Psychology Assignment Example | Topics and Well Written Essays - 500 words - 3

Psychology - Assignment Example It is also the emotional control center. However, this is the part of the brain that is most prone to injury because of its location. The following are some of the effects in case the frontal lobe is not functioning due to damage. The major function of the frontal lobe is motor functions. Impairment to this part of the brain may result in loss of movements and strength (Carter, Susan, Martyn, Steve, Christopher, Uta and Melanie 107). This mainly affects the arms, fingers and hands. Damage of the frontal lobe may make an individual lose control of his or her hands and arms. Research has also revealed that damage to the frontal lobe may result in dramatic changes in a person’s social behavior. This is because scientists believe that this part of the brain controls nearly all behavioral aspects of human beings. Without optimum functionality of this part of the brain, a person may experience reduced ability to solve problems. Strong evidence also indicates that the person may have difficulties with being attentive. Impairment to this part of the brain may also result in memory loss. An individual may have problems identifying some of the people he or she knew before damaging the frontal lobe. An individual may also find it difficult to recall past events. Depending on which side of the frontal lobe suffers the most damage, a person may speak excessively or on the other hand speak fewer words. Impairment to the left side of the frontal lobe may result in a person speaking fewer words while damage to the right side of the frontal lobe may result in an individual speaking excessively. Damage to the frontal lobe may also affect the emotional aspect of an individual. Research has revealed that the frontal lobe controls the emotional part of humans in the brain. If the frontal lobe is not functioning optimally, an individual may become too emotional about things that he or she would have

The Tell - Tale heart by Edgar Allen Poe Essay Example for Free

The Tell Tale heart by Edgar Allen Poe Essay The Tell Tale heart by Edgar Allen Poe is set in a house belonging to an old man. Poe writes the story from the perspective of the murderer. This adds to the horror of the story. By continuously stressing that he is not mad the, Poe creates a situation where the tension and nervousness of the narrator is felt by the reader. This short story has lots of symbolism. To the narrator, the eye symbolizes evil; to the audience, the beating heart symbolizes a guilty conscience, and the man may even sybolise the dark side of the human race often connected with Gothic literature. The style and theme of the story is identical to that of Gothic Literature. The theme is based on a dark side of human nature found in everyone. This side is mostly hidden, but it can emerge when a person is pushed over the edge. Fear pushes them over the edge and towards the dark side. The narrator tells the story from his point of view but also speaks to the reader. Now at this point you fancy me mad. Though when reading the story it soon becomes clear that the reader is talking more to himself than t the reader, trying to first persuade himself that he is not mad. He tells of how he killed the old man because of his vulture eye. He cut him up and then put him under the floorboards of the house. This kind of writing about murder and death is a feature of Gothic literature, which was very poplar at the time. The vulture eye represents the mans fear. His dilemma between appearance and reality is also a theme of Gothic literature. For the man, the eye also symbolized evil. The line whenever it fell on me; my blood ran cold, infers that the man is gripped by irrational fear. He is not just afraid of the old mans eye, but more what it symbolised: Evil. This pushed him over the edge. I think the eye vexed him more because eyes are sometime seen as a window into the soul of the person. Poe uses retorical questions at the beginning to persuade the reader that he is not mad. How, then am I mad? This makes the reader wonder what the person has done that is so bad. Similarly, the pauses at the beginning not only build tension, but they also communicate the fact that it is very hard for him to relay these events. True! nervous very dreadfully nervous the narrator realises that what he did was wrong and therefore, finds it hard to talk about. He is probably admitting it to himself for the first time also. You can feel the tension in him voice and almost feel sorry for him. The narrator does not believe that his disease is madness; he believes that his senses have been sharpened. The narrator thought that killing the man was a just thing to do; the eye was evil and therefore, must be destroyed. He wanted to get rid of the vulture eyes power over him; he expected to bury the dark side. Thus rid myself of the eye forever. This suggests that he was not only driven by irrational fear but also hope that the eye along with the irrational fear might disappear. This illusion is also a convention of Gothic Literature. When you finish the story you are left to think about the possible meanings. One poses the ultimate burning retorical question of whether the man is mad or not, Madness being a theme of Gothic literature. The way he insists he is not suggests that he is hiding the truth, but if he were really mad then he would not suspect it. Maybe he is being truthful; he cant see why so many people think he is mad. The sound of the heart that no one else hears definitely infers that he is mad. Though the beating heart also sybolises his guilty conscience. It troubles him while the police are there. He starts to realise that what he did was wrong. But surely if he was mad he would have no conscience. He has become tangled up in the evil he hoped to get rid of. So the answer to the question is left up to you. Do you believe that every human has a dark side and that that this evil dark side is only revealed when the individual is pushed over the edge?

CanadasTwo-Tier Healthcare System Essay -- Healthcare

CANADA HAS TWO-TIER HEALTH CARE SYSTEM The issue of a universal approach to Canadian Health Care has been contended for several years. Canada's national health insurance program, or Medicare, was designed to ensure that all people can have medical, hospital and physician services. The cost is to be paid for by Ontario medical insurance program (OHIP). The Canada Health Act was intended to represent certain principles of our health care system. It was intended to be a symbol of the Canadian values. Those values are fairness equity and togetherness. This oneness of a universal approach is what we call the one tier system. Many Canadians still believe the official government stand on this: Canada’s medical insurance covers all needs and services for every insured citizen. Officially then, there is a one level health care system. This paper shall argument that Canada has a two tier health care system. Those who would claim that Canada’s health care is a universal one tier system could refer to the legal terms of the Canada Health Care Act. In particular, the point that states, â€Å"Universality: All insured residents are entitled to the same level of health care.† (â€Å"Canada Health Care Act†, 2007). In fact, many Canadians feel they have a right to be covered financially for any and all medical costs. According to the Globe & Mail, â€Å"Canadians have developed an incredible sense of Medicare entitlement: They want all care for all people, instantly and free of charge.† (Andre, 2009). It is true that the original intention was to make health care services available for Canadians, but the guidelines offer the same service to Canadians covered by the health plan. However, certain problems arose and modifications were needed because not al... ... Works Cited Andre, P. (2009, October 16). Our two-tiered health system: a rural-urban split. The Globe & Mail. Retrieved from http://www.theglobeandmail.com Canada Health Care Act. (2007). Canada Health Care. Retrieved from http://www.canadianhealthcare.org National Bureau of Economic Research. (2007). Health status, health care and inequality: Canada versus U.S. June, E.O. Retrieved from http://www.nber.org/authors_papers/david_oneill Ottawa, provinces to begin talks for health deal. (2011, November 22). The Canadian press. Retrieved from http://www.ctv.ca Prime minister finally admits two-tier health care exists: McDonough. (2000, November 13). The Canadian Press. Retrieved from http:// search.proquest.com.ezproxy.library.yorku.ca Shouldice Clinic. Retrieved from http://www.shouldice.com/what_to_expect.htm

How to Develop and Maintain Your Relationship with God Essay

Developing and maintaining your relationship with God requires time, effort and desire for closeness. Just like with the other people, we need to work out and put every effort in maintaining our relation with them. If we really desire to develop and maintain our relation with God, we would definitely acquire the greatest happiness and blessings in our life. Our lives will never get lost and will keep on the right track. Take time to develop your relationship with God and reap all the rewards it brings. Keep in mind that God loves to listen in everything you say. Have a conversation with God explaining your hopes, fears, dreams, anxieties and regrets. This will help you remove all the burdens and sadness you feel inside. In addition, give God also thanksgiving and adoration for all the things He has done for you every single day of your life. In this way, you will be able to increase rapidly your intimate relationship with God. Spend time in God’s words. The Bible is the work of God that tells everything about goodness and values in life. Read the bible with comprehension and let it sink to your mind in order to apply it in your life. Joining a bible study group with others is also suggested for this will help you learn more about the bible and you are able to share with others what you know and what you have learned. You must also learn the doctrines of the church because Bible is not enough for you to be instantly close to God. You must be able to learn how to forgive others. According to the Bible, Matthew 18:22 Jesus answered â€Å"I tell you not seven times, but seventy seven times.† What does this verse mean? God tells us here to forgive others not only 7 times but 77 times, no matter how bad the thing the person has done to you. However, we humans are so emotional and we do not let forgiveness enter our hearts. Remember that God sacrificed his very own Son in order to save and to forgive the entire humanity. We must really know how to accept forgiveness and this will give glory to God. Worship God in every aspect. Attending mass every Sunday signifies that you participate and accompany God in this celebration. Sing the holy songs the church has prepared because singing these songs corresponds twice to prayer and prayer is an important thing to help maintain your closeness to God. Moreover, do not habit yourself in being late on mass, like attending after the readings or the homily. Man’s duty is to worship God so put effort and mortifications in every way to make God happy.

Quintessential Leader Description Essay

The main focus of this research paper is leadership qualifications in the workplace. Please structure a research paper to address the following issues: (A) Develop the academic foundations of leadership by providing a brief literature review of three (3) current articles (that is, within the last 4 years) that relate to any of Daniel Goleman’s theories. Research other articles not use used in the course. Make sure that the articles you choose are appropriate and related to you topic. The articles do not require Goleman as an author. (B ) Describe what you consider to be the quintessential good leader using additional research literature (in addition to those of the previous Goleman literature review) to support your defense. (C) Using the research from the Goleman literature reviews (category A), and the literature used to describe the quintessential leader (category B ), develop a theoretical leadership model with a focus on middle manager leadership qualifications for an existing or fictitious organization. Use one of the teamwork development models from threaded discussion 2.2 as one of the expectation of the leader. In other words, I want you to build an organization with a middle manager (leader) which instills all of the characteristics that you choose to describe, defend, and analyze. This is your chance to put your preferred leadership resource in place. It is recommended that you include at least three characteristics for your leadership qualification model. Note: you have full autonomy to provide the list of characteristics as long as it is defended using proper research methods. Make sure you analyze each characteristic and defend your assertions.

Admission College Essay Prompts

Admission College Essay Prompts Admission College Essay Prompts What Is Admission College Essay Prompt? If you decided to enter any college, you should wait several weeks for packages/applications to arrive. In the meantime, the following material should be read: your entrance essay, the essay or college admission essays, which you wrote for your college applications should be held in a ready folder. Many of the scholarship groups will ask for an essay touching on topics you have already written or thought about, and hopefully (perhaps with a little reshaping), you can recycle your work. Typical admission essay questions are: What person in your individual life or in history has had the greatest influence on you? Why? What are your future goals, and what do you think what your eventual impact on society will be? Diversity Admission Essays Admission committee wants to know more about you. The one way to do this is to read your admission essays. As a rule entrance English essays are similar and addressed to know you better as a future applicant. You may always read the list of application essays, which were assigned in your college last year. It helps you to have an idea about the requirements of the college. Writing essays, your task is to distinguish yourself from the mass of applicants. Attract admission officer attention and persuade him, that you are an appropriate candidate. There are eight areas, which colleges typically want to address in application essays writing. Motivation Industry Initiative Influence and leadership Concern for others Responsibility Integrity Emotional stability Admission Essay Writing Here is a part of admission essay writing that you are free to use as a model for your college admissions essay: I will earn my M.D., and come to the rescue as a primary care doctor. My residency (and eventually my practice) will preferably be served in an urban setting like New York City, Philadelphia, or Washington, DC. Across this country, economically disadvantaged people need help and support. At the next step, I will expand my knowledge on urban health and community needs (e.g., family dynamics, or trends in drug use). In a few weeks, I will be off to Harvard as an Arthur Ashe Fellow. And with my eventual residency and four year responsibility to the National Health Service Corps, I intend to take advantage of every learning experience. After all, I am on a rescue mission! Read also: Essays comparing poems Critical Literary Essay Conflict Essay Process Essay Custom Term Paper

America and the Thirteen Original Colonies essays

America and the Thirteen Original Colonies essays Every person born and raised in America, within the past half century, has at one time or another heard the song "Fifty Nifty United States"; the song which pounds the memorization of the fifty American states into one's head. If you were to ask any person from the age of ten to thirty, they would most likely be able to recite every single state, alphabetically. Towards the beginning of the brilliant masterpiece, there is a line which exclaims, "Fifty Nifty United States/ From thirteen original colonies..." The line, having horrible melodic doggerel, is right about these colonies. Thirteen colonies established by the British were satellites used in a system of mercantilism; they provided the natural resources while England would manufacture the goods to sell back to them. Unlike many other attempts at establishing previous settlements, these particular colonies, over a period of time, began to take their own form and question the mother country. The colonies developed their own ideas and beliefs and eventually broke away from England to for the United States of America. Among the so-called Thirteen Original Colonies, which included those of New England, the Middle Colonies, and the Southern Colonies, were certain common institutions and philosophies. The first colonies of America, the quintessential "thirteen" of them, had certain elements that caused them to be similar. Geographically, every colony was on the eastern coast of America, and everyone had similar environmental and land features. In the New England colonies, although a bit colder, had necessary farming land with some forest area; in the Middle colonies, farmland was abundant and waterways were important to trade; and in the Southern colonies, farmland was a very important factor and it was generally warmer than the other colonies. Geography also had a large impact on the economy, logically, seeing as if the three sections of colonies did not have distinguishing characte...

Understanding Relative Frequency Histograms

Understanding Relative Frequency Histograms In statistics, there are many terms that have subtle distinctions between them. One example of this is the difference between frequency and relative frequency. Although there are many uses for relative frequencies, there is one in particular that involves a relative frequency histogram. This is a type of graph that has connections to other topics in statistics and mathematical statistics. Definition Histograms are statistical graphs that look like bar graphs. Typically, however, the term histogram is reserved for quantitative variables. The horizontal axis of a histogram is a number line containing classes or bins of uniform length. These bins are intervals of a number line where data can fall and can consist of a single number (typically for discrete data sets that are relatively small) or a range of values (for larger discrete data sets and continuous data). For example, we may be interested in considering the distribution of scores on a 50 point quiz for a class of students. One possible way to construct the bins would be to have a different bin for every 10 points. The vertical axis of a histogram represents the count or frequency that a data value occurs in each of the bins. The higher the bar is, the more data values fall into this range of bin values. To return to our example, if we there are five students who scored more than 40 points on the quiz, then the bar corresponding to the 40 to 50 bin will be five units high. Frequency Histogram Comparison A relative frequency histogram is a minor modification of a typical frequency histogram. Rather than using a vertical axis for the count of data values that fall into a given bin, we use this axis to represent the overall proportion of data values that fall into this bin. Since 100% 1, all bars must have a height from 0 to 1. Furthermore, the heights of all of the bars in our relative frequency histogram must sum to 1. Thus, in the running example that we have been looking at, suppose that there are 25 students in our class and five have scored more than 40 points. Rather than constructing a bar of height five for this bin, we would have a bar of height 5/25 0.2. Comparing a histogram to a relative frequency histogram, each with the same bins, we will notice something. The overall shape of the histograms will be identical. A relative frequency histogram does not emphasize the overall counts in each bin.  Instead, this type of graph focuses on how the number of data values in the bin relates to the other bins.  The way that it shows this relationship is by percentages of the total number of data values. Probability Mass Functions We may wonder what the point is in defining a relative frequency histogram. One key application pertains to discrete random variables where our bins are of width one and are centered about each nonnegative integer. In this case, we can define a piecewise function with values corresponding to the vertical heights of the bars in our relative frequency histogram. This type of function is called a probability mass function. The reason for constructing the function in this way is that the curve that is defined by the function has a direct connection to probability. The area underneath the curve from the values a to b is the probability that the random variable has a value from a to b. The connection between probability and area under the curve is one that shows up repeatedly in mathematical statistics. Using a probability mass function to model a relative frequency histogram is another such connection.

Rationale and Analysis for Agency Selected, Essay

Rationale and Analysis for Agency Selected, - Essay Example Currently, the agency is being administered by Julian Castro, who is the U.S. secretary of the HUD agency since 28th July, 2014. According to United States (2013), there are some Key Historical Events of the Agency since its formation in 1965. The table shown below summarizes the date an important enactment was made and its function. These are as tabulated below. The mission statement summarizes what is entailed in the HUD department with well spelt out and articulated cut outs that enable its operations. The mission is spelt out as shown in the paragraph below. The mission of the United States Agency of Housing and Urban Development is to create sustainable, strong and affordable, quality and inclusive communities homes for all. This agency is working towards ensuring that the housing market is strengthened (Senate Report, 2013). According to United States (2013), this federal agency is principally charged with the responsibility of programs dealing with national housing demands. It also ensures that the housing opportunities are fair and that the nation’s communities are developed and significantly improved. This agency was created to undertake the following functions: The agency seeks to ensure that the principal programs of the department are administered with the objective of extending assistance on matters pertinent to housing. The agency further provides assistance when it comes to national communities’ development. The agency partners with localities and different states in its quest to promote community development and housing. These partnerships ensure that service delivery is effective, fast and efficient and is done in accordance to the clearly stipulated mission and objectives. They tap the power derived from synergy. Another important function of the agency is to promote optimum contribution through mortgage lending firms and rigorous private-based homebuilding. These may be in the

Theories of Policy Process Essay Example | Topics and Well Written Essays - 750 words

Theories of Policy Process - Essay Example The theory implies some policies can only change if certain restrains like stickiness and stakes of an institution are available. Policies are categorized into long-term policies and short-term policies. An example is if the country’s constitution states that a president should rule for two terms it is very difficult to implement a new policy, which suggests that the president must rule for one term, or three terms. Punctuated equilibrium theory seeks to explain simple observations like political processes. Political processes are continually associated with incrementalism and stability; they rarely produce large-scale departures from the past. Most policy areas experience stasis even though a crisis can occur. America is experiencing large-scale changes in policymaking and politics. Some Government programs can be altered in order to accommodate change. Strengths The theory includes periods of stasis or near equilibrium. In the event that an issue is seized by a subsystem and periods of disequilibrium, then a macro political agenda occurs. A macro political agenda can advance to the extent of causing changes in the policy process. Therefore, according to this theory small changes result in large changes. Weakness The theory is only applicable to situations facing stasis or equilibrium. In the event that there is no equilibrium variables and need for change, then the policy fails to exist. The Stage Heuristic Theory The theory states that the best way to study policymaking is to break it down to stages.

Human Genome Project Essay Example | Topics and Well Written Essays - 2000 words

Human Genome Project - Essay Example The private sector also pursues only those projects which do not need extensive investments over a prolonged period, can generate profits within a reasonable time and do not have long gestation period.. Public enterprises on the other hand cannot be seen to operate only under consideration of profit and have to act in the interest of the larger public good. However efficiencies in the public sector are limited as incentives and motivations do not encourage a culture of efficiency and urgency. While keeping in view its importance, the HGP has to be pursued with greater speed and exigency. This entails a private and public partnership which can seek the benefits of both the sectors and has been the trend in pursuance of the HGP. Thus there are a number of privately funded concerns such as Celera Genomics and Incyte who are involved in the HGP while international and national government bodies such as the National Institute of Health, US Welcome Trust, and Sanger Institute in the UK are also very intimately involved in these projects. A similar initiative in the international field is the pursuance of the Human Genome Initiative or HGI which is attempting to map a comprehensive genetic and physical mads for every single human chromosome for all the known 24 ones and also evolve a total DNA sequence of the human genome. This is also following a private-public partnership based on complexity of the project and need for greater impetus. Advantages Economic Benefit The HGP is a project with extensive applications in wide ranging fields such as clinical medicine, agriculture and livestock, industrial processes, environmental biotechnology and DNA finger printing. (Giants, 2005). Most of the research is pioneering with limited precedence. The economic benefit of a private-public partnership is particularly evident in the HGP. This requires very heavy investments which have a long period of gestation. The public sector has the capacity to absorb such long term investments easily as financing of public projects is made on a long term basis. However there are limitations to which specific projects can be financed by public funds and there are invariably far too many caveats for expenditure of public money. This shortcoming of public funding can be overcome by use of private investments. Thus venture capitalists, investors and stock owners can be brought in to invest in projects as they are willing to put in money in companies which are profit making . The HGP is considered a highly lucrative project commercially and has numerous spin offs and hence a large number of companies are willing to invest in these projects. It is estimated by Nature magazine that the bioinformatics industry will have an output in excess of $1 billion per year. (Nature, 2001). Thus the scale of investments that can come in through these private and public partnerships is very high and cannot be envisaged if these are undertaken only through initiatives by either of the sectors. Overcoming Bureaucratic Restrictions of the Public Sector Another advantage of the private sector is its ability to tap

Japan Town in San Francisco Essay Example | Topics and Well Written Essays - 750 words

Japan Town in San Francisco - Essay Example The Japan Center, though looks quite conventional, has many delightful restaurants and shops, stairways and open courtyards and is considered as the focal point of Japanese culture in the middle of San Francisco. The Peace Pagoda, designed by the famous Japanese architect Yoshiro Taniguchi, is a five-storied stupa which is a contribution by the people of Osaka, Japan to San Francisco. San Francisco's Japantown share its borders with California, Geary, Octavia, and Fillmore Streets. It has about 150 small and medium sized businesses with plentiful affordable housing complexes for seniors. It also has non-profit organizations like the Japanese Cultural and Community Center of Northern California, Kimochi Senior Center, Nihonmachi Little Friends (preschool), national headquarters for the Japanese American Citizens League, the Japantown Task Force, the Japanese Benevolent Society, and the Ikenobo Ikebana Society of America. (2000 Census, 2006) History: The first Japanese also called as Soko' resided in San Francisco during early 1860s. Initially they lived in Chinatown and in neighborhoods south of Market Street. Post the disastrous earthquake and fire in 1906, these Soko's started moving to the Western Addition where they opened their own centers of prayers and typical Japanese shops and restaurants. The area slowly started to look Japanese in every manner and was soon looking like a Ginza which was later known as Nihonmachi, or Japantown. It was the dawn of San Francisco's Japanese American community. San Francisco, California houses the largest Japantown in United States of America. However, it is smaller than the one which was prevalent in United States prior to the World War II. It so happened that after the invasion on Pearl Harbor by Japanese, the US authorities took Japanese Americans into custody and put them in concentration camps. At the same time, African Americans encroached on the vacant neighborhood. These thousands of African Americans had come in search of wartime industrial jobs. However, after the war, Japanese Americans returned along with Japanese immigrants closely followed by investments from the Japanese government as well as Japanese companies. Owing to the redevelopment plans by Justin Herman in the 1960 to 1980, the African Americans were relocated to places like Fillmore district in the west, Tenderloin in the east and Hunters Point in the south. At this point of time, many residents of San Francisco decided against returning after the World War II resulted in forced captivity of Japanese Americans - some being probably second or third generation Americans since 1942-45. About one-third of the internees decided to relocate themselves in the East and Midwest after the encouragement of the War Relocation Authority. During the period of 1950's, JapanTown was negatively impacted by this redevelopment due to the widening of Geary Boulevard and the obliteration of scores of Victorians for the construction of the boulevard and the Japan Center Mall. Inspired by the conventional Japanese pedestrian walkways, the famous Webster Bridge was also designed. The Miyako hotel at Post and Laguna has a charming Japanese garden. Also seen is one of the favourite destinations, the twin origami-style fountain in the middle of the one block open air mall which extends from Peace Plaza north toward Pacific

Medication Assignment Example | Topics and Well Written Essays - 750 words

Medication - Assignment Example For patients with a history of stroke nursing considerations are needed since some interactions exist between Gentamicin and some prescriptions for stroke. Since Gentamicin causes a feeling of tightness in the chest, patients with pneumonia cannot get a prescription (Goodman, 2003). An individual currently under treatment of respiratory disease cannot sustain chest pains witnessed after intake. Patients with septicemia and pressure ulcer wounds are safe to use Gentamicin. Magnesium 140 is used to maintain adequate magnesium level in the body. Magnesium is an important mineral for the muscles and nerves. The drug is administered intravenously after every 12 hours. The common side effects include muscle cramps, mild diarrhea, upset stomach and depression. There are no strict considerations for patients with a history of stroke, pneumonia, septicemia and chronic respiratory disease. Magnesium 14o cannot be prescribed for a patient with pressure ulcer wound. Lidocaine 1% is a numbing med ication used as a local anesthetic. It functions by blocking nerve signals in the body. It is introduced to the body directly to the blood through an injection. It is given intravenously 2 to 3 minutes on an initial dose. The common side effects include drowsiness, shakiness and dizziness, a feeling of passing out and fast heart rate. It is not a safe prescription to a patient with a history of pneumonia and stroke. A patient with chronic respiratory disease and septicemia is safe to use this medication (Goodman, 2003). Tigeycline is the first in glyclycycline class of antibiotics. A broad-spectrum antibiotic works best for skin infections and intraabdominal infections. The dosage for this drug is 50mg intravenously for every 12 hours. The common side effects are vomiting, nausea, vomiting and diarrhea. Its prescription to patients with a history of stroke, pneumonia and currently being treated for chronic respiratory failure is not apt. This also applies to patients with septicemia and pressure ulcer wound. This is because the organisms in the antibiotics can cause more infections. Dakin solution is an antiseptic solution used to treat infected wounds it works as a solvent action on dead cells where it develops a separation of dead and alive cells. The solution is highly unstable, and it is administered instantly. It is used by dipping the entire wound surface in the solution (Goodman, 2003). It does not interact and counteractions with drugs prescribed for other diseases. Enoxaparin is a low molecular weight heparin drug used to stop blood clots. It is prescribed for preventing deep vein thrombosis. It works by preventing the formation of clots in blood by preventing the 12-clot developing proteins in the blood. It is administered through an injection intravenously. This is after a period of 12 hours. The common side effects associated with the solution are diarrhea, bleeding, nausea and fever. It has no clear considerations with septicemia. However, for pat ients with history of stroke, pneumonia and chronic respiratory disease, nursing considerations are necessary. Prescriptions for these diseases can interact and counter-interact with Enoxaparin. Carvedilol is a type of prescription medicine in the beta-blockers class. It is generally used to stabilize patients with heart complications. The common side effects of the drug include fatigue, slow heartbeat, low blood pressure and severe allergic reactions. Prescription to a patient with a history of

Japan Town in San Francisco Essay Example | Topics and Well Written Essays - 750 words

Japan Town in San Francisco - Essay Example The Japan Center, though looks quite conventional, has many delightful restaurants and shops, stairways and open courtyards and is considered as the focal point of Japanese culture in the middle of San Francisco. The Peace Pagoda, designed by the famous Japanese architect Yoshiro Taniguchi, is a five-storied stupa which is a contribution by the people of Osaka, Japan to San Francisco. San Francisco's Japantown share its borders with California, Geary, Octavia, and Fillmore Streets. It has about 150 small and medium sized businesses with plentiful affordable housing complexes for seniors. It also has non-profit organizations like the Japanese Cultural and Community Center of Northern California, Kimochi Senior Center, Nihonmachi Little Friends (preschool), national headquarters for the Japanese American Citizens League, the Japantown Task Force, the Japanese Benevolent Society, and the Ikenobo Ikebana Society of America. (2000 Census, 2006) History: The first Japanese also called as Soko' resided in San Francisco during early 1860s. Initially they lived in Chinatown and in neighborhoods south of Market Street. Post the disastrous earthquake and fire in 1906, these Soko's started moving to the Western Addition where they opened their own centers of prayers and typical Japanese shops and restaurants. The area slowly started to look Japanese in every manner and was soon looking like a Ginza which was later known as Nihonmachi, or Japantown. It was the dawn of San Francisco's Japanese American community. San Francisco, California houses the largest Japantown in United States of America. However, it is smaller than the one which was prevalent in United States prior to the World War II. It so happened that after the invasion on Pearl Harbor by Japanese, the US authorities took Japanese Americans into custody and put them in concentration camps. At the same time, African Americans encroached on the vacant neighborhood. These thousands of African Americans had come in search of wartime industrial jobs. However, after the war, Japanese Americans returned along with Japanese immigrants closely followed by investments from the Japanese government as well as Japanese companies. Owing to the redevelopment plans by Justin Herman in the 1960 to 1980, the African Americans were relocated to places like Fillmore district in the west, Tenderloin in the east and Hunters Point in the south. At this point of time, many residents of San Francisco decided against returning after the World War II resulted in forced captivity of Japanese Americans - some being probably second or third generation Americans since 1942-45. About one-third of the internees decided to relocate themselves in the East and Midwest after the encouragement of the War Relocation Authority. During the period of 1950's, JapanTown was negatively impacted by this redevelopment due to the widening of Geary Boulevard and the obliteration of scores of Victorians for the construction of the boulevard and the Japan Center Mall. Inspired by the conventional Japanese pedestrian walkways, the famous Webster Bridge was also designed. The Miyako hotel at Post and Laguna has a charming Japanese garden. Also seen is one of the favourite destinations, the twin origami-style fountain in the middle of the one block open air mall which extends from Peace Plaza north toward Pacific

Make-up Midterm Essay Example | Topics and Well Written Essays - 1000 words

Make-up Midterm - Essay Example There has to be a recognition that the business environment is always changing and that because of these changes are constant, it is essential for the organization to create forecasts so that it can be better able to handle itself. It has to be noted that most business organizations tend to concentrate more on creating efficiency rather than developing strategies which are needed to ensure their long term survival. Such situations often lead to organizations increasing their capabilities yet are not able to secure their sustainability when it comes to making profits in their ventures. It is important to understand the strategy of an organization to ensure that there is efficient human resource planning. This allows management to deal with those problems associated with team cohesiveness in the organization, which should be handled in a manner that encourages cooperation between the members of the team to ensure that the goals and objectives of the organization are achieved (Belcourt, McBey, Hong, and Yap, 2013). Because good working relationships in many organizations are often considered very delicate because of the high levels of competition in the workplace between coworkers, a cohesive strategy for human resource planning has to be developed and implemented. This is especially the case where the actions of certain employees in an organization may work against the interests of their fellows. When such situations occur, it is the responsibility of management to ensure that a plan is developed to help in the development of good working relationships through freq uent team building relationships. One of these plans might include a situation where coworkers are encouraged to have a social association apart from work which helps them understand each other and also understand what motivates each of them. By developing such a strategy, management is able to retain the good working relationship of their

Change in Pressure and Different Depths in a Static Fluid Lab Essay Example for Free

Change in Pressure and Different Depths in a Static Fluid Lab Essay Purpose: The purpose of this lab is to devise a correlation between that of the data we have collected from our experiment and compare it to that of theory. In this experiment 3 different tests were done in order to test this theory. The first test was to tie a balloon on the end of a manometer and measure the pressure at different depths in a large beaker filled with water. The next test was the same thing, but without the balloon on the end of the manometer. For the final test a pressure gauge was used to measure the pressure at different depths in the water. The data collected from each experiment was the depth of the object and its deflection. To find out the theoretical pressure for the experiment this equation will be used: ∆P=ÃŽ ³H2Oà ·Depth The theoretical results will then be compared to the measured results, determining the correlation between both sets of data in order to prove whether or not this experiment is capable of proving the theory. Procedure: 1) Fill the cylinder with water and adjust the manometer to read zero. 2) For first test tie a balloon to the end of the tube that gives the manometer reading, and fill it with air. 3)Immerse the balloon in the water and measure the deflection at each specific depth (Try to get as close as you can to: 11, 9, 7, 5, 3, and 0 inches). 4)When finished with the first test remove the balloon and proceed to second test. 5) For the second test immerse the (balloon free) manometer tube in water, also measuring each specific depth and deflection. 6) For the third test instead of measuring with the manometer use a pressure gauge to measure your deflection (make sure you set the gauge to zero before testing). Calculations: Test #1 Example Depth: 3.5 inches Deflection: 1.7 inches P. Theory: ÃŽ ³H2OÃâ€"3.512=18.2lbft2 P. Measured: 1.712Ãâ€"ÃŽ ³ManometerÃâ€"ÃŽ ³H2O=16.9lbft2 Test #2 Example Depth: 5 inches Deflection: 2.1 inches P. Theory: ÃŽ ³H2OÃâ€"512=26lbft2 P. Measured: 2.112Ãâ€"ÃŽ ³ManometerÃâ€"ÃŽ ³H2O=20.8lbft2 Test #3 Example Depth: 3 inches Deflection: 1.8 ozin2 P. Theory: ÃŽ ³H2OÃâ€"312=15.6lbft2 P. Measured: 1.812Ãâ€"ÃŽ ³Pressure GaugeÃâ€"ÃŽ ³H2O=17.9lbft2 ÃŽ ³H2O=62.4 lbft3 ÃŽ ³Manometer ÃŽ ³Pressure Gauge=1.91 lbft3 Analysis and Conclusion: Overall I think results of this experiment turned out fairly well. From looking at the graph I noticed that as we moved on to the second and third tests there seemed to be less and less error. In general I think that human error had a huge impact on this lab. If we could have done a few trials for each test I think that the outcome of our measured results would be a lot closer to those of the theoretical results. What we were attempting to do with this lab was take the theoretical results of our experiment and get them as close as we could to the measured results with little percent error in order to determine if this test was reliable. By comparing some of the results I can safely say that this test is valid. Some of the data comparisons are far off, but others are within 2 percent error and I know for a fact that better results can be acquired.

Guide On Crafting And Executing Business Strategy Marketing Essay

Guide On Crafting And Executing Business Strategy Marketing Essay

Commanding Lady Fortune: Machiavelli’s Theory of History Essay

Commanding Lady Fortune: Machiavelli’s Theory of History Machiavelli opens his Discourses on Livy by declaring that what will follow will be entirely revolutionary—â€Å"a path yet untrodden by anyone†Ã¢â‚¬â€but then quickly backs down from such assertions, shifting his focus away from his own efforts to the modern views of the ancients, and leaving the nature of this revolutionary undertaking ambiguous (Discourses, 5) . Indeed, the purpose of the whole work is repeatedly skirted in the preface. Machiavelli instead focuses on the distinction between the moderns and the ancients, mourning the superficial modern adoption of ancient ideas in art and law that lacks a deeper understanding of the philosophical underpinnings of ancient thought. He leaves us with only a vague description of his purpose in writing the Discourses—â€Å"so that those who read these statements of mine can more easily draw from them that utility for which one should seek knowledge of histories† (Discourses, 6). What the specific utility of history is, however, and what is so novel about his treatment of it, Machiavelli does not say. However, within the preface, and throughout his subsequent treatment of the idea of history in both the Discourses and The Prince, it becomes clear that he is indeed arguing something revolutionary through his use of history as a guide for politics. He chastises the moderns for â€Å"judging that imitation is not only difficult but impossible—as if heaven, sun, elements, men had varied in motion, order, and power from what they were in antiquity,† that is, for being deceived by Christianity into believing that its inception had fundamentally altered the nature of the world, and that a distinction between the ancients and the moderns is anything... ...lf than of the prince he has been hired to serve, meaning that, because Machiavelli also believes in a human nature that is at its foundation, deeply self-serving, a monarch can have no true advisors and is doomed to failure (Prince, 93). In a republic, however, men like Machiavelli are free to look out for their own good while charting a course for the state, as both goods are aligned (Discourses, 130). While the prince of a republic may himself only possess the second kind of mind and be unable by his nature to come to such a broad understanding of history and the causality of human events that Machiavelli has, it is enough that he has among his advisors such men as Machiavelli. Thus, ultimately, Machiavelli’s â€Å"yet untrodden path† turns out to be the creation of a method for government that is premised on the ability to master every kind of manifestation of fortune. Commanding Lady Fortune: Machiavelli’s Theory of History Essay Commanding Lady Fortune: Machiavelli’s Theory of History Machiavelli opens his Discourses on Livy by declaring that what will follow will be entirely revolutionary—â€Å"a path yet untrodden by anyone†Ã¢â‚¬â€but then quickly backs down from such assertions, shifting his focus away from his own efforts to the modern views of the ancients, and leaving the nature of this revolutionary undertaking ambiguous (Discourses, 5) . Indeed, the purpose of the whole work is repeatedly skirted in the preface. Machiavelli instead focuses on the distinction between the moderns and the ancients, mourning the superficial modern adoption of ancient ideas in art and law that lacks a deeper understanding of the philosophical underpinnings of ancient thought. He leaves us with only a vague description of his purpose in writing the Discourses—â€Å"so that those who read these statements of mine can more easily draw from them that utility for which one should seek knowledge of histories† (Discourses, 6). What the specific utility of history is, however, and what is so novel about his treatment of it, Machiavelli does not say. However, within the preface, and throughout his subsequent treatment of the idea of history in both the Discourses and The Prince, it becomes clear that he is indeed arguing something revolutionary through his use of history as a guide for politics. He chastises the moderns for â€Å"judging that imitation is not only difficult but impossible—as if heaven, sun, elements, men had varied in motion, order, and power from what they were in antiquity,† that is, for being deceived by Christianity into believing that its inception had fundamentally altered the nature of the world, and that a distinction between the ancients and the moderns is anything... ...lf than of the prince he has been hired to serve, meaning that, because Machiavelli also believes in a human nature that is at its foundation, deeply self-serving, a monarch can have no true advisors and is doomed to failure (Prince, 93). In a republic, however, men like Machiavelli are free to look out for their own good while charting a course for the state, as both goods are aligned (Discourses, 130). While the prince of a republic may himself only possess the second kind of mind and be unable by his nature to come to such a broad understanding of history and the causality of human events that Machiavelli has, it is enough that he has among his advisors such men as Machiavelli. Thus, ultimately, Machiavelli’s â€Å"yet untrodden path† turns out to be the creation of a method for government that is premised on the ability to master every kind of manifestation of fortune.

Building Community: The Neighborhood Context of Local Social Organization Essay

Using the data in the table provided on pages 20 and 21, what can you say about the relationships people have with their neighbours and immediate community? Provided is a table, which was taken from a study by the research consultancy ICM on different aspects of neighbouring. This table looks at the responses of people to answers on neighbouring, using different groupings. On the top, the general heading shows the gender, age, social class and regions. The horizontal axis identifies the answers that were give, lead by the weighted base. The header gender divides into three subheadings, the total of all the people that were asked separated into male and female. The next general heading- the age_ divides into 6 different age groups, beginning at the age of 18 and ending in 65+. From the age of 25 there is an increase of 9. Social class, another general heading is separated into 4 subheadings, while the general heading regions divides into 5 subheadings. So, the horizontal axis describes some characteristics of the people which were asked. What are the main patterns in this table? The row gender, here divided into male and female, doesn’t reveal any huge differences in the percentage of how those questions were answered. The percentages are quite close together. The row social class, with 4 different subheadings, reveals, that there is only one huge difference in question one: â€Å"I have a very good relationship with my neighbours†. Class AB with the highest percentage of 46% and Class C2 the lowest with 32%. A difference of 14%. Wales & South West, as one subheading of the general heading region, seems to have the best relationship with their neighbours with a percentage of 42%, examining answer one, followed by the Midlands. But here also, it is only a difference of 10% in total in comparison to Scotland, where it is 32% The biggest difference of a good relationship to neighbours is to find at the general heading age. The subheading 25-34 has a better relationship to their neighbours (25%) than the age group 18-24(18%). But this increases remarkable up to the age group 65+ with a percentage of 59%. What are the interesting features? The pre-given answers are divided into positive answers(6), such as:†I have a very good relationship with my neighbours† and negative answers(6) such as:†I don’t have a very good relationship to my neighbours†. Only one answer is kind of neutral. Throughout all subheadings, the answer:†I spend a lot of time with my neighbours† are answered quite similar, the biggest difference here is 6%, at the age subheading again. Also, the neutral answer has similarities in terms of percentage. The table shows, that even that you have a very good relationship with your neighbours, does not necessarily mean, you spend a lot of time with your neighbours. References: Source:ICM(2011) Good Neighbours Survey:Prepared on Behalf of Band and Brown by ICM Research.London,ICM Research Ltd. End of TMA03 part one Word count: 497 TMA03 Part 2 Examine the argument that â€Å"Good fences make good neighbours† 1.Social identity 2.Relationship with neighbours 3.Good fences do make good neighbours 1. What is a social identity? According to Taylor(2009), the term identity is widely used but rather difficult to pin down. People have many different identities. A different identity (a group or collective identity is also given by difference from other groups),for example, being a woman,not a man and so on. A group or collective identity is both individual, saying something about a particular person, and social, because it refers to others who are similar or different. An identity given by connections to other people and social situations is social identity. Those different social identities can  overlap, which means, the definitions are not mutually exclusive. Some kind of a relationship for example can be people in the same street that see each other and say hello to each other-they share a relational identity as neighbours, a collective identity as local residents. In most situations, people understand identities in terms of what people do rather than what they are. The sociologist Harold Garfinkel suggests, that social life is in constant motion. People also have the skills and knowledge to create and maintain social order. Social order, which regulates everyday social interaction between neighbours, often consists of contradictory obligations and norms, which have to be negotiated in the course of everyday social life in the street.(Byford,2009,p.267) As described by Joanna Bourke people developed for example an distance mechanism to maintain a good relationship to their neighbours. 2. Everybody needs good neighbours? Neighbours are expected to have a â€Å"general disposition towards friendliness while , at the same time, respecting others† â€Å"need for privacy and reserve† (Willmott, cited in Byford,2009,p.253) Depending on a variety of factors such as age, cultural background, socio-economic status and also personal characteristics as well as personal preferences makes up the individuals relationship to a neighbour. There is no â€Å"code of conduct† or a manual, how to behave as a good neighbour, however people acquire over times knowledge through socialisation, through the practice of being a neighbour. Life in a neighbourhood is ordered and structured. There are rules, habits and conventions, which regulate how people live together and interact in the street.(Byford,2009,p.262) When neighbouring goes wrong usually communications breaks down. In todays society a mediator is brought in, to re-establish communication, and neighbours should resolve their problems themselves. 3.Why does a fence makes a good neighbour? Part of any streets infrastructure are timber fences, hedges, walls, gates curtains and other structural artefacts that are designed to keep residents apart rather than bring them together. The expression â€Å"Good fences make good neighbours†, captures the essence of a paradox that permeates life in every  neighbourhood. Neighbourhoods are, or are expected to be communities of people living together, while, on the other hand, they are a collection of distinct homes inhabited by individuals, families and households whose privacy is guarded from intrusion by outsiders, including neighbours.(Byford,2009,p.251) With the word fence is not just only actually the physical fence meant. It also means those structures mentioned above. Everybody wants and needs good neighbours, but also everybody wants and needs privacy. An example given by Byford on page 251 when he looked at buying a house. He was told, how great the neighbourhood was, how kind and nice the next door neighbours wer e. On the other hand most of the time the neighbours weren’t even there. Conclusion A good fence does make a good neighbour. â€Å"Fences† are there, to keep the neighbours at a distance people want them to be. References: Taylor,S.(2009)†Who do we think we are? Identities in everyday life† in Taylor,S.,Hinchcliffe,S.,Clarke,J.and Bromley,S.(eds) Making Social Lives,Milton Keynes,The Open University Hinchcliffe,S.(2009)†Connecting people and places† inTaylor,S.,Hinchcliffe,S.,Clarke,J.and Bromley,S.(eds) Making Social Lives,Milton Keynes,The Open University Byford,J.(2009) â€Å"Living together,living apart:the social life of the neighbourhood in Taylor,S.,Hinchcliffe,S.,Clarke,J.and Bromley,S.(eds) Making Social Lives,Milton Keynes,The Open University End of TMA03 part 2 Word count: 658

Argumentative Essay-Underage Drinking

Jane Doe Ms. Smith English 11 17 October 2011 Underage Drinking and You According to Answers. com, an average of twelve thousand nine hundred eighty two people die a year from underage drinking; many of them being car accidents. With so many people underage drinking, I feel that the law should be heavily enforced that underage drinking is NOT okay. There should be no underage drinking, whatsoever, under the legal age of twenty one. Underage drinking is very hard on the human’s brain development. The front part of your brain, the decision maker, is not fully developed until you are an adult. Drinking before that age can impact your brains healthy development. Many people may not know how to handle drinking, and the amount that their body is consuming. Some people may argue that alcohol makes them â€Å"feel good. † These people obviously have no concept of life, because if you do other things you enjoy such as; sports, clubs, movies, hang out with friends, etc. You could find many other activities that can make you feel good. Underage drinking cause’s people to make bad decisions, such as; driving while intoxicated, becoming pregnant, and making a complete fool of themselves while intoxicated, are just be a few instances that can and will impact your life forever. Some individuals don’t understand what alcohol really does to the body. Beer has empty calories that will make you gain weight. Which is why a lot of alcoholics have larger stomachs, or another term many people use for these large stomachs is, â€Å"beer belly. Some people may say that alcohol helps you escape your problems and is a stress relevant. Alcohol will not only bring more stress onto your life, it will also bring more problems. As much as people may feel alcohol helps, it really won’t help. If you need help that bad, I would suggest a therapist to help you with your problems, not a depressant. So that doesn’t make a whole lot of sense. The last statement to be made about underage drinking is the fact that i t will start to make you feel completely careless. Your grades in school, and in life for that matter, will drop. School is a huge part of our everyday life. It is the main component to a happy future, because without your education you will not be successful in life. Most teens will argue that their brains are already developed and that â€Å"everyone is doing it†. In reality, your brain is actually not fully developed as told above. And everyone is not doing it, if everyone did it, everyone would be bums. The individuals, who are strong believers in not drinking alcohol while under the age, are very successful in life. But not all people will follow in their footsteps. There are many reasons to back up the fact that underage drinking should be heavily enforced. Remember how hard alcohol is on the brain, your bodily development, and the struggles it will make you go through in life. Alcohol is not the answer to any of our problems. Take a stand in your life and make the right decisions. What will you decide is the right choice for you?

Can You Say What Your Strategy Is

www. hbr. org It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Reprint R0804E It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Can you summarize your company’s strategy in 35 words or less? If so, would your colleagues put it the same way? It is our experience that very few executives can honestly answer these simple questions in the af? rmative. And the companies that those executives work for are often the most successful in their industry. One is Edward Jones, a St. Louis–based brokerage ? rm with which one of us has been involved for more than 10 years. The fourth-largest brokerage in the United States, Jones has quadrupled its market share during the past two decades, has consistently outperformed its rivals in terms of ROI through bull and bear markets, and has been a ? xture on Fortune’s list of the top companies to work for. It’s a safe bet that just about every one of its 37,000 employees could express the company’s succinct strategy statement: Jones aims to â€Å"grow to 17,000 ? nancial advisers by 2012 [from about 10,000 today] by offering trusted and convenient face-to-face ? ancial advice to conservative individual investors who delegate their ? nanharvard business review †¢ april 2008 cial decisions, through a national network of one-? nancial-adviser of? ces. † Conversely, companies that don’t have a simple and clear statement of strategy are likely to fall into the sorry category of those that have failed to execute their strategy or, worse, those that never even had one. In an as tonishing number of organizations, executives, frontline employees, and all those in between are frustrated because no clear strategy exists for the company or its lines of business. The kinds of complaints that abound in such ? rms include: †¢ â€Å"I try for months to get an initiative off the ground, and then it is shut down because ‘it doesn’t ? t the strategy. ’ Why didn’t anyone tell me that at the beginning? † †¢ â€Å"I don’t know whether I should be pursuing this market opportunity. I get mixed signals from the powers that be. † †¢ â€Å"Why are we bidding on this customer’s business again? We lost it last year, and I thought we agreed then not to waste our time chasing the contract! † page 1 Can You Say What Your Strategy Is? David J. Collis ([email  protected] du) is an adjunct professor in the strategy unit of Harvard Business School in Boston and the author of several books on corporate strategy. He has studied and consulted to Edward Jones, the brokerage that is the main example in this article, and has taught in the firm’s management-development program. Michael G . Rukstad was a senior research fellow at Harvard Business School, where he taught for many years until his untimely death in 2006. †¢ â€Å"Should I cut the price for this customer? I don’t know if we would be better off winning the deal at a lower price or just losing the business. Leaders of ? rms are mysti? ed when what they thought was a beautifully crafted strategy is never implemented. They assume that the initiatives described in the voluminous documentation that emerges from an annual budget or a strategic-planning process will ensure competitive success. They fail to appreciate the necessity of having a simple, clear, succinct strategy statement that everyone can internalize and use as a guiding light for making dif? cult choices. Think of a major business as a mound of 10,000 iron ? lings, each one representing an employee. If you scoop up that many ? ings and drop them onto a piece of paper, they’ll be pointing in every direction. It will be a big mes s: 10,000 smart people working hard and making what they think are the right decisions for the company—but with the net result of confusion. Engineers in the R&D department are creating a product with â€Å"must have† features for which (as the marketing group could have told them) customers will not pay; the sales force is selling customers on quick turnaround times and customized offerings even though the manufacturing group has just invested in equipment designed for long production runs; and so on. If you pass a magnet over those ? ings, what happens? They line up. Similarly, a well-understood statement of strategy aligns behavior within the business. It allows everyone in the organization to make individual choices that reinforce one another, rendering those 10,000 employees exponentially more effective. What goes into a good statement of strategy? Michael Porter’s seminal article â€Å"What Is Strategy? † (HBR November–December 1996) lays out the characteristics of strategy in a conceptual fashion, conveying the essence of strategic choices and distinguishing them from the relentless but competitively fruitless search for operational ef? iency. However, we have found in our work both with executives and with students that Porter’s article does not answer the more basic question of how to describe a particular ? rm’s strategy. It is a dirty little secret that most executives don’t actually know what all the elements of a strategy statement are, which makes it impossible for them to develop one. With a clear de? nition, though, two things happen: First, formulation becomes in? nitely easier because executives know what they are trying to create. Second, implementation becomes much simpler because the strategy’s essence can be readily communicated and easily internalized by everyone in the organization. Elements of a Strategy Statement The late Mike Rukstad, who contributed enormously to this article, identi? ed three critical components of a good strategy statement— objective, scope, and advantage—and rightly believed that executives should be forced to be crystal clear about them. These elements are a simple yet suf? cient list for any strategy (whether business or military) that addresses competitive interaction over unbounded terrain. Any strategy statement must begin with a de? nition of the ends that the strategy is designed to achieve. â€Å"If you don’t know where you are going, any road will get you there† is the appropriate maxim here. If a nation has an unclear sense of what it seeks to achieve from a military campaign, how can it have a hope of attaining its goal? The de? nition of the objective should include not only an end point but also a time frame for reaching it. A strategy to get U. S. troops out of Iraq at some distant point in the future would be very different from a strategy to bring them home within two years. Since most ? rms compete in a more or less unbounded landscape, it is also crucial to de? ne the scope, or domain, of the business: the part of the landscape in which the ? rm will operate. What are the boundaries beyond which it will not venture? If you are planning to enter the restaurant business, will you provide sit-down or quick service? A casual or an upscale atmosphere? What type of food will you offer—French or Mexican? What geographic area will you serve—the Midwest or the East Coast? Alone, these two aspects of strategy are insuf? ient. You could go into business tomorrow with the goal of becoming the world’s largest hamburger chain within 10 years. But will anyone invest in your company if you have not explained how you are going to reach your objective? Your competitive advantage is the essence of your strategy: What harvard business review †¢ april 2008 page 2 Can You Say What Your Strategy Is? your business will do differently from or better t han others de? nes the all-important means by which you will achieve your stated objective. That advantage has complementary external and internal components: a value proposition that explains why the targeted customer should buy your product above all the alternatives, and a description of how internal activities must be aligned so that only your ? rm can deliver that value proposition. De? ning the objective, scope, and advantage requires trade-offs, which Porter identi? ed as fundamental to strategy. If a ? rm chooses to pursue growth or size, it must accept that pro? tability will take a back seat. If it chooses to serve institutional clients, it may ignore retail customers. If the value proposition is lower prices, the company will not be able to compete on, for example, fashion or ? t. Finally, if the advantage comes from scale economies, the ? rm will not be able to accommodate idiosyncratic customer needs. Such trade-offs are what distinguish individual companies strategically. De? ning the Objective The ? rst element of a strategy statement is the one that most companies have in some A Hierarchy of Company Statements Organizational direction comes in several forms. The mission statement is your loftiest guiding light—and your least speci? c. As you work your way down the hierarchy, the statements become more concrete, practical, and ultimately unique. No other company will have the same strategy statement, which de? nes your competitive advantage, or balanced scorecard, which tracks how you implement your particular strategy. MISSION Why we exist VALUES What we believe in and how we will behave VISION What we want to be STRATEGY What our competitive game plan will be BALANCED SCORECARD How we will monitor and implement that plan The BASIC ELEMENTS of a Strategy Statement OBJECTIVE = Ends SCOPE = Domain ADVANTAGE = Means form or other. Unfortunately, the form is usually wrong. Companies tend to confuse their statement of values or their mission with their strategic objective. A strategic objective is not, for example, the platitude of â€Å"maximizing shareholder wealth by exceeding customer expectations for _______ [insert product or service here] and providing opportunities for our employees to lead ful? lling lives while respecting the environment and the communities in which we operate. † Rather, it is the single precise objective that will drive the business over the next ? ve years or so. (See the exhibit â€Å"A Hierarchy of Company Statements. ) Many companies do have—and all ? rms should have—statements of their ultimate purpose and the ethical values under which they will operate, but neither of these is the strategic objective. The mission statement spells out the underlying motivation for being in business in the ? rst place—the contribution to society that the ? rm aspires to make. (An insurance company, for example, might de? ne its mission as providing ? nancial security to consumers. ) Such statements, however, are not useful as strategic goals to drive today’s business decisions. Similarly, it is good and proper that ? ms be clear with employees about ethical values. But principles such as respecting individual differences and sustaining the environment are not strategic. They govern how employees should behave (â€Å"doing things right†); they do not guide what the ? rm should do (â€Å"the right thing to do†). Firms in the same business often have the same mission. (Don’t all insurance companies aspire to provide ? nancial security to their customers? ) They may also have the same values. They might even share a vision: an indeterminate future goal such as being the â€Å"recognized leader in the insurance ? eld. However, it is unlikely that even two companies in the same business will have the same strategic objecti ve. Indeed, if your ? rm’s strategy can be applied to any other ? rm, you don’t have a very good one. It is always easy to claim that maximizing shareholder value is the company’s objective. In some sense all strategies are designed to do this. However, the question to ask when creating an actionable strategic statement is, Which objective is most likely to maximize shareholder value over the next several years? harvard business review †¢ april 2008 page 3 Can You Say What Your Strategy Is? Growth? Achieving a certain market share? Becoming the market leader? ) The strategic objective should be speci? c, measurable, and time bound. It should also be a single goal. It is not suf? cient to say, â€Å"We seek to grow pro? tably. † Which matters more—growth or pro? tability? A salesperson needs to know the answer when she’s deciding how aggressive to be on price. There could well be a host of subordinate goals that follow from the strategic objective, and these might serve as metrics on a balanced scorecard that monitors progress for which individuals will be held accountable. Yet the ultimate objective that will drive the operation of the business over the next several years should always be clear. The choice of objective has a profound impact on a ? rm. When Boeing shifted its primary goal from being the largest player in the aircraft industry to being the most profitable, it had to restructure the entire organization, from sales to manufacturing. For example, the company dropped its policy of competing with Airbus to the last cent on every deal and abandoned its commitment to maintain a manufacturing capacity that could deliver more than half a peak year’s demand for planes. Another company, after years of seeking to maximize pro? ts at the expense of growth, issued a corporate mandate to generate at least 10% organic growth per year. The change in strategy forced the ? rm to switch its focus from shrinking to serve only its pro? table core customers and competing on the basis of cost or ef? ciency to differentiating its products, which led to a host of new product features and services that appealed to a wider set of customers. At Edward Jones, discussion among the partners about the ? rm’s objective ignited a passionate exchange. One said, â€Å"Our ultimate objective has to be maximizing pro? t per partner. † Another responded, â€Å"Not all ? nancial advisers are partners—so if we maximize revenue per partner, we are ignoring the other 30,000-plus people who make the business work! † Another added, â€Å"Our ultimate customer is the client. We cannot just worry about partner pro? ts. In fact, we should start by maximizing value for the customer and let the pro? ts ? ow to us from there! † And so on. This intense debate not only drove alignment with the objective of healthy growth in the number of ? ancial advisers but also ensured that every implication of that choice was fully explored. Setting an ambitious growth target at each point in its 85-year history, Edward Jones has continually increased its scale and market presence. Striving to achieve such growth has increased long-term pro? t per adviser and led the ? rm to its unique con? guration: Its only pro? t center is the ind ividual ? nancial adviser. Other activities, even investment banking, serve as support functions and are not held accountable for generating pro? t. De? ning the Scope A ? m’s scope encompasses three dimensions: customer or offering, geographic location, and vertical integration. Clearly de? ned boundaries in those areas should make it obvious to managers which activities they should concentrate on and, more important, which they should not do. The three dimensions may vary in relevance. For Edward Jones, the most important is the customer. The ? rm is con? gured to meet the needs of one very speci? c type of client. Unlike just about every other brokerage in the business, Jones does not de? ne its archetypal customer by net worth or income. Nor does it use demographics, profession, or spending habits. Rather, the de? nition is psychographic: The company’s customers are long-term investors who have a conservative investment philosophy and are uncomfortable making serious ? nancial decisions without the support of a trusted adviser. In the terminology of the business, Jones targets the â€Å"delegator,† not the â€Å"validator† or the â€Å"do-it-yourselfer. † The scope of an enterprise does not prescribe exactly what should be done within the speci? ed bounds. In fact, it encourages experimentation and initiative. But to ensure that the borders are clear to all employees, the scope should specify where the ? rm or business will not go. That will prevent managers from spending long hours on projects that get turned down by higher-ups because they do not ? t the strategy. For example, clarity about who the customer is and who it is not has kept Edward Jones from pursuing day traders. Even at the height of the internet bubble, the company chose not to introduce online trading (it is harvard business review †¢ april 2008 page 4 Can You Say What Your Strategy Is? till not available to Jones customers). Unlike the many brokerages that committed hundreds of millions of dollars and endless executive hours to debates over whether to introduce online trading (and if so, how to price and position it in a way that did not cannibalize or con? ict with traditional offerings), Jones wasted no money or time on that decision because it had set clear boundaries. Similarly, Jones is not vertically integrate d into proprietary mutual funds, so as not to violate the independence of its ? nancial advisers and undermine clients’ trust. Nor will he company offer penny stocks, shares from IPOs, commodities, or options—investment products that it believes are too risky for the conservative clients it chooses to serve. And it does not have metropolitan of? ces in business districts, because they would not allow for the convenient, face-to-face interactions in casual settings that the ? rm seeks to provide. Knowing not to extend its scope in these directions has allowed the ? rm to focus on doing what it does well and reap the bene? ts of simplicity, standardization, and deep experience. De? ning the Advantage Wal-Mart’s Value Proposition Wal-Mart’s value proposition can be summed up as â€Å"everyday low prices for a broad range of goods that are always in stock in convenient geographic locations. † It is those aspects of the customer experience that the company overdelivers relative to competitors. Underperformance on other dimensions, such as ambience and sales help, is a strategic choice that generates cost savings, which fuel the company’s price advantage. If the local mom-and-pop hardware store has survived, it also has a value proposition: convenience, proprietors who have known you for years, free coffee and doughnuts on Saturday mornings, and so on. Sears falls in the middle on many criteria. As a result, customers lack a lot of compelling reasons to shop there, which goes a long way toward explaining why the company is struggling to remain pro? table. Customer purchase criteria* Low prices Selection across categories Rural convenience Reliable prices In-stock merchandise Merchandise quality Suburban convenience Selection within categories Sales help Ambience poor Delivery on criteria * in approximate order of importance to Wal-Mart’s target customer group Source: Jan Rivkin, Harvard Business School Mom & pop stores Sears Wal-Mart excellent Given that a sustainable competitive advantage is the essence of strategy, it should be no surprise that advantage is the most critical aspect of a strategy statement. Clarity about what makes the ? rm distinctive is what most helps employees understand how they can contribute to successful execution of its strategy. As mentioned above, the complete de? nition of a ? rm’s competitive advantage consists of two parts. The ? rst is a statement of the customer value proposition. Any strategy statement that cannot explain why customers should buy your product or service is doomed to failure. A simple graphic that maps your value proposition against those of rivals can be an extremely easy and useful way of identifying what makes yours distinctive. (See the exhibit â€Å"Wal-Mart’s Value Proposition. †) The second part of the statement of advantage captures the unique activities or the complex combination of activities allowing that ? rm alone to deliver the customer value proposition. This is where the strategy statement draws from Porter’s de? nition of strategy as making consistent choices about the con? guration of the ? rm’s activities. It is also where the activity-system map that Porter describes in â€Å"What Is Strategy? comes into play. As the exhibit â€Å"Edward Jones’s ActivitySystem Map† shows, the brokerage’s value proposition is to provide convenient, trusted, personal service and advice. What is most distinctive about Jones is that it has only one ? nancial adviser in an of? ce, which allows it to have mor e of? ces (10,000 nationally) than competitors do. Merrill Lynch has about 15,000 brokers but only 1,000 of? ces. To make it easy for its targeted customers to visit at their convenience—and to provide a relaxed, harvard business review †¢ april 2008 page 5 Can You Say What Your Strategy Is? ersonable, nonthreatening environment— Jones puts its of? ces in strip malls and the retail districts of rural areas and suburbs rather than high-rise buildings in the central business districts of big cities. These choices alone require Jones to differ radically from other brokerages in the con? guration of its activities. With no branch-of? ce management providing direction or support, each ? nancial adviser must be an entrepreneur who delights in running his or her own operation. Since such people are an exception in the industry, Jones has to bring all its own ? ancial advisers in from other industries or backgrounds and train them, at great expense. Until 2007, when it sw itched to an internet-based service, the ? rm had to have its own satellite network to provide its widely dispersed of? ces with real-time quotes and allow them to execute trades. Because the company has 10,000 separate of? ces, its real estate and communication costs are about 50% higher than the industry average. However, all those of? ces allow the ? nancial advisers who run them to deliver convenient, trusted, personal service and advice. Other successful players in this industry also have distinctive value propositions Edward Jones’s Activity-System Map This map illustrates how activities at the brokerage Edward Jones connect to deliver competitive advantage. The ? rm’s customer value proposition appears near the center of the map—in the â€Å"customer relationship† bubble—and the supporting activities hang off it. Only the major connections are shown. TARGET CUSTOMER individual conservative delegates decisions PRODUCT blue chips PRICE one-time commission mutual funds HEADQUARTERS St. Louis home of? e for all activities TECHNOLOGY satellite (historically) LOCATION rural suburban strip mall REGIONAL STRUCTURE no regional management COMPENSATION each ? nancial adviser is a pro? t center ONE FINANCIAL ADVISER PER OFFICE advisers run their own of? ces MARKETING local mailings knocking on doors INVESTMENT PHILOSOPHY long-term buy and hold CUSTOMER RELATIONSHIP face-to-face convenient tru sted ? nancial adviser VALUES & CULTURE volunteerism mentoring BRANCH SUPPORT branch-of? ce assistant OWNERSHIP partnership, not public BROKER TYPE entrepreneur member of community HIRE & TRAIN hire from outside industry internally train all ? ancial advisers harvard business review †¢ april 2008 page 6 Can You Say What Your Strategy Is? and unique con? gurations of activities to support them. Merrill Lynch. During the ? ve-year tenure of former CEO Stan O’Neal, who retired in October 2007, Merrill Lynch developed an effective strategy that it called â€Å"Total Merrill. † The company’s value proposition: to provide for all the ? nancial needs of its high-net-worth customers—those with liquid ? nancial assets of more than $250,000—through retirement. While a lot of brokerages cater to people with a high net worth, they focus on asset accumulation before retirement. Merrill’s view is that as baby boomers age and move from the relatively simple phase of accumulating assets to the much more complex, higher-risk phase of drawing cash from their retirement accounts, their needs change. During this stage, they will want to consolidate their ? nancial assets with a single trusted partner that can help them ? gure out how to optimize income over their remaining years by making the best decisions on everything from annuities to payout ratios to long-term-care insurance. Merrill offers coherent ? nancial plans for The Strategic Sweet Spot The strategic sweet spot of a company is where it meets customers’ needs in a way that rivals can’t, given the context in which it competes. CONTEXT (technology, industry demographics, regulation, and so on) COMPETITORS’ offerings CUSTOMERS’ needs SWEET SPOT COMPANY’S capabilities such customers and provides access to a very wide range of sophisticated products based on a Monte Carlo simulation of the probabilities of running out of money according to different annual rates of return on different categories of assets. How does Merrill intend to deliver this value to its chosen customers in a way that’s unique among large ? ms? First, it is pushing brokers—especially new ones—to become certi? ed ? nancial planners and has raised internal training requirements to put them on that road. The certi? ed ? nancial planner license is more dif? cult for brokers to obtain than the standard Series 7 license, because it requires candidates to have a college degree and to master nearly 100 integrated ? nancialplanning topics. Second, Merrill offers all forms of insurance, annuities, covered calls, hedge funds, banking services, and so on (unlike Edward Jones, which offers a much more limited menu of investment products). Since several of these products are technically complex, Merrill needs product specialists to support the client-facing broker. This â€Å"Team Merrill† organization poses very different HR and compensation issues from those posed by Edward Jones’s single-adviser of? ces. Merrill’s compensation system has to share income among the team members and reward referrals. Wells Fargo. This San Francisco bank competes in the brokerage business as part of its tactic to cross-sell services to its retail banking customers in order to boost pro? t per customer. It aims to sell each customer at least eight different products. ) Wells Fargo’s objective for its brokerage arm, clearly stated in a recent annual report, is to triple its share of customers’ ? nancial assets. The brokerage’s means for achieving this goal is the parent company’s database of 23 million customers, many of them brought into the ? rm through one particular aspect of the bankin g relationship: the mortgage. Wells Fargo differs from Edward Jones and Merrill Lynch in its aim to offer personalized, rather than personal, service. For example, the ? m’s IT system allows a bank clerk to know a limited amount of information about a customer (name, birthday, and so on) and appear to be familiar with him or her, which is quite different from the ongoing individual relationships that Jones and Merrill brokers have with their clients. harvard business review †¢ april 2008 page 7 Can You Say What Your Strategy Is? LPL Financial. Different again is LPL Financial, with of? ces in Boston, San Diego, and Charlotte, North Carolina. LPL sees its brokers (all of whom are independent ? nancial advisers af? liated with the ? rm) rather than consumers as its clients and has con? ured all of its activities to provide individualized solutions and the highest payouts to its brokers. This means that the vast majority of the activities performed by the corporate headquar ters staff are services, such as training, that brokers choose and pay for on an a la carte basis. As a result, LPL’s headquarters staff is very small (0. 20 people per broker) compared with that of Edward Jones (1. 45 people per broker). Low overhead allows LPL to offer a higher payout to brokers than Jones and Merrill do, which is its distinctive value proposition to its chosen customer: the broker. By now it should be apparent how a careful description of the unique activities a ? rm performs to generate a distinctive customer value proposition effectively captures its strategy. A relatively simple description in a strategy statement provides an incisive characterization that could not belong to any other ? rm. This is the goal. When that statement has been internalized by all employees, they can easily understand how their daily activities contribute to the overall success of the ? rm and how to correctly make the dif? cult choices they confront in their jobs. Developing a Strategy Statement How, then, should a ? rm go about crafting its strategy statement? Obviously, the ? rst step is to create a great strategy, which requires careful evaluation of the industry landscape. Leaving No Room for Misinterpretation Executives at Edward Jones have developed a detailed understanding of every element of the ? rm’s strategy. Here is an example. †conservativeâ€Å" Our investment philosophy is long-term buy and hold. We do not sell penny stocks, commodities, or other high-risk instruments. As a result we do not serve day traders and see no need to offer online trading. We charge commissions on trades because this is the cheapest way to buy stocks (compared with a wrap fee, which charges annually as a percentage of assets) when the average length of time the investor holds the stock or mutual fund is over 10 years. †individualâ€Å" We do not advise institutions or companies. We do not segment according to wealth, age, or other demographics. The company will serve all customers that ? t its conservative investment philosophy. Brokers will call on any and every potential customer. Stories abound within Jones of millionaires who live in trailers—people all the other brokerages would never think of approaching. investorsâ€Å" Our basic service is investment. We do not seek to offer services such as checking accounts for their own sake, but only as part of the management of a client’s assets. †who delegate their ? nancial decisionsâ€Å" We do not target self-directed do-it-yourselfers, who are comfortable making their own investment decisions. We are also unlikely to serve validators, who are merely looking for reassurance that their decisions are correct. Edward Jones’s Strategy Statement To grow to 17,000 ? nancial advisers by 2012 by offering trusted and convenient face-to-face ? ancial advice to conservative individual investors who delegate their ? nancial decisions, through a national network of one-? nancialadviser of? ces. harvard business review †¢ april 2008 page 8 Can You Say What Your Strategy Is? This includes developing a detailed understanding of customer needs, segmenting customers, and then identifying unique ways of creating value for the ones the ? rm chooses to serve. It also calls for an analysis of competitors’ current strategies and a prediction of how they might change in the future. The process must involve a rigorous, objective assessment of the ? m’s capabilities and resources and those of competitors, as described in â€Å"Competing on Resources: Strategy in the 1990s,† by David J. Collis and Cynthia A. Montgomery (HBR July–August 1995)—not just a feel-good exercise of identifying core competencies. The creative part of developing strategy is ? nding the sweet spot that aligns the ? rm’s capabilities with customer needs in a way that competitors cannot match given the changing external context—factors such as technology, industry demographics, and regulation. (See the exhibit â€Å"The Strategic Sweet Spot. ) We have found that one of the best ways to do this is to develop two or three plausible but very different strategic options. For example, ? eshing out two dramatically different alternatives—becoming a cheap Red Lobster or a ? sh McDonald’s—helped executives at the Long John Silver’s chain of restaurants understand the strategic choices that they had to make. They had been trying to do a bit of everything, and this exercise showed them that their initiativ es—such as offering early-evening table service and expanding drive-through service—were strategically inconsistent. Competing on the basis of table service requires bigger restaurants and more employees, while drive-through service requires high-traf? c locations and smaller footprints. ) As a result, they chose to be a ? sh McDonald’s, building smaller restaurants with drive-through service in hightraf? c locations. The process of developing the strategy and then crafting the statement that captures its essence in a readily communicable manner should involve employees in all parts of the company and at all levels of the hierarchy. The wording of the strategy statement should be worked through in painstaking detail. In fact, that can be the most powerful part of the strategy development process. It is usually in heated discussions over the choice of a single word that a strategy is crystallized and executives truly understand what it will involve. The end result should be a brief statement that re? ects the three elements of an effective strategy. It should be accompanied by detailed annotations that elucidate the strategy’s nuances (to preempt any possible misreading) and spell out its implications. See the exhibit â€Å"Leaving No Room for Misinterpretation. †) When the strategy statement is circulated throughout the company, the value proposition chart and activity-system map should be attached. They serve as simple reminders of the twin aspects of competitive advantage that underpin the strategy. Cascading the statement throughout the organization, so that each level of management will be the teacher for the level below, becomes the starting point for incorporating strategy into everyone’s behavior. The strategy will really have traction only when executives can be con? ent that the actions of empowered frontline employees will be guided by the same principles that they themselves follow. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ The value of rhetoric should not be underestimated. A 35-word statement can have a substantial impact on a company’s success. Words do lead to action. Spending the time to develop the few words that truly capture your strategy and that will energize and empower your people will raise the long-term ? nancial performance of your organization. Reprint R0804E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. br. org harvard business review †¢ april 2008 page 9 Further Reading The Harvard Business Review Paperback Series Here are the landmark ideas—both contemporary and classic—that have established Harvard B usiness Review as required reading for businesspeople around the globe. Each paperback includes eight of the leading articles on a particular business topic. The series includes over thirty titles, including the following best-sellers: Harvard Business Review on Brand Management Product no. 1445 Harvard Business Review on Change Product no. 842 Harvard Business Review on Leadership Product no. 8834 Harvard Business Review on Managing People Product no. 9075 Harvard Business Review on Measuring Corporate Performance Product no. 8826 For a complete list of the Harvard Business Review paperback series, go to www. hbr. org. To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail [email  protected] harvard. edu page 10

Human Resources - Managing & Developing People Essay

Human Resources - Managing & Developing People - Essay Example This paper will review the roles and responsibilities of line managers in management of human resources and to what extent they contribute to organizational effectiveness. Top managers according to Thornhill and Saunders generally concentrate on formulating corporate goals and objectives. They offer ‘transformational leadership’ and they share their vision for future success with other employees. The middle managers play a vital role in any organization because they are the ones who interact most frequently with the employees. They are thus expected to have the ability to inspire, encourage, motive, enable and facilitate change by allowing the employees to become committed to the organization. This role of middle managers and their ability to strategically manage the human resources has been challenged. Bond and McCracken (2006) agree that organizations are increasingly adopting the HRM approach where personnel practices have become devolved to the line. This implies that the line managers should become more involved in HRM at the operational level. The role of the personnel specialist has also undergone a change. He concentrates on formulating strategy and is not concerned with what happens at the operational level from the perspective of the line manager. A study on local pay in the NHS revealed that middle managers used their discretion on a number of issues thereby operationalizing HR strategy. Line managers definitely have more opportunity to translate the HRM policies into practices at the operational level. A study of four companies in the financial sector by Bond and McCracken showed that line managers do take decision when employees make requests for time off at a short notice. This decision depends on several factors which include how committed the employee is to work and to the organization, the nature of

Carl Rogers Research Paper Example | Topics and Well Written Essays - 2000 words

Carl Rogers - Research Paper Example In his early years, Rogers was a very shy and awkward child. He often went into tears for no reason and he was prone to sickness early. His brothers teased him often and made jokes about him. He grew up in a home where his father was often absent which meant that he grew close to his mother. As a young child, Rogers was the baby of the family and he remained the baby until he was five years old. As her grew older, his health became very strong. His older siblings paid special attention to him now and they taught him to read when he was four years old (Kirschenbaum, 1979, p. 2-3). He began to read everything he could find in his parents library which included several volumes of the bible and many other titles. Eventually, he began to entertain his brothers with the fantastic stories that he made up himself (Kirshenbaum, p. 4). As Rogers grew up he lived in many different places including a farm and the suburbs. Adulthood was fun for Rogers because he found it very easy to make friends. He had high energy and his health was excellent. These two factors allowed him to make journeys around the world. These journeys gave him a broader sense of the world around him early in his life. Central to Rogers early years was Calvinism which was the religious background his parents raised him in; eventually his mother would become a fundamentalist. By the time he entered college, he had changed to a more liberally religious viewpoint which led to fights in his home (Kirschenbaum, 1979). He would eventually develop ideas in existentialism as continued to study religion. As he developed his study of religion and other disciplines he began to believe that "good works were more important than ritual or doctrine in Christianity "Kirschenbaum, p. 29). In his view it was more important for people to take responsibility for their own actions than to rely on god to do something for them. He traveled to the Orient for some of his study and when he