two things: first, the obligations and demands of the position, and second, the capability of the candidates to meet them. These are the primary and mandatory considerations which the decision shall have to address; they are so important such that if none of the three have the necessary capability to meet the duties of the position, then another candidate must be sought aside from them. It is only when these conditions are equally met by at least two of the candidates that other, secondary, factors may be weighed into the decision. It is possible for such a problem as this to get cluttered in the mass of information that has been presented. The evaluation should thus be directed by the main problem articulated in the prior section. Firstly, the facts that shall be presented support an evaluation of the mandatory considerations earlier mentioned, that is, the duties of the job and the capabilities of the candidates. Only if at least two equally suitable candidates are found will other facts be considered. Concerning the position to which the promotion shall be made, there is no indication in the case study of its particulars, but there are hints that: it is a middle management job, inasmuch as the three candidates are now on supervisory levels, and aspire to be moving higher; it is a marketing job, most likely the management of the team leaders, but who must be highly attuned to the tastes and preference of consumers who create demand for their product; finally inasmuch as

The need for a strategic leadership role

The need for a strategic leadership role Strategic Leadership provides the vision and direction for the growth and success of an organization. To successfully deal with change, all executives need the skills and tools for both strategy formulation and implementation. Managing change and ambiguity requires strategic leaders who not only provide a sense of direction, but who can also build ownership and alignment within their workgroups to implement change. Leaders face the continuing challenge of how they can meet the expectations of those who placed them there. Addressing these expectations usually takes the form of strategic decisions and actions. For a strategy to succeed, the leader must be able to adjust it, as conditions require. But leaders cannot learn enough, fast enough, and do enough on their own to effectively adapt the strategy and then define, shape and executive the organizational response. If leaders are to win they must reply on the prepared minds of employees throughout the organization to understand the strategic intent and then both carry out the current strategy and adapt it in real time. The challenge is not only producing a winning strategy at a point in time but getting employees smart enough and motivated enough to executive the strategy and change it as condition change. This requires the leader to focus as much on the process used to develop the strategy-the human dimension, as the content of the strategy-the analytical dimension. Strategic Leadership is the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary. Strategic Leadership Process The company Gobind Industries Gobind Industries was founded in 1978 in Barabanki (INDIA), with the aim of providing farmers with Quality of Agriculture implements, at an affordable price, services, lower Horsepower (H.P). They now operate more than 100 stores in India. (Kushal Kumar Agarwal) The Products Gobind Industries offers Threshers, Harrow, Cultivator, Razor, Reapers, Levelers, Rotovator, Trolley, and other small accessories. Part I Culture A culture cannot be precisely defined, for it is something that is perceived, something felt. (According to Charles Handy, 1998) Organization Culture When a group of people works together and live together for any length of time, then form a belief in them what is right and wrong. This behavior based on the beliefs and there actions become habit that they follow routinely. These behaviors constitute the organizations culture. Culture reflects the peoples are performing tasks in an organization, for the objectives and goals to achieve them in a given period of time. It affects the way they make decisions, think, feel and act in response to opportunities and threats. The culture of an organization is therefore related to the people, their behavior and the operation of the structure. It is encapsulated in beliefs, customs and values, and manifested in a number of symbolic ways. (Strategic Management, 5th Edition, by John Thompson with Frank Martin) The impact of the culture in an organizations Location/ National culture Environment The organizations past Size The Mission The Aims and Objectives Management/Leadership Style Levels of consultation, participation and acceptance (Hand notes: Organization Culture) In organization, there are deep-set beliefs about the way work should be organized, the way authority should be exercised, people rewarded and people controlled. (Acc. to Charles Handy) When executives articulate and publish the values of their firm, which provide patterns for how employees should behave. E.g.: If I am not going to submit my assignment on given prescribed time, and faculty doesnt ask me or I submitted my assignment late then next time also I am going to do same, while looking to me other guys also started submitting there assignments late, then slowly-slowly the same process is going to be converted into habit then culture in college of submitting late assignments. In my work place the culture of speaking with the customers in Hindi, therefore for selling the product we required a salesperson those can speak good Hindi which helps the customer to understand the product properly, which will be beneficial to my organization, if I am going to keep those sales person who speaks in English then there is no use of it, but in India after every fourteen miles language changes, so for dealing in the market we had to keep that employee who can speak at least three different languages. So therefore the cultural impact on the organization is very much. Organizational specific, Legal, Regulatory and ethical requirements impact on strategic leadership As per my organization Legal Requirements Regulatory Requirements Ethical Requirements Regional, local laws and regulation. Government operating permits, licenses and approvals. Contracts and other documents that include legal obligations. Regulatory Requirements ensures that the organization identifies, accesses and evaluates laws, regulations and internal organizational requirements that apply to the environmental aspects of its activities, products and services. Identify these regulations helps to evaluate their potential impacts on the company and its products, activities and services. Ethical requirements in an organization for employees is to work for the company not for the personal interest, that the employee is trying to make money for himself, which will be against the ethics of the organization. Impact on Strategic Leadership Impact on Strategic Leadership Impact on Strategic Leadership If all these requirements doesnt fulfill by the company then it will be very costly for leader and as well as for the organization. E.g.: Painting work shop is not there in an manufacturing industry and the organization painting in the open air, then legally there is going to be problem for the organization by the government. So at this time leader had to think for the proper painting workshop that will be not harmful for any one. In an organization the employees doesnt follow the rules and regulation, then it will be affecting on the activities, product and services, for those the leader had to take initiative, and to control the people in an organization so that they can follow the regulation. E.g.: The regulation in the college is that no one should smoke in the campus, if it occurs then the leader can take hard and fast action on the particular person, who had broken the rules. If leader caught any of the employees doing any un ethical work that is against the organizational law, then he/she can be fired from his/her job or otherwise the employee can be handover to the police. Its all depend upon the leader that at what sought of problem is their with that employee. The leader can leave him while giving warning, its all depend upon the situation. The impact on the strategic leader is always a problematic one because if any one break any of these requirements then it will very costly for the organization and as well as for the strategic leader, if any problem occurs then he had to use his skills to resolve those problem, so that the organization should run in a smooth way. Current and Emerging social concerns and expectations impacting leadership in the organization Leaders impact organizational culture and that, in turn, determines levels of individual, group, and organizational effectiveness. These workshops are designed to help individual leaders strengthen thinking and behavioral styles that promote their effectiveness and moderate styles that prevent them from realizing their potential. It also helps leaders understand the impact they have on culture, and its implications for effectiveness at the individual, group, and organizational level. Leaders from the top-down in organizations are using leadership strategies that cause people to behave in ways that are contrary to how they want these people to behave. The reason for this is that we have failed to move from controlling to leading. The average leader operates on the basis of untried and untested but very commonly held assumptions about how to motivate people and achieve excellence in performance. Part II 2.1 The relationship between Strategic management and leadership Strategic Management Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be and the nature of the economic and non economic contribution it intends to make shareholders, employees, customers and communities. (Kenneth Andrews) Leadership The task of leadership, as well as providing the framework, values and motivation of people, and allocation of financial and other resources, is to set the overall direction which enables choices to be made so that the efforts of the company can be focused. (Sir John Harvey-Jones) When there is an objective to be achieved, or a task to be carried out, and when more than one person is needed to do it. (Armstrong, 1990) The relationship between the Strategic management and Leadership is that the strategic management is used to establish missions, objectives, and strategies for an organization. Leadership work is to complete those missions, objectives, and strategies with the support of their team, who must be inspired or persuaded to follow them. Therefore leadership is about the encouraging the individuals to give their best to achieve those missions that had been given by the strategic management. A series of strategic management components whose formulation and implementation will require a leadership input, these components include decisions about: Planning style Strategic Intent Mission Objectives Ethos and ethics Performance management Financial strategy and management Core values and ideology Understanding and choice of the basis of strategy formulation Perspective-the conceptualization, purpose, and direction of the enterprise. How the process of strategy formulation and strategic decision-making is to be implemented and facilitated How the enterprise is to move forwards into the future. How relationship with key internal and external stakeholders are to be managed within the architecture of the organization. How to ensure understanding and consensus about the critical success factors of the enterprise. How power is to be used within the organization; and how the politics of internal and external relationships are to be managed. (Principles of strategic management 3rd Edition, Tony Morden) 2.2 Leadership styles and their impact on strategic decision Leadership Style and its Impact There are three major leadership styles by psychologist Kurt Lewin a) Authoritarian Leadership (Autocratic) Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group. Impact: Researchers found that decision-making was less creative under authoritarian leadership. It is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial. Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group. As per my organization the authoritarian leader is the Chairperson of the Gobind Industries, sometimes he had to take it self decisions which is good for the organization but it was less creative, therefore he tries to make decision while having a meeting with the department leaders. b) Participative Leadership (Democratic) Democratic leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. Impact: In this group were less productive than the members of the authoritarian group, but their contributions were of a much higher quality. Participative leaders encourage group members to participate, but retain the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative. As per my organization the meeting is being held in every one month by leaders with the staff members to encourage them and to know something new for the organization, this meeting motivates the employee to achieve the objective that is being set by the leaders. c) Delegative (Laissez-Faire) Delegative (laissez-fair) leadership was the least productive of all three groups. The members in this group also made more demands on the leader, showed little cooperation, and were unable to work independently. Impact: Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation. (http://psychology.about.com/od/leadership/a/leadstyle.htm) 2.3 Leadership styles in different situations and its impact In the graph we can see that there are three stages as per the different situation in an organization. In first stage: the environment and the targets of the organization are soft and they are not under pressure, so the managers should adopt a soft leadership style to maintain the feel-good factor in the team. In this type of situation the leadership is must required to check there members because if doesnt then due to easiness of the environment then became laziness, therefore at this time also there should check on the members. If the leader doesnt do this then in future this will be converted into problem for an organization. In second stage: the environment becomes harder and targets and processes are under pressure, at this stage the manager had to adopt the harder leadership style, in order to focus the efforts of the team to achieve their goals. At this stage the leader had to take some harsh steps against the members of his team, so that they can achieve their goals. If they cannot do this then it will loss for the organization and the blame is going on the team leader, at this point he had use his skills, talents to bring out his team from the hard environment. In third stage: if the environment remains hard and targets and processes are under pressure, then the manager had to adopt hard and soft leadership style, so that the members should not frustrate with the leader, which will be again harmful for the organization, at this stage the manager had to motivate its members and as well as at some times he should harsh so that the work should not be pending, due to the soft behavior of the manager. Part III 3.1 A culture of professionalism, mutual trusts, respect and support within an organization A culture of professionalism in an organization: Developing a Culture of professionalism in my own organization while giving example, I am going to be the leader in this organization and developing a culture of professionalism. While entering into my organization, I felt that I just came into the fish market I cannot recognize any of organizational members at first time and the environment is not that much good as it should be in the organization, some of the members are wearing t-shirts, some of them wearing colorful shirts, while looking all these I decided to make a culture of professionalism so that our members can treat to the customers in value able manner, and it will be easy for the consumers to recognize the staff members easily. I provided them a dress material and ask them to enter in a this formal dress only which changes the culture and as well as the creates the professionalism in an organization, giving them training how to behave or deal with the customer, which incr eases our sale and gives satisfaction to our consumers. A mutual trusts: mutual trust means the beliefs, truth, reliability, ability or strength of every members are there in an organization. This had to be maintained by the leader within the members. The leader should not be partial with any of the member, if he does that then the others members trust he is being loosing and it is going to affect the organization, which is not a good leadership by the leader, he had to make faith equally with every members, As parents makes trust, faith and treats equally to all of their children in the same way the organization is also like a family. Respect: respect in an organization is must because without respecting each other you cannot move a single step also. If the staff member gives respect to the manager then he/she also had to give respect to his juniors. Respect can be in terms of listening to the seniors and giving respect to juniors, helping them in any of the problem. In an organization giving respect to the customer is must, it can while dealing them asking about water or tea or a coffee, or while receiving them in the reception area, these all shows the respect towards a consumer and as well as within the members of an organization. Support: within the organization the support can be given with in the team members, it can be one department to another department also. The example, if a employee is being given some work to do and he is not able to complete within the time period, then his team member can give support to finish his work on time. Example between two departments, in sales department if any of the member sales something to the consumer and to the consumer he had to give bill of the product, then the sales person request to the finance department to give their support to them for printing out bill as soon as possible. 3.2 Strategic leader focus on Organization in the achievement of objectives The leader must focus on the objectives as higher profits, shareholder value and customer satisfaction. To achieve results, the leader had to develop a solid, sound, customer-focused, and entrepreneurial strategy, aimed at market leadership, based on innovation, and tightly focused on decisive opportunities. He had to provide the feedback to the organization about the higher profits every month so that he can came to know that where he is failing to bring up higher profits. These can be done while increasing the market share, increment in the quality of a product, good after sales service. While providing all these he bring the higher profits for the organization and as well as customer satisfaction and the shareholder value in the market. Shares are rising of the company on the daily or weekly basis, which is again beneficial to the organization. 3.3 Strategic Leader supports and develops understanding of the organizations direction The organizational direction means the organization vision, mission, values and direction towards customers. The strategic leader supports the vision of the organization, as the vision of the organization is To become a most successful and respected thresher company in the India and the best after sale service provider in the market. So the strategic leader had to work as per their vision because Gobind Industries is already a respected organization in India and it is easy for the leader to make more successful organization and he can develop this by working on it or by providing best after sales service to the consumers as compare to their competitors. We will provide high quality of product so that the consumer can easily use multi crop threshers this is the mission of the company which the leader had to support while making corrections in the machinery to achieve more better quality of product as in the mission is being mentioned. The organization values are: believing in excellence service through Integrity, Innovation and Learning Integrity that the strategic leader develops and support is the honesty and doing right thing for their consumers and always honoring our commitments. Strategic leader develop and support the creativity and change for achieving continuous improvements and results in our jobs and in our organization. As the organizational direction is about learning then the strategic leader support and develop this part in itself also which will be helpful for himself and for the organization too. Organization believe in on going learning new things by getting knowledge from consumer, market, suppliers, dealers, friends or from any stakeholder about our product fault or any better need for an organization which will be beneficial for our consumer and for the organization. 3.4 Strategic Leadership Styles are adapted to meet changing needs and to enable organizational development and commitment With varying degrees of success, many leaders get their strategy making to this point and either stop or their process stalls. A major reason is the lack of understanding and commitment to the steps required to build more effective strategic leadership practices and a strategy dialogue in the operating groups below the senior managers. These groups and especially their leadership teams frequently do not know how to proceed and there is no consistent in-house resource to assist them. The net effect is the sense of excitement and momentum that was generated at the top of the house in the earlier stages of the strategy process is lost and the strategy team of employees is derailed before it is even gets started. One of the best ways to address this is to identify and train a cadre of high potential line managers in the middle of the organization that can serve as champions of the strategy process to those both above and below them. In this sense they serve both as a catalyst for the pro cess and as a bridge between formulation and implementation. They do not replace the leadership role of the senior teams in each of these operating group but they do serve as a critical additional resource that is dedicated to creating momentum and fostering consistency. This can be especially important if the strategy defined requires changes in the organizational culture as well as the business model. This resource also helps to ensure that the day-to-day running the business is not neglected as the demands of building a large-scale strategy dialogue come into play. To integrate both dimensions into strategy making in a way that creates a winning outcome and gets the whole organization understanding and committed to this common agenda requires leaders who are clear about the strategic capacity of each of their internal stakeholder groups and who have the perspective and insights to lead in a way that incorporates both dimensions as the strategy is developed. The steps described below are intended to provide the leader with techniques to do that. Taken collectively, they define a process that incorporates both the analytical and human dimensions, while challenging individuals throughout the organization to raise the quality and quantity of their strategic thinking and their strategic leadership. Conclusion Finally, when deciding what vocabulary and toolset is best to use while working across large populations, simpler is usually better. The simpler the language and the fewer the tools, the more accessible the strategy becomes to larger groups of people and the more people can understand it, know how they should think and talk about it, and identify how they can contribute. Some situations require more sophisticated (i.e. more complicated) tools because there is a need for much more thorough analytics. Many do not. The right balance point between comprehensiveness and simplicity will provide enough analytical complexity to adequately describe the marketplace, the customers, what you do and how you will compete, but nothing more than that. Simplicity, where it can be found, makes a significant difference when working across a large population.

Health Care in the Global South Essay -- traditional medicine

Health care and usage in the global south has always been a phenomenon of interest to both researchers and policy makers alike. This keen interest is embedded in the special demographic characteristics of this part of the world coupled with poverty and underdevelopment. This region has more than 50% (5.8 billion) of the world’s 7 billion population and a natural population growth rate of over 2% (Population Reference Bureau 2013); coupled with this huge demographic character is high rate of poverty, conflict, famine and high prevalence of infectious and communicable diseases. Compound to this plight, is a weak and bad biomedical health system which barely serve just about 20-30% of its population (Neumann and Lauro 1982). However, a phenomenon of interest in this health catastrophe is the traditional medicine system and its wide usage by the population in many countries in the south. The diversity of traditional medicine and its integration with the culture and beliefs of many societies in the south has encouraged studies and research over the years. The aim of these studies have been to understand the nature of traditional medicine and its ability to succeed where biomedicine has failed – access and usage; it is estimated that up to 80% of the population in the global south depends on Traditional medicine to meet their care needs (WHO 2002) With the colonization of many countries in the global south, came western lifestyle and social institutions. These social institutions included religion and health. From the onset of colonialism, the colonial leaders in the global south championed the course of teaching and training the indigenes in this region in western ideologies and practices which will foster their development. This s... ...frican countries. International nursing review, 50(4), 242-250. Twumasi P.A. 1987. Evaluation of Traditional Birth Attendants Programme in Ghana. Ministry of Health. Accra Twumasi P.A. 1988. Social Foundations of the interplay between Traditional and Modern Medical Systems. Ghana Universities Press. Accra World Bank 2010. Poverty and Equity Data. Accessed 20th May, 2014 http://data.worldbank.org/topic/poverty WHO 2000. Development of National Policy on Traditional Medicine. Manila. WHO 2001. Legal Status of Traditional Medicine and Complementary/Alternative Medicine: A World Wide Review. Geneva: World Health Organization WHO 2002. WHO traditional medicine strategy 2002-2005. Geneva: World Health Organization WHO 2007. World health statistics 2007. Geneva: World Health Organization WHO 2011. World Health Statistics 2011. Geneva: World Health Organization

Relative Density Essay

Abstract The experiment about relative density is composed of three different activities. The first activity is about the Displacement Method for alloy, the second activity is about getting the density of a bone and the third activity is about Regular versus Diet Soft Drinks. 1. Introduction Relative density is the ratio of the density (mass per unit volume) of a substance to the density of a given reference material. The theory or the principle that we used for the experiment is the Archimides’ Principle which states that any fluid a buoyant force to an object that is partially or completely immersed in it; the magnitude of the buoyant force equals the weight of the fluid that the object displaces. In the experiment we used different formulas. For activity 1 (g) mass of the substance which is Aluminum, (cc) initial level of water, (g/cc) for the experimental value, magnitude of buoyant force [pic]= Wfluid which is weight of displaced fluid. For activity 2 we used formulas for getting the relative density of the bone. For experiment 3 we used formulas like 2. Theory Activity 1: Displacement Method for Alloy The Aluminum bar was weighed and its mass was recorded. Some water was placed into a graduated cylinder and the initial water level was recorded. The Aluminum bar was placed inside the cylinder and the new water level was recorded. The volume of the Aluminum bar was computed by subtracting the initial water level from the resulting water level. The density of the Aluminum bar was computed by dividing its mass by its volume. The calculated density was compared to the standard density (2.7 g/cc) and the % error was taken. Activity 2: Density of a Bone A piece of bone was weighed in air and in water, each reading was recorded as the â€Å"weight of the bone in air† and â€Å"weight of the bone in water† The Relative Density of the bone was then computed by using the formula given. The density of the bone was then computed by multiplying the Relative density of the bone to the density of the water. The status of the bone was identified by referring to the WHO ‘s definition of the diseases a bone can have relative to its own density. Activity 3: Regular versus Diet Soft Drinks The weight of an empty pycnometer, the pycnometer filled with water, pycnometer filled with regular coke, pycnometer filled with coke light, and pycnometer filled with coke zero. The relative density of regular coke, coke light, ad coke zero was computed by using the formulas given. 4. Results and Discussion Table 1 show the results from activity 1, table 2 for activity 2 in activity the finding is that the bone has osteopenia it is or low bone mass because the density of the bone is within 1.0 to 2.5 and table 3 for activity 3.

Analytical report on the sustainability of the London 2012 Olympic games The WritePass Journal

Analytical report on the sustainability of the London 2012 Olympic games Executive summary Analytical report on the sustainability of the London 2012 Olympic games Olympics Detailed review of ‘active travel’ A short opinion survey of ‘active travel’ Conclusion ReferencesRelated Executive summary This report presents a discussion of the sustainability plan developed for, and implemented during, the 2012 Olympic Games held in London. The sustainability plan was governed by five main themes: climate change; waste; biodiversity; inclusion; and healthy living (London 2012, 2012). The aim with regards to climate change was to deliver a low carbon Games in order to be able to showcase the ability of London 2012 to respond to the need to minimise our impact on the environment. The aim with regards to waste was to deliver a zero-waste Games. The aim for biodiversity was to conserve biodiversity and to create new green spaces across London, which would enable people to be brought closer together through both sport and Nature. With regards to inclusion, the aim of London 2012 was to be the most inclusive Olympic Games to date, with the Games being used as an opportunity to develop the region of London in which the Games was held. With regards to healthy living, the aim of the Games was to inspire people in the UK to become more motivated to exercise and to take up sport, through this developing more active and healthy lifestyles (Girginov and Hills, 2008). In order to provide a framework for the achievement of these five themes, the sustainability plan was divided in to five main aspects, each of which will be discussed in detail in the next section of the report: Local community work; Our responsibility; Food vision; Active travel; and Recycling. Overview of the sustainability plan put forward by the organisers of the London 2012 Olympics As London 2012 (London 2012, 2012) state, â€Å"When we bid to host the 2012 Games, we made a radical proposal to the International Organising Committee†¦we were going to hold the world’s first truly sustainable Olympic and Paralympic Games†. The Olympic 2012 organising committee sat down with BioRegional and the WWF to develop a plan called Towards a One Planet 2012 which outlined how the Olympic Games 2012 could be made as sustainable as possible, guided by the idea that the â€Å"†¦world should live within it’s means† (London 2012, 2012). The sustainability plan that was developed has five main areas of consideration entitled climate change; waste; biodiversity; inclusion; and healthy living. These were implemented via five main approaches: local community work (inclusion and biodiversity); our responsibility (inclusion); food vision (climate change and waste); active travel (healthy living); and recycling (waste). These five areas were develo ped through consultation across four main areas, all of which related directly to those attending the Games or watching the Games on the television, namely the venues, travel, food and waste (London 2012, 2012). As London 2012 (2012) state, â€Å"All our venues were designed to ensure that all the athletes perform to the best of their ability whilst pushing the boundaries of sustainability knowledge and design†, with all the venues being designed – or remodelled – on the basis of the venues leaving a sustainable legacy for future generations. With regards to travel, London 2012 (2012) note that the most important consideration was to enable the millions of spectators – and the thousands of participants – to be able to reach the venues on time and for the Games to be used as an opportunity to educate the population about sustainable travel, including the benefits of using public transport, walking and cycling. With regards to food, the organisers of the Games worked very closely with the food industry in order to be able to bring ethical and sustainable food to the Games. Waste was another major consideration of the organising committee, with the organising committee aiming to send none of the extra waste generated during the Games to landfill (London 2012, 2012). The five areas will now be discussed in detail. ‘Local community work’, as London 2012 (2012) detail, was based around a specially created outreach program called Changing Places, with the specific aims of encouraging inclusion and preserving and increasing biodiversity (London 2012, 2007). This program aimed to encourage people to get out in to their local community to effect positive changes in their community, changes that would make the communities more attractive to residents and to visitors. The main aims of the ‘Local community work’ area of the London 2012 sustainability plan were to inspire communities to improve their public spaces; to enable people from communities to become more united and to develop new skills and interests; and to improve the quality of the neighbourhoods around London 2012 venues, with a view to not only improving the visitor experience but providing an opportunity for long-term positive changes in the aesthetics of these comm unities. The program was begun in 2009 and, since that date, as London 2012 (2012) note, there have been more than 6000 volunteers who have signed up to help, with over 15,000 hours of volunteer time having been given to the program. More than 15 tonnes of waste have been removed from communities near the Olympic venues and over 7000m of community gardens have been created across 250 sites, with 2000 square metres of graffiti having been removed from walls in these communities. As London 2012 (2012) discuss, this represents a massive commitment from local communities who have felt the impact on the environment of their local communities, making these local communities more attractive and increasing the sense of pride that local residents take in their communities. With regards to the ‘Our responsibility’ area of the sustainability plan, London 2012 (2012) notes that â€Å"Sustainability has been a part of every bold and challenging decision we have made in the development of the Olympic Park and the staging of the Games†. This area fits within the main ‘Inclusion’ theme of the London 2012 sustainability plan. The Games were not only a success but the preparation for the Games has meant that London has, â€Å"†¦changed†, with the sustainability plan, â€Å"†¦.changing the way we impact people, industry and the planet† (London 2012, 2012). As London 2012 (2012) note, within the framework of ‘Our responsibility’, there are six main achievements that have arisen from the Games: The Olympic Park; Carbon management; Sustainable transport; Food vision; Waste; and Standards. The Olympic Park features the most sustainable sports venue ever built, with 60% of construction materials for the Park having been brought to the site by rail or river, thus minimising the pollution that the transport of these materials caused. As Collins et al. (2009) note, however, it can be difficult to accurately measure the impact of mega sporting events on the local area, both in the short- and long-term. It is difficult, therefore, to know how London 2012 managed to assess, in quantitative terms, the reduction in pollution generated as a result of moving materials in this way and whether this reduction was maintained during the actual hosting of the Games. In terms of carbon management, London 2012 was the first Olympic Games to measure it’s carbon footprint across the whole Games, with the analysis of this footprint enabling decisions to be made about how to avoid, reduce and substitute carbon emissions in London in future (London 2012, 2012). Sustainable transport wa s a major concern of the organising committee, with the committee committing to achieving 100% sustainable transport across the duration of the Games. This was achieved through the ‘Supporting Active Travel’ plan, which will be discussed later in the report. Regarding ‘Food vision’, which fits within the ‘Healthy living’, ‘Waste’ and ‘Biodiversity’ themes of the sustainability plan, London 2012 represented the â€Å"†¦largest peacetime catering operation in the world† with the delivery of food using ethical and sustainable principles meaning that the Games delivered 14 million sustainably sourced meals to visitors and participants. ‘Waste’ was treated as a fundamental issue that needed to be tackled if the Games were to be delivered sustainably, with the overall aim of London 2012 to achieve ‘zero-waste-to-landfill’ and the Games actually achieving an overall 98.5% reuse and 99% recycling of all materials from the Games (London 2012, 2012). In terms of ‘Standards’, London 2012 were the first Olympic organising committee to be certified to the British Standard 8901: Specification for a Sustainability Management Systems for Events (London 2012, 2012). Under the area of ‘Food vision’, the London 2012 organising committee made certain commitments, including a commitment to deliver choice, diversity and affordable prices to visitors in terms of the food that would be available for them to buy at the Games (London 2012, 2012). It was also noted that the food that was sold was healthy, this being a key consideration of the organising committee in view of their commitment to the Games being used as a showcase to encourage people in the UK to become more active and, through this, healthier. To achieve these broad aims, five aspects of food vision were considered: food safety and hygiene; choice and balance; food sourcing and supply chains (with local food being given precedence); environmental management, resource efficiency and waste (with food providers being encouraged to use recyclable packaging); and skills and education (London 2012, 2012). One major aspect of the food vision was the decision to use only fish caught or farmed sustainably, this inspiring the naming of London as the Sustainable Fish City in 2011 (London 2012, 2012). With regards to active travel area of the sustainability plan, which fits in the ‘Healthy living’ theme of the sustainability plan (London 2012, 2007), this will be discussed in more detail in the next section of the report. The ‘recycling’ area of the sustainability plan was an important aspect of the plan, constituting the main concern of the ‘Waste’ theme of the plan (London 2012, 2007), the organising committee encouraging the food providers at the Games to use compostable packaging and for all visitors to recycle wherever possible. In terms of the non-recyclable rubbish generated during the Games, the organising committee placed designated black bins around the venues, the material going in to these bins was then used to produce electricity, which was then pumped back in to the Games. Overall, then, the five areas of the sustainability plan were well thought out and delineated in such a way that each area supported each other area, providin g an overall plan for sustainability that was not only comprehensive but also, and importantly, highly practical (Girginov et al., 2009; Davies, 2012). It can be argued that it was the practical nature of the sustainability plan that led to its aims being achieved across all five areas of the plan (Nichols, 2012; Horne, 2012). Detailed review of ‘active travel’   As London 2012 (2012) discusses, one of the main aims of the sustainability plan was to encourage UK society, in general, to become more active, to undertake more exercise and, through this, to become healthier as a whole. As Devine (2012) discusses, the Government, as part of the planning for the Olympic Games, organised this aim in to four areas of focus, aiming, through this, to, â€Å"†¦harness the UK’s passion for sport to increase grass-roots participation, particularly by young people and encourage the whole population to be more physically active†. With this in mind, the sustainability plan included, as one of the five main areas, the idea of ‘Active travel’, which aimed to encourage visitors to the Games to walk and cycle more often and, as a result of this, and education surrounding this idea, to encourage people in the UK to walk and cycle more often. The Active travel program was developed to encourage people to adopt healthier lifestyl es, with this not only offering a way to improve the overall health of the population – and therefore having a public health perspective – but also easing the burden on public transport and on the road network during the London 2012 event (London 2012, 2012). As part of this framework, the London 2012 Inspire Programme was set up which aimed to encourage more walking and cycling. In the run up to the Games, 60 Inspire programmes were set up, with the lessons learned from these pilot projects being consolidated and turned in to plans to effect real changes in the choice of transportation across the UK as a whole (Horne, 2012). As London 2012 (2012) noted, â€Å"By creating a positive experience for people walking and cycling to the Games, London 2012 and Transport for London hope people will continue to choose to walk and cycle in the future, both for every day trips and to future sporting and cultural events†. It is clear, then, that the London 2012 organising committee has a serious commitment to using the lessons learned during London 2012 to improve the health of the general populace beyond the 2012 Games. As London 2012 (2007; 47) states, â€Å"Living healthy lifestyles within the resources of the planet, is an essential element of working towards a one planet 2012†, with healthy living being tightly linked to other aspects of the sustainability plan, including access to green spaces, healthy food and active travel. If more green spaces are available, for example, as a result of the quest for community involvement and the commitment to restore and create more biodiversity spots across London, then people will be more inclined to get outside and be healthy. Once people start to feel healthier, their bodies ask for healthier food. As Shipway (2007) notes, it can be difficult, however, to determine what the sustainable legacies of an event such as London 2012 might be, in terms of health. Whilst the Games had a unique opportunity to deliver sustainable sporting and health legacies, there are many key challenges that need to be overcome before these legacies can have any short- or long-term impacts. What is needed, argues Shipway (2007), is a â€Å"†¦positive step change in the attitudes towards sport and physical activity in British society†. Until this is achieved, it is difficult to see how the ‘active travel’ legacy of the London 2012 sustainability plan can be achieved. As Dickson and Benson (2011) note, what is needed, in reality, is some form of metric that could enable the measurement of the degree of implementation of these desired legacies and the impact of the desired legacies on the local area and beyond. Without this, as Dickson and Benson (2011) note, the sustainability pla n put forwards by London 2012 is simply talk with no substance (Leopky and Parent, 2012). Closer links to local and regional planning activities could, for example, have ensured a greater likelihood of achieving, and sustaining, the aims of ‘active travel’ (Gratton and Preuss, 2008). A short opinion survey of ‘active travel’   A short survey was undertaken of GSM London students, in order to find out their opinions on the active travel ideas in the London 2012 sustainability plan. As shown in Table 1, of the twenty students interviewed, none of them had realised that the London 2012 Games had been accompanied by a sustainability plan. Number of students who knew the London 2012 Olympics had a sustainability plan Number of students who did not know that the London 2012 Olympics had a sustainability plan 0 20 Table 1: Showing the number of students who were aware of the London 2012 sustainability plan When the respondents were asked if they could imagine what this plan might have included, eighteen of the students said they were not sure, with one mentioning that they thought the plan might include ‘minimising impacts on climate change’ and another mentioning ‘encouraging less waste’. Of the twenty students that were interviewed, all twenty of them had been in London at the time of the Games but only three of them had visited an event during the London 2012 Games. Asked for their opinion of the London 2012 Games, twelve of them responded that tickets for the events were too expensive and that the transport had been ‘a nightmare’ around the time of the Games, with the seven students who travel by public transport saying that they had become tired, during the Games, of having to help tourists find their routes and of having to stand because the bus/Tube they usually used was very full during the duration of the Games. Two of the students interviewed said that they had taken to using a bike, during the Games, because of the crowding on public transport, and that, as they had enjoyed the experience so much, and felt so much healthier when they used their bike to get to their place of study, they had continued to use their bike since the Games. When asked if they would recommend using a bike to their peers, both of these students stated that, yes, they had recommended using a bike to friends and that, between them, six other students had now started cycling to their place of study, rather than using public transport. When asked whether they felt the London 2012 planning committee had been successful in their mission to encourage the use of active transport to move around the Games, the twenty students replied that they had not realised this was an aspect of the sustainability plan of the London 2012 Games. When told that it was, and that the main aim of this was to encourage people in the UK, in general, to be healthier, the twenty students seemed perplexed by this idea, stating that they were unsure if this would work, as they had not even heard of the sustainability plan and certainly had not seen any adverts encouraging people to use active transport during the Games. It was clear from the short opinion survey undertaken that the twenty students interviewed were not very well informed of the sustainability plan of London 2012 nor of the specific parts of this plan, nor of the fact that Londoners, and people in the UK in general, were being asked to use active transport, following the model of this piloted during the London 2012 Games. It seems, therefore, that from this small sample of people, the London 2012 organising committee were not very successful in transmitting their grand ideas to the general populace. Conclusion   This report has provided an analysis of the sustainability plan of the London 2012 Games, looking at the main themes in the plan and how these themes were implemented. The results of a short survey were presented which suggest that, despite the fact that London 2012 were very successful in implementing some of their plans (such as those covering waste and food), they were not so successful in educating the public about the benefits of engaging in active transport. References Collins, A., Jones, C., and Munday, M. (2009). Assessing the environmental impacts of mega sporting events: two options? Tourism Management 30(6), 828-837. Davies, L.E. (2012). Beyond the Games: regeneration legacies and London 2012. Leisure Studies 31(3), 309-337. Devine, C. (2012). London 2012 Olympic legacy: a big sporting society? International Journal of Sport Policy and Politics DOI: 10.1080/19406940.2012.656674. Dickson, T.J. and Benson, A. (2011). Developing a framework for evaluating Olymic and Paralympic legacies. Journal of Sport and Tourism 4, 285-302. Girginov, V. and Hills, L. (2008). A sustainable sports legacy: creating a link between the London Olympics and sports participation. International Journal of the History of Sports 25(14), 2091-2116. Girginov, V. et al. (2009). The political process of constructing a sustainable London Olympics sports development legacy. International Journal of Sport Policy and Politics 1(2), 161-181. Girginov, V. (2012). Governance of the London 2012 Olympic Games legacy. International Review for the Sociology of Sport 47, 543-558. Gratton, C. and Pruess, H. (2008). Maximising Olympic impacts by building up legacies. The International Journal of the History of Sport 25(14), 1922-1938. Horne, J. (2012). Leisure, culture and the Olympic Games. Leisure Studies 31(3), 261-263. Leopky, B. and Parent, M.M. (2012). Olympic Games legacy: from general benefits to long-term legacy. The International Journal of the History of Sport 29(6), 924-943. Leopky, B. (2013). The Governance of Olympic Games legacy. PhD thesis, Universite de Ottowa. Available from https://ruor.uottawa.ca/fr/handle/10393/23640 [Accessed 21st March 2013]. London 2012 (2007). Towards a one planet 2012. Available from sel.org.uk/uploads/London-2012-Sustainability-Plan.pdf [Accessed 22nd March 2013]. London 2012 (2012). Sustainability. Available from london2012.com/about-us/sustainability/ [Accessed 22nd March 2013]. Nichols, G. (2012). Olympic cities: 2012 and the remaking of London. Leisure Studies 31(3), 378-380. Shipway, R. (2007). Sustainable legacies for the 2012 Olympic Games. Perspectives in Public Health 127, 119-124.

11 Dr. Jekyll and Mr. Hyde Quotes

11 'Dr. Jekyll and Mr. Hyde' Quotes Robert Louis Stevenson made literary history with his novel Strange Case of Dr. Jekyll and Mr. Hyde. This story of the dual personality being personified during a medical experiment has been told and re-told in adaptations since it was first published in 1886. The novel became so popular that the phrase Jekyll and Hyde has come to mean someone whose behavior changes based on the situation theyre in.   The Nature of Evil I incline to Cains heresy, he used to say quaintly. I let my brother go to the devil in his own way. Mr. Gabriel Utterson, Chapter 1 The last I think; for, O poor old Harry Jekyll, if ever I read Satans signature upon a face, it is on that of your new friend. Mr. Gabriel Utterson, Chapter 2 My fears incline to the same point. Evil, I fear, founded - evil was sure to come - of that connection. Ay truly, I believe you; I defer (for what purpose, God alone can tell) is still lurking in his victims room. Well, let our name be vengeance. Mr. Gabriel Utterson, Chapter 8 Quotes About Fear It was for one minute that I saw him, but the hair stood upon my head like quills. Sir, if that was my master, why had he a mask upon his face? Mr. Poole, Chapter 8 O God! I screamed, and O God! again and again; for there before my eyes - pale and shaken, and half fainting, and groping before him with his hands, like a man restored from death - there stood Henry Jekyll! Dr. Lanyon, Chapter 9 On Jekyll and Hyde Behavior You start a question, and its like starting a stone. You sit quietly on the top of a hill, and away the stone goes, starting others, and presently some bland old bird (the last you would have thought of) is knocked on the head in his own back garden and the family have to change their name. No, sir, I make it a rule of mine: the more it looks like Queer Street, the less I ask. Mr. Enfield, Chapter 1 I am painfully situated, Utterson; my position is a very strange - a very strange one. It is one of those affairs that cannot be mended by talking. Dr. Jekyll, Chapter 3 With every day, and from both sides of my intelligence, the moral and the intellectual, I thus drew steadily nearer to the truth, by whose partial discovery I have been doomed to such a dreadful shipwreck: that man is not truly one, but truly two. Dr. Jekyll, Chapter 10 Someday, Utterson, after I am dead, you may perhaps come to learn the right and wrong of this. I cannot tell you. Dr. Lanyon, Chapter 6 On Endings I swear to God I will never set eyes on him again. I bind my honor to you that I am done with him in this world. It is all at an end. And indeed he does not want my help; you do not know him as I do; he is safe, he is quite safe; mark my words, he will never more be heard of. Dr. Jekyll, Chapter 5 Here then, as I lay down the pen and proceed to seal up my confession, I bring the life of that unhappy Henry Jekyll to an end. Dr. Jekyll, Chapter 10

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FINANCIAL AND INVESTMENT (research Vodafone plc and British Telecom plc of Telecommunications company in uk) - Essay Example This report identifies the relevant industry-related and economic-related factors which drive today’s strategic decision-making in both companies. Both Vodafone and BT thrive within a very regulated environment. Depending on the nature of the product or services, various regulation exists which dictate pricing limitations and overall service provision. British Telecom recognizes this and routinely expresses the business’ awareness of regulatory issues and how they relate to the long-term stability of the business. The Chief Executive Officer of Vodafone describes regulation as a risk to â€Å"market share, competitive position and future profitability† (Verwaayen, 2007: 27). From a strategic standpoint, regulation is a routine part of business operations, however when various legislation is provided in different, multinational regions the business must consider whether the foreign environment is worth the investment or whether new market opportunities should be researched. Moving either Vodafone or British Telecom presence into different markets which maintain less regulatory activities (such as price controls) w ould allow the company to have autonomy regarding the provision of competitive pricing which best befits the business model and profit expectations. It is clear that both Vodafone and BT must consider regulatory compliance in many varieties of business decision-making. Regulatory activity also comes in the form of litigation, where different foreign taxing powers regularly assess the value of company activities and demand capital gains taxes or other regional taxing expectations. Currently, Vodafone has appealed a case to the Supreme Court in which the business is being requested by the government in Bombay, India to pay approximately  £2 billion in capital gains taxes (Leahy and Betts, 2008). In a situation where both Vodafone and British Telecom have leveraged the

Thiel Fellowship Essay Example | Topics and Well Written Essays - 250 words

Thiel Fellowship - Essay Example In my view, these claims are fallacious and lack evidence. In fact technological advances in developed countries for instance have doubled over the years. Taking young top talent denies them various educational progresses that are sustainable for their overall success in life. Furthermore, education is critical to understanding even more technological advances. This in my view renders Thiel Fellowship irrelevant in any contemporary society. Sadly, Thiel has maintains that, education may not be useful for some career paths and youth do learn various â€Å"valuable things† in college that not end up assisting them in life. In my view such claims are baseless. Education offers a broad range of opportunity. In addition, application of acquired skills is very vital and this is what many career paths offer. In my view, Thiel Fellowship may not be an alternate path to real and sustainable success. The various acquired values in life makes a person achieve their goal and offer sustainable solution to societal problems. In this regard, even with the chance at Thiel Fellowship, I will reject the