Position of Women in Mordern India Essay

The position of women has changed a lot in modern times. Clearly women have made tremendous strides towards equality in recent decades however; we still live in a society in which the worth of women is measured in their physical appearance and not their intellectual contribution or talents. It is not an unknown secret that many women are paid considerably less than men for doing the same type of work. What effect does this obvious gap between men and women have on our nation’s female population? The effect of this is the unconscious perpetuation of the understanding that women are inferior to men in our society. This also stands in direct contradiction to the claim that we are all created equal. This gap between men and women can be seen in countless social arenas, such as, the workplace, the average household, educational institutions and even in our nation’s government. In the society, the role of women is getting bigger. Women are doing man’s work and sometimes women do it better. It may be because women are more patient and more intelligent. The concept of earlier days was that only man can work, because society thought that cleaning the house and taking care of the children were the only things women were able to do. This has changed a lot because now both, men and women, are working and taking care of home. Sometimes it is the woman who gets the money to survive and man is the one who takes cares of the children, and while it was embarrassing for men in the past, now it is normal. We have seen a woman P.M. in our country – one of the most powerful and undoubtedly the most efficient P.M.s we ever had – Mrs. Indira Gandhi. We also see a woman President – Mrs. Pratibha Patel. So a woman has the capability to hold the highest post of the country as well. Be it in politics (Jayalalitha, Mamta Banerjee, Mayawati – love them, hate them, but you cannot ignore them), sports, cinema or literary field, we see women dominating the scene side-by-side with men MAYANK SHARMA

Dreams come true Essay

When I was 3 years old my mother used to tell me mesmerising bedtime stories about the greatest world inventions ever made. I liked whenever, she talked about medical inventions or greatest cure to diseases, and I told her one day I will become a great biomedical scientist, and I will find cure for cancer. The prospect of becoming outstanding member of the society was overwhelming, and I always wondered when I will accomplish that dream. The journey of that dream of becoming a great scientist started when I first opened my science book in year three. The stories my mother used to relay when I was young were great, imaginative, and not feigned, and I always used to wonder if I will one day discover new technologies to cure the incurable diseases. My childhood dream of becoming a great scientist is taking shape and here I am operating computerised machines, collecting data and analysing them. My dream was to be accepted to study my chosen field of science at one of the best universities in the world, and here I am in 2016 studying biomedical science at one of the prestigious universities in the world. My dreams came to light, and I cannot wait to conduct research and challenge theories, and kill cancer for good. I am very excited about this. The creative juices are really flowing, and I exploit the bed time stories of my mum as a motivation, and a vehicle to push me through the challenges of daily life. To succeed in life and achieving your childhood dreams needs a lot of hard work, and I have gone through grueling years of high school studies to achieve success. Dreams come true, and I am a living proof.

Johnsonville Sausage

Johnsonville Sausage – Quality Improvement through Change Situation Post 1980, Ralph Stayer began to observe decline in quality due to inattention of the workers as well as ill-maintenance of the equipment in the production unit. With the help of Mr. Lee Thayer, Stayer has planned to implement a major change in the company’s philosophy. Transition from old philosophy purged Stayer’s responsibilities of decision making by decentralizing the power of decision making. The new philosophy was implemented to bring out changes in various departments of the company viz. management structure, personnel, compensation, manufacturing and also systems and controls. According to Thayer’s new philosophy, performance of the personnel and requirement of guidance to personnel to achieve their objectives were the key elements. Management structure was broken down by hiring experienced personnel for the new superior level management to oversee finance, marketing and operation s functions. Stayer emphasized people development as the core element of the new philosophy. Changes in personnel include development of list of responsibilities by the workers themselves and eliminating the performance review process.These changes in personnel function led changes in compensation with the implementation of â€Å"company performance share† program which increased individual responsibility of workers. However this transition was not in agreement among workers while some are excited about it. In terms of manufacturing changes, lead persons were installed at various departments, eliminating supervisors, to seek information and provide necessary measures to train and improve capacities of workers under designated group. Responsibilities of lead person also include development of budget planning and production requirement planning.Job switching and alternating works were practiced to enrich workers’ capabilities and enhance performance and also job satisfac tion. System and controls changes included individuals to develop and be accountable for their own budgets and forecasts and also allow them to analyze performance data. In addition, subordinates were needed to self-evaluate their performance to respective managers. Problem The main issue of the case is the resistance shown by the personnel towards the company’s philosophy transition. According to Stayer, upon implementation of new philosophy, workers at all level were expected to embrace the change.Instead, the company faced issues related to the final goal of the implementation, unsuccessful organization structural changes, clash of responsibilities among the workers, participation of less number of employees in the company decision making process and finally lack of high job satisfaction. However, these issues were expected to expire once the transition is complete. Palmer Sausage offered its consolidated business to Johnsonville but the issue here was whether Stayer could handle an expanded Palmer contract.Stayer examined the situation by understanding that in order to run the contract the company would require to recruit and train a big set of people along with existing people acquiring new skills and retain high quality on both the in-house and Palmer products. In order to achieve this, Johnsonville needs to run the production six or seven days a week for more than a year until its new plant was ready. On the other hand, the company may need to run the business at risk i. e. , if Palmer canceled the contract with 30-day prior notice leaves Johnsonville not only with massive layoffs and but also huge inventory with no market for it.Analysis As the year 1980 folded, Stayer recognizes to restructure his management structure for the growing company. Stayer also realized that there was decline in the quality of the products and employees were also demotivated to work. Later on, in collaboration with Thayer Lee, Stayer has planned to implement new philo sophy which is focused on performance and helps people accomplish their objectives through well-defined job descriptions, clear understanding on performance standards, and providing the required resources. Johnsonville’s new values are based on deep moral commitment to the individual.The main aim of the transition is to augment people capacities, rather than the business. Stayer changed view of his autocratic leadership to a role as a leader delegating his subordinates rather than directing them. Furthermore, the new philosophy also motivated each worker to commit to the company’s betterment. Upon full transition, Stayer expects to create an atmosphere of constant learning and development. The transition also supports creativity, encourages responsibility, and empowers employees to develop solutions rather than simply follow orders.Over the period of time, the company’s organizational structure was transformed in support to the new culture of worker empowerment. Autocratic management was decentralized in order to become more democratic. Conventional management position were replaced by lead persons and their teams who controlled their own compensation, hiring, firing, quality control, and near-and long-term company goals. Several ground-breaking solutions were instigated and evaluated and each member of the company was involved for the company’s success.Moreover, a rewarding compensation system was implemented to retain employees and hone their skills and performance. Over-the-time, Stayer had achieved a complete organizational transformation successfully. In terms of Palmer’s offer, Stayer has two recommendations – either he can accept or decline to take over the Palmer’s business. If Stayer had taken over the business, they might have the advantages of the opportunity for growth and additional revenue. On this regard, private label business offers a 25% return on assets.Contrariwise, the deal clashes with John sonville’s recent business strategy which prevents the company to push private label business over 15%. The company could compete for capital with the rest of the business once it crosses 15%. In addition to this, the company, while in contract with Palmer, is producing at huge capacity utilization. If the deal is on then the company might need to execute two long shifts for six or seven days a week in order to process the new business. Recommendation At this stand-off point, Johnsonville could be advised to accept Palmer’s deal which help the former to tap the revenue and growth opportunities.Stayer’s Johnsonville should continue to implement its new philosophy in a way that it does not affect the previous work-culture. During the agreement, Stayer should continue to involve employees in the decision making process to accept the private label business and planning to handle the additional workload as well. Apart from this, Stayer is required to motivate his tea ms to meet for evaluating staffing requirements, production and quality goals. With the involvement of workers and assigning responsibility for the important decisions, Stayer will help secure their buy-in for tackling the challenges ahead.

Exploring factors contributing to depression in women Essay

Exploring factors contributing to depression in women - Essay Example In recognizing the gender difference in diagnosis rate, it is necessary to consider the potential difference in prevalence or extent of factors that impact across genders to result in depression. Factors that have been explored within the current literature review include the views towards a diagnosis, treatment and recovery from depression held by professionals and females experiencing depression, and the impact of religious views and the external factors that may impact on diagnosis and recovery. The professional and personal views were notably linked to diagnosis and recovery, with positive views supporting recovery and negative views leading to increased chances of untreated depression. The shift in treatment options reflected the developing support for a positive approach to accessing mental health services. Additionally, religion was noted to affect the choice to access treatment and recovery rates by women with depression, depending on the positivity of those views. The findin gs of this literature review suggests that there is scope for further work in implication for future practice, both in exploring in more detail the range of factors that occur with depression in females, and to explore the evidence base for the higher diagnosis in females. Ideally, despite the fact that depression occurs to all individuals regardless of gender, observations and past researches have shown that indeed the effects and impact that depression has on women are greater than those found in the male gender. Additionally, a number of factors have been found to contribute substantively towards the enhancement of the effect and impact of depression on women. Environmental and socio-economic factors are indeed the greatest contributors considering the variances that exist between women and men on such perspectives. The paper, therefore, focuses on the factors that significantly contribute towards the increased occurrence of

ETHICS PAPER Essay Example | Topics and Well Written Essays - 500 words

ETHICS PAPER - Essay Example To begin with, one should point out that the role of a strategic plan is to outline the principles that will guide an organization in the long term perspective. It is quite obvious that if a company adopts principles that are unethical, the result will be disastrous: it will be a target of criticism of the public and the entire business as at risk. Contrary to that, if ethical principles were enshrined in the course of developing a strategic plan, then it will allow an organization to find the correct solution to every problem that it faces. In addition to that, the concept of social responsibility is the one that is closely tied to application of ethical principles in a strategic plan. Indeed, the force that should drive an organization to improve one’s performance and make it more sustainable is the acknowledgement of the impact that it has on the social environment and accepting responsibility for these actions. This means that such a strategic plan would urge the organization to minimize its negative impact on the environment in case it has any. Moreover, it will provide effective ways to adjust the current practices in order to make sure that the performance does not cause any damage. However, it must be noted that while applying ethics and accepting social responsibility, the company should also take into consideration the needs of stakeholders. By definition, stakeholders are the people for whom certain actions make essential difference (Freeman, 2010, 44). One should keep in mind that stakeholders are often found not only inside an organization, but outside of it as well. That is why the most essential part of developing a strategic plan that would be both ethical and socially responsible is not to overlook needs of any stakeholders. This means that a company should carry out an objective investigation of the state of affairs and identify the primary

Reflection on reading and writing case study Coursework

Reflection on reading and writing case study - Coursework Example It is necessary to review the progress made after implementation of a strategy in order to know whether to continue with it or develop a new one. While some strategies work on some students, they are not successful in other students because of differences as in academics and cognition. Discussing the student’s knowledge strategies helped my student in reading skills. The voice of a student is indispensible in the whole process because they made me aware of the available skills that were necessary. Failure to do that may have caused a repetitive process and poor choice of a teaching strategy. For the word, I believe the practice with my student helped him to improve his phonics. He was able to improve his word reading skills with prefixes and correctly pronounce prefixes with Vowel Consonant Words (VC). It is essential to choose a task-specific strategy that identifies the immediate requirement of a student, and is compatible with his needs. My strengths as a teacher include the modification of a teaching strategy in lieu with the changing demands of a student. I am able to understand the right time to change a student and move to the next step. My experience with Chris was beneficial as we created a good bond and everything else fell into place. A good working relationship creates an environment in which everybody interacts comfortably and with ease. My weaknesses as a teacher include impatience. There were times when I moved slightly fast than was required and I realized Chris was lagging behind. This was especially true when he failed to complete tasks that I thought were quite simple. For instance, after reading â€Å"fire fire†, I realized that he does not understand some words, which I thought were simple. Although Chris knew the meaning of the word ‘extinguisher’, he did not know the pronunciation. However, I learn the need for awareness and patience in the implementation of intervention strategies.

Energy Medicine as the Medicine of Future Dissertation

Energy Medicine as the Medicine of Future - Dissertation Example Within energy healing, there are various fields like contact rejuvenation, spiritual rejuvenation, bio-field energy healing, Qigong, Reiki, distant healing, and therapeutic touch. Spiritual healing is primary non-denominational (that is, it is not controlled by any specific religious group or sect) and faith based on religious traditions are not mandatory for curing patients. On the other hand, it has been noted that faith healing is based on religious notions. According to the National Center for Complementary and Alternative Medicine or NCCAM (US), energy healing is one of five realms of "complementary and alternative medicine" (CAM) (NCCAM, What Is Complementary and Alternative Medicine? 2005). In their review, NCCAM classified the process of practicing energy healing into two basic categories, veritable and putative. Veritable – healing based on energy measurable energy fields, like sound or electromagnetism. Here there are use of measured and specific frequencies and wavelengths for healing patients (Vallbona and Richards, 1999). These therapies are based on the theory that energy flow and electrical impulses govern all human processes and the various processes used within the therapies tend to create low levels of energy at specific wavelengths and frequencies that aid in the healing process of a patient. Of the two forms (veritable and putative), it has been seen that science and technology of veritable form of energy medicines is developing at a fast rate with effective treatment results (Markov, 2007). In the veritable approach, Pulsed Electromagnetic Field Therapy or PEMFT shows a great potential in treatment. This form of therapy uses non-invasive tools that produce electricity while channeling magnetic pulses, which initiate small amount of electrical charges to start the repair of body cells. PEMF is especially effective as it can pierce through body matter with loss of very low levels of energy (ibid). There are various studies that have shown the clinical effectiveness of PEMF in bone healing and growth, in repairing damages to soft tissues, restraining inflammation at the level of the cell membranes, and in controlling pain; and in 1979 after FDA approved PEMF it is now widely used within mainstream clinical treatment with high potential for future use (Simmons, Mooney, and Thacker, 2004). Putative  Ã¢â‚¬â€œ healing based on energy fields that are primarily at theory levels and remain unmeasured as in traditional Chinese medicines, Ayurveda, and homeopathy. In this approach, healers believe that a form of vital energy flows through the physical body of any human body, though it cannot be measured in an absolute form using customary techniques and measuring tools. However, the healers feel that they are capable of working with this form of hidden energy and can view it, which allows them to modify the physical body and bring in positive changes in the patient’s health condition. In these therapies the underlying vital energy force that forms the main element, is known as chi or qi in the traditional Chinese medicine while it is referred to as prana in the Indian form of Ayurveda. In an average person, his/her health is ascertained by the nature of the vital energy flow and its balance. The blocks or imbalances in the energy flow within the human body invariably lead to diseases. When such blocks or imbalances take place in the human body various energy medicine processes like acupressure or acupuncture, help the patient to regain health by correcting energy flow imbalances within the energy meridians. In energy medicinal therapies that include forms like the rejuvenating touch and Reiki, the

M Assignment Example | Topics and Well Written Essays - 1000 words

M - Assignment Example It may also refer, it seems to instances that are out of the box or the mold of what I would normally expect in such events or circumstances. Reason for Choosing the Vignette I find from my experience teaching Arabic that the daily circumstances of that has yielded a lot of surprising twists and turns, especially when it comes to how my students actually react to the lessons, and to the way their attitudes and energy for the class seem so different from my expectations, but in a positive way. Their reactions sometimes get me thinking about just how much Arabic can mean to students, and just how the teaching has also taught me a lot. Far from being a monotonous chore, teaching Arabic is a daily source of surprise and insight for me. As such, it seems to me the vignette is the best way to represent these everyday startling things. Also, I have had this startling exchange with some students in my mind that I wanted to share. It seems from the texts the vignette is the best way to captur e these exchanges. The vignette is essentially story-telling, and I do have this story to tell, one of many actually. The vignette is supposed to capture the essence of something that strikes me, and this indeed is what I want to convey. There is something striking about what really motivates some of my students to study Arabic intently. It is not for the reasons that I thought they had. Moreover, from where I am coming from, it is the opposite of what I expected from students coming from a wealthy country. The vignette is the perfect vehicle to transmit this sense of being surprised that things are not what they seem as far as my students are concerned and what motivates them. Mode of Use of the Vignette The text prescribes a way to go about writing and sharing experiences via the form of the vignette. This paper follows that prescription in a series of steps. The mode of use is the application of the instructions to narrate some classroom exchanges between me and my students. The focus is on the reasons that students choose to apply themselves very hard in order to learn Arabic. The vignette is sued to be able to bring out the insights into the motivations of the students. The texts describe vignette-writing as a process with specific elements. The important thing here is that this current paper made use of the commentary feature of the vignette, so that I may share my insights into the surprising responses of my students regarding what motivates them to learn Arabic and attend my class. Sample of Collected Data This exercise made use of data collected from responses to the questions on motivation that were administered to members of another class. For this I was able to get the good cooperation of the teacher of the other class, Qassem. The objective was to gauge what motivated the members of that other class to study Arabic. I then compared their responses to the questions on motivation with my own observations in my class. The Vignette- Teaching Arabic My vignette is a story that I want to share relating to some interesting experiences during my time teaching Arabic as secondary language for Americans and immigrants of Arabian descent. This has been the focus of my action research so far, and I find it to be a very fulfilling experience. Everyday I learn something new and surprising. Moreover, I can see a little of myself and my struggles in the struggles of my own students learning Arabic.

Contrasts between the Movie Rambo II and the book In Pharaoh's Army by Essay

Contrasts between the Movie Rambo II and the book In Pharaoh's Army by Tobias Wolff - Essay Example On the other hand, Wolff, in his book, does not try to portray himself as a wartime hero. Instead, he tries to narrate the details of his experiences in an objective fashion. Wolff takes the readers to a journey to Vietnam through naturalistic, old-fashioned methods. Wolff tells the story of his decision in joining the army as well as his Southeast Asian tour of duty. He was sent back home after one year. However, after reading the book, one could say that the book’s title has nothing much to do with the specific emotional gravity of the Vietnam War no matter how evocative the book’s title might sound. Personally speaking, it is a story that talks about the coming-of-age of an individual that could easily happen even in non-Vietnam specific wartime setting. To better understand the vast differences of the book and the movie to the historical event, one should first learn the emotions that filled America during the post-Vietnam era. It has taken several years before the Americans were able to start to accept the consequences of the Vietnam War. The U.S. legacy lingers on at the mental hospitals, drug treatment clinics, shelters for the homeless, and the rural wilds where some war veterans escaped to in order to avoid the realities of going back to their native land. These are apart from the generation of limbless and maimed civilians and the Vietnamese landscape poisoned with munitions, mines, defoliants. Aside from the negative consequences to the Vietnamese landscape, the Vietnam War left a deep scar in the cultural landscape of the Americans. It can be seen in several expressions and outlets such as underground press, anti-war songs, fiction, and films (Kellner 161-3). To link these statements above to the context of the movie Rambo, one can begin by looking at how Rambo is transformed into a superhero rescuer of

Theory And Methodology Essay Example for Free

Theory And Methodology Essay One of the primary ways in which social science is defined is in terms of its difference from the so-called ‘pure sciences’ such as physics, chemistry, biology etc. Its use of theory and methodology is, therefore, closely related to this distinction. Social scientists often emphasize what too many of us are utterly obvious, that there is no certainty in the study of social sciences. Unlike in any pure science where certain universal, everlasting rules influence what is to be expected of a situation (like say, under any circumstance 2 + 2 will always be 4) in social science nothing can be taken for absolute certain. This is because social science deals with humanity, which is inherently transient. Taking this element of transience into consideration social scientists have to use not just quantitative but also qualitative methods of study. A Qualitiative method of study differs from the usual quantitative methods (used in the study of pure sciences) in the sense that it tends to be far more subjective. This is in sharp contrast to the methods used in pure sciences which are exclusively objective. The research methods for social sciences are a combination of both quantitative and qualitative methods. An example of such a method is the Intelligence Quotient (or IQ) test which helps us quantify a certain non-specific capacity or quality of an individual. Being open to qualitative methods of study also allows social scientists to incorporate non-quantitative data (i.e. non-numerical data, such as words, images, gestures, impressions etc.) in their study. Since human beings tend to operate in terms of such data and not in terms of the terminology used in ordinary sciences this broader outlook is far more applicable in the study of social sciences. (Roberts, 2003) In keeping with the methodology employed in social science researches the theories too are formulated and used keeping in mind that they aren’t necessarily applicable to all conditions. Be it psychology, history, political science or economics human events are most likely to influence the rules which define the basic theories of a social science subject. Success in the field of social science researches can therefore be achieved if and only if it is understood that the subject has no space or opportunity for water-tight methodologies or theories. Reference: Roberts, O M; (2003); Creating Future: An Approach in Tomorrows Perspective; National Book Trust. 244

Treatment and Outcomes of Paediatric Asthma in New Zealand

Treatment and Outcomes of Paediatric Asthma in New Zealand Inequities are present in the prevalence, treatment and outcomes of paediatric asthma in New Zealand (NZ). A sound body of literature and research confirms these inequities, and associates them with various axes, including socioeconomic status (SES) and ethnicity. A conceptual framework, Williams model, is proposed to explain how basic and surface causal factors have resulted in such inequities in paediatric asthma in NZ. Finally, this essay articulates two evidence-based interventions which have been devised with one potent aim: to reduce the unfair disparities in the health status for different population groups. Asthma can affect people of any age, yet is much more common in children than adults. On one hand, studies have suggested that the prevalence of paediatric asthma is similar between Maori and non-Maori (Holt Beasley, 2002). Conversely, there is evidence that Maori boys and girls are 1.5 times as likely to be taking medication for asthma than non-Maori boys and girls (Ministry of Health, 2008). Yet, medicated asthma as a proxy for paediatric asthma prevalence may not be desirable as it fails to include those who should be medicated but are not currently due to barriers such as cost, access and education. This may have the effect of underestimating the true ethnic disparities. However, using asthma symptoms as a better indicator of asthma prevalence, evidence from the ISAAC study (2004) conclude that there are, in fact, significant ethnic variations; that the prevalence of recent wheeze is higher in Maori than in non-Maori children, and is lower for Pacific children than for other eth nic groups. These finding are consistent with an earlier study on paediatric asthma prevalence in New Zealand, suggesting that the pattern of interethnic differences have persisted over time (Pattermore et al., 2004). Perhaps the greatest difference in the prevalence of paediatric asthma between ethnic groups is the presence of more severe symptoms among Maori and Pacific children when compared with Europen children. Both Maori and Pacific children had symptoms suggesting more severe asthma; findings from the ISAAC study (2004) indicated that they reported a higher frequency of wheeze disturbing sleep reported than Europeans. Moreover, Maori and Pacific children are hospitalised more frequently and require more days off school as a result of their asthma than their European counterparts (Pattermore et al., 2004). Although asthma admissions among all children in NZ have remained relatively stable over the last decade, this not the case for all ethnicities (Craig, Jackson Han, 2007). NZ European children have experienced a steady decline for hospital admission rates due to asthma, but this decreasing trend is not the case for Maori and Pacific children, of whom Metcalf (2004) found asthma hospitali sation rates for children under 5 to be four times more likely than that of NZ Europeans. Similar ethnic disparities in hospital admission rates for asthma have also been recognised in the United Kingdom, where children of African and South Asian origins have an increased risk of hospitalisation when compared with the majority European population (Netuveli et al., 2005). Furthermore, it seems worth noting that hospital admissions for Maori compared to non-Maori are not distributed equally: a geographical analysis found the difference in asthma hospitalisation rates between Maori and non-Maori to be more significant in rural areas than in urban areas, despite the fact there was no consistent association between rurality and the prevalence of paediatric asthma (Netuveli). As asthma is a chronic disease with no cure, the goal of asthma treatment is, instead, to control its symptoms. There are two key areas in asthma management: self-management (by the caregivers of children) through asthma education and knowledge; and management via medication. In a trial of a community-based asthma education clinic, Kolbe, Garrett, Vamos and Rea (1994) reported greater improvements in asthma knowledge among European than Maori or Pacific participants. A more recent study found that, compared to children of the European ethnic group, Maori and Pacific children with asthma received less asthma education and medication, had lower levels of parental asthma knowledge, had more problems with accessing appropriate asthma care, and were less likely to have an action plan (Crengle, Robinson, Grant Arroll, 2005). Thus, it can be inferred that ethnic inequities in asthma education and self-management have been maintained throughout the years. Despite medication being a critical component of effective asthma management, studies have shown that Maori and Pacific children with severe morbidity may be less likely to receive preventative medications than NZ European children (Crengle et al.). Where reliever medications bring immediate, short-term relief for acute asthma attacks (an indicator of poor asthma control), preventers (or inhaled corticosteroids) prevent symptoms from occurring and is used in the long-term management of asthma (Asher Byrnes, 2006). The ratio of reliever to preventer use is higher in Maori and Pacific than European children, implying a disproportionate burden; that despite a higher prevalence of asthma symptoms, Maori and Pacific children are more likely to have sub-optimal asthma control. (â€Å"Asthma and chronic cough†, 2008). Death from asthma remains a relatively uncommon event, and most are largely preventable. Yet, ethnic inequities are also present: Maori are four times more likely to die from asthma than non-Maori. Asthma deaths in Maori are higher than non-Maori for every age-group, including children from 0 to 14 years old (Asher Byrnes, 2006). There have been many studies attempting to evaluate the relationship between SES and paediatric asthma in NZ; yet, evidence is conflicting on such an association. In terms of prevalence, the Dunedin Multidisciplinary Health and Development Study (1990) argue that the SES of families has no impact on the prevalence of childhood asthma. There are many studies, however, that demonstrate that socioeconomic disadvantage adversely affects asthma severity and management. Damp, cold and mouldy environments are probably more frequent in houses of families with lower SES, and there is some evidence of a dose-response relationship with more severe asthma occurring with increasing dampness level (Butler, Williams, Tukuitonga Paterson, 2003). Moreover, due to such barriers as cost and location, children of lower SES families have less frequent use of asthma medication and less regular contact with medical practitioners, which, in turn, results in higher rates of asthma-related hospital admission s (Mitchell, et al. , 1989). It is important to note that evidence exists to show higher proportions of Maori and Pacific ethnic groups living in more deprived socioeconomic decile areas with poorer housing, having household incomes of less than $40,000, and having caregivers with no high school qualification (Butler et al., 2003). If the gradient of increasing severity in asthma morbidity is steeper for Maori and Pacific children than Europeans, it seems likely that this could also be a manifestation of the influence of socioeconomic deprivation on childhood asthma. Socioeconomic deprivation is therefore is not only more common, but has a stronger effect on health for Maori and Pacific Islanders. Why, then, should such inequities be identified and addressed? Health inequities are, by definition, differences which are unfair, avoidable, and amenable to intervention. The basic human right to health guaranteed under the international human rights law affirms health – the highest attainable state of physical and mental health – as a fundamental human right; as a resource which allows everyone, including children, to achieve their fullest potential (United Nations, 2009). Ought such potential to be hindered by less than favourabe health outcomes due to familial socioeconomic status or the ethnic group to which a child belongs to is a breach of human rights and is simply unjust. Thus, dealing with childhood asthma inequities is, for Maori and Pacific children in particular, reflective of their high need due to an unacceptable contravention of rights. Morever, it is important to address Maori and non-Maori inequities because, as tangata whenua, Maori are indigenous to NZ. Kingis (2007) report states that the Treaty of Waitaingi has a role in protecting the interests of Maori, and it is, undoubtedly, not in their interests to be disadvantaged in health. There is therefore a strong ethical imperative, on the basis of both human and indigenous rights, for addressing inequities in the prevalence, treatment and outcomes of paediatric asthma in NZ. Williams (1997, adapted) model conceptualises the determinants of inequities as being of two kinds: basic causes and surface causes. It makes explicit the key drivers of inequities in the prevalence, treatment and outcomes of paediatric asthma in NZ; as in, what has created, and maintains, the inequities between ethnic and socioeconomic groups. These are referred to as the basic causes, or those factors which necessitate alteration to fundamentally create changes in population health outcomes and therefore address inequities (Williams). Surface causes are also related to the outcome but, where basic causes remain, modifying surface factors alone will not result in subsequent changes in the outcome; that is, health inequities persist (Williams). As can be seen with paediatric asthma, ethnicity is strongly associated with SES in NZ. Yet, both ethnicity and SES are not independent factors; they have themselves been shaped by underlying basic causal forces. Inequities in the distribution of prevalence, morbidity and mortality of paediatric asthma seems to resonate with an undervaluing of Maori and Pacific lives and health in NZ. Using Williams model, this undervaluing of Maori and Pacific people, and subsequent inequity, is deeply rooted in our colonial history (for Maori) and economic recession (for Pacific Islanders), as well as the scourge of institutional racism. Churchill (1996) argues that colonisation is based on the dehumanisation of indigenous people. Central to colonisation is the belief among colonisers of their superiority and the creation of a new history, with indigenous Maori knowledge relabelled as myths, the traditional landscape renamed, and land alienation. On the other hand, the economic downturn from the 19 70s to early 1980s, which coincided with the significant arrival of Pacific peoples to NZ, resulted in a shortage of jobs and a tightening of immigration policy (Dunsford et al., 2011). Pacific paoples were now labelled as overstayers, which culminated in the infamous dawn raids (Dunsford et al.). Both indigenous Maori and Pacific migrants became ethnic groups defined by exclusion and marginalisation, which has been embedded in NZ society (thus, institutionalied racism). In other words, they have been removed from a sense of place and belonging which is an entitlement of all New Zealanders. The effects of the basic causal forces introduced unnecessary challenges and has led to disparities in the social status of Maori and Pacific peoples when compared with Europeans. This is manifested in the distribution of socioeconomic deprivation, where Maori and Pacific peoples are overrpresented in the most deprived areas (Mare, Mawson Timmins, 2001). This is largely the result of the inequitable distribution of socioeconomic factors stemming from the basic causes; that is, below average educational attainment, high rates of unemployment and reduction of income among Maori and Pacific Islanders. Ethnicity, deprivation and social status all give rise to what Williams model labels as the surface causes. The amalgamation of low socioeconomic status alongside less than favourable desterminants of health and being marginalised has exacerbated to produce a quagmire in which inequities in health are a given for many Maori and Pacfic peoples. This provides part of the explanation of the inequities in the prevalence, treatment and outcomes in paediatric asthma, as Maori and Pacific peoples are less likely to have routine visits to their GP, access to regular preventive medication, and to live in sufficient housing (therefore more susceptible to house dust mites and damp envrionments) – all of which seem to be due to cost constraints (Pattermore et al., 2004). However, this is unlikely to explain the full picture, as poor outcomes are also evident for children aged under six, in whom the provision of care is free of charge. Thus, other surface causes could be a lack of cultural ly appropriate services as well as differences in the quality of care received (Rumball-Smith, 2009). Next in the causal pathway of Williams model is biological processes, where the cumulative impacts of the basic and surface causal factors together with social status manifest themselves as diseases, such as asthma, via the notion of embodiment (Williams, 1997, adapted). In the case of paediatric asthma, the immune responses of Maori and Pacific childrens may be compromised, making them more susceptible to complications in their already vulnerable health (as Maori and Pacific children with asthma are more likely to suffer more severe symptoms). These biological processes, in turn, determine health status (health, morbidity and mortality) and where we all sit on the spectrum. The issue with paediatric asthma is that many children are on the wrong end of the spectrum, and too many of these children are of Maori and Pacific ethnic groups. One way in which inequities in the prevalence, treatment and outcome of paediatric asthma has been addressed is through housing improvement intervention programmes in NZ, such as the randomised controlled trial examining the effects of improvements in housing on the symptoms of asthma. Parents of children in the intervention group allocated a non-polluting, more effective replacement heater in their homes reported fewer days of school, and fewer visits to the doctor and pharmacist for asthma (Howden-Chapman et al., 2008). Through increasing warmth, and reducing dampness and mould in households, housing intervention programmes directly improve the health status of all children with asthma. Moreover, fuel poverty is common in NZ; as in, unaffordable fuel and unsafe heating are a significant issue for many families, especially for Maori and Pacific peoples in whom higher rates of paediatric asthma prevalence, severity, hospitalisation and mortality occur (Asher Byrnes, 2006). Thus, int erventions of this kind, which prioritise socioeconomically disadvantaged communities and poorer quality housing (where there are a higher proportion of Maori and Pacific families), have the potential to reduce not only inequities in health status among ethnic groups, but also the inequitable distribution of adequate housing, a key social determinant of health. After the Maori asthma review (1991), which contended that improving outcomes from asthma among Maori required promotion techniques that incorporated Maori visions and values, a trial of an asthma action plan was devised and undertaken by Maori from Wairarapa with the aim of increasing interactions between Maori community groups and the health sector, reducing inequities between Maori and non-Maori, and improving asthma in the Maori community. Over a period of six months, Maori with asthma were educated in asthma control, seen at marae-based asthma clinics, and were provided with credit card sized asthma action plans (Beasley et al., 1993). In addition to improvements in asthma morbidity (via improvements in asthma control), the programme was found to have benefits extending beyond the effects of asthma, including greater cultural affirmation and increased access to other healthcare services among the Maori community. These successes were largely due to the involvement of the Maori c ommunity in the programme. For Maori, by Maori interventions target the surface causes of Williams model, which identified a lack of culturally appropriate care as a driver of inequities in paediatric asthma. Moreover, there is international evidence to show that similar interventions for other minority ethnic groups have also had beneficial effects (La Roche, Koinis-Mitchell Gualdron, 2006). By taking into account the needs of groups which have historically been margnalised in NZ society, these interventions allow for a more culturally meaningful engagement with regard to the experience of asthma, and serves to reduce inequities in the differential access and receipt of quality care among Maori and Pacific peoples. There is a myriad of evidence to suggest that ethnicity and SES are intrinsically linked to the inequities in the prevalance, severity, hospitalisation rates and mortality with regards to childhood asthma in NZ. Williams model may explain this relationship: the negative effects of colonisation, the economic recession and institutional racism, especially on the key determinants of health, impact differentially on population groups, resulting in the disparities in outcomes of asthma among Maori and Pacific children when compared to their European counterparts. Based on this discussion, it can be seen that approaches to develop strategies need to both prioritise those with the greatest need as well as proceed in partnership with Maori and Pacific peoples in order to address the inequities in childhood asthma in NZ.

The Validity Of Essiac As a Cure For Breast Cancer :: Biology Health Medicine Essays

The Validity Of Essiac As a Cure For Breast Cancer Doctors continue to study breast cancer, one of the leading causes of death in women, in attempt to find an all out cure. More and more women are diagnosed with breast cancer each year. In 1995, an estimated 182,000 women in the United States were diagnosed, of which 10% to 15% were already locoregionally advanced (Ames et al, 1996). Breast cancer has been plaguing women since 1600 B.C. where it was treated with such methods as amputation or by burning the lesion (Eberlein, 1994). A variety of supposed panaceas have been proposed as cures, however, the most modern technology and research has identified three main modalities in the treatment of cancer: surgery, radiation and chemotherapy. These modalities are most advantageous in ridding the body of cancer and prolonging life as noted in key research studies. THE SEVEN MOST COMMONLY USED, MEDICALLY ADVANCED PROCEDURES FOR ERADICATING BREAST CANCER While doctors do not completely disregard homeopathic cures as cancer treatments, due to the cell's high rate of metastasis, time is most definitely of the essence. Numerous medical journal studies have alluded to seven specific procedures for combating a neoplasm of the breast. The Johns Hopkins Bayview Medical Center backs up this assertion and explains the procedures on their home page at (http://www.jhbmc.jhu.edu/opa/cancer.html). Of the seven treatments, a MODIFIED RADIAL MASTECTOMY is the most prevalent treatment of early identified breast cancer and the most favored by physicians. This procedure includes the full removal of the breast, underarm lymph nodes and the lining of the chest muscles. Seldom used today, but a common procedure of the past, a RADICAL MASTECTOMY was also an option recommended for women, entailing a removal of the entire breast, chest muscles, all underarm lymph nodes, and additional fat and skin. The TOTAL and SIMPLE MASTECTOMIES, yet another scientifical ly worthwhile option in the fight against breast cancer, involve the removal of only the breast, and sometimes a removal of a few underarm lymph nodes closest to the breast to check if the cancer has begun to spread to other parts of the woman's body. PARTIAL and SEGMENTAL MASTECTOMIES remove the malignant tumor as well as a wedge of normal tissue surrounding the tumor, including some skin and the lining of the chest muscle below the tumor, again checking for metastasis. Slightly newer, more advanced treatments involve directly targeting the cancerous tumor, including extra prophylactic measures.

The Common Goals of Feminism Essay -- Feminist Theory

Feminism and all branches of feminism have a number of common goals. These goals include the analysis of gender inequalities and the effects of other systems of oppression such as race and class. In most cases, the analysis is intersectional, recognizing how each system can be inclusive to other systems resulting in different levels of oppression. In the case of a woman, who is black and lesbian, versus a woman, who is white and lesbian, there are different levels of oppression. Although together these two women experience gender inequalities with men and sexuality inequalities with heterosexuals, they still have different experiences with race inequalities and in that way are oppressed differently. The point of feminism would be to show that as a group, whichever group or should I say groups one may fall into, you experience privilege or you don’t, more or less. Care must be taken when using such a description of the term feminism because its many branches have many dis tinct characteristics of their own. Black feminism, western feminism, post colonial feminism, multicultural feminism, radical feminism, and social feminism were developed at different points in history and had main focuses that may or may not have been beneficial to the cause or successful in any way. Liberal and social feminism both began to emerge around the same time in pursuit of an analysis of those differences in legal rights received among men and women as well as those social differences that resulted in the roles that women have been taught to assume. Around the late 1700’s, the concern for rights such as property ownership, child custody, ability to sue for divorce, admission into colleges and universities, and employment opportunities that... ...le University Press, 1992 Hooks, Bell. â€Å"Black Women: Shaping Feminist Theory† Feminism and ‘Race’ Bhavani, Kum Kum, ed. Oxford University Press, 2001` Kimmel, Michael S. â€Å"From ‘ Conscience and Common Sense’ to ‘Feminism for Men’† Feminism and Men: Reconstructing Gender Relations. Schacht, Steven and Ewing, D, eds. New York University Press 1998 Messner, Michael A. â€Å"Radical Feminist and Socialist Feminist Men’s Movements in the United States† Feminism and Men: Reconstructing Gender Relations. Schacht, Steven and Ewing, D, eds. New York University Press 1998 Spelman, Elizabeth V. â€Å"Gender & Race: The Ampersand Problem in Feminist Thought† Feminism and ‘Race’ Bhavani, Kum Kum, ed. Oxford University Press, 2001 Wollstonecraft, Mary. â€Å"From A Vindication of the Rights of Woman† Feminist Theory: A Reader. Guy-Sheftall, Beverly, ed. South End Press, 1984

thelma and louise film review :: essays research papers

AGAINST MEN’S WORLD The film starts with the scenes of daily lifes of two women. Thelma is married to a man who thinks that he is the centre of the world because he is a manager of a carpet. company. He sees his wife as a lower order of life, to be tolerated so long as she keeps her household duties straight. Just like a servant who doesn’t have any rights or freedom. Louise waits tables in a coffee shop and her boyfriend is a musician who is never going to be ready to settle down. They live under high patriarchal domination. They see themselves very ordinary and want to go fishing alone. But that means that they are crossing the lines of their sexual roles in the community. Thelma can’t even tell her husband that she is going on vacation. Because her role in her husband’s eyes is the housewife. If she goes on a vacation with a friend she will be simply considered as a whore. The film continues with the bar scene. We saw the feminist After some drink thelma ends up with, as such flirtations sometimes tragically do, an attempted rape in the parking lot. Louise kills the man with her gun and they start to run away because they think that can’t expect fair treatment from the criminal justice system, since Thelma had been flirting and dancing with the guy all evening. They know that nearly everyone would say that what happened to her is her own fault. The hitchiker appears in the scene as a handsome man who stirs up thelma’s libido for the first time. She never had a happy sexual relationship with her husband and she has sexual intercourse only to fulfill her duty: to please her husband. The policeman takes place who has an empathy with that women. He knows that they dig hole and bury themselves in it and he wants to prevent it. As things go worse the women have enormous changes, they are fightilng only with the law but also with the laws of the nature. They discover the strenght and their abilities to run their own lives, to take a stand against the men’s world.

Computer Program and Level Exam Essay

Introduction: Goal of the report Goal of the project Preview of methods and results Methods: Steps you took or actions you did Results: Tell what you discovered in a table or a graph Discussion: Significance of what you found out Recommendations Goals achieved or not Questions raised SESSION ABOUT NAVIGATING THE INTERNET IMRD REPORT The goal of this IMRD report is to describe what I have learned in the session about using the Preimavera program. The goal of this project was to learn how to plan a project from its beginning to the end using a computer program. This report will inform the reader of the methods used, results reached and goals achieved. Methods: Level exam The level exam is basically an exam to know how good your computer skills like sending data through the internet. It’s a simple exam but it is necessary. Theoretical method The first three sessions are mainly theoretical sessions. Where you learn how to plan a project manually without the computer program by using node diagrams and other planning methods Practical method The rest of the sessions are practical sessions where the teacher explains how to operate the program and gives you a small project to plan and helps you master it. Final test The last step is the test you take where you plan a whole project and according to the result you get a certificate that you have mastered the preimavera. Results: Results| Methods| I knew that I was qualified for this course| Level exam| I learned how to plan a project without a computer program| Theoretical method| I learned how to operate the program| Practical method| To get a certificate that I mastered the preimavera| Final test| Discussion: The results above show that I have met my goal for learning how to work on Preimavera program, and I found out that anyone could learn how to use this program, and I still have to learn other planning programs like CANDY. I recommend ZODIAC center for learning computer programs.

Total Quality Management: A Case Of Barclays Bank

Abstract A number of bankers hold the school of thought that banks fall under the finance industry instead of the service industry. In consequence, the competition is more inclined to financial prowess rather than service quality. The banking and financial institutions devote their resources, system, time and people more on managing the cash and the assets instead of managing customers and service. The procedures and products setup are in line with the bank’s convenience instead of the customer’s convenience. Additionally, most of the systems are designed with the aim of controlling the customers rather than offering satisfaction. Banks and financial institutions usually give customer service and satisfaction low priority. With few systems designed to monitor customer loyalty. Contrary to that thought, banks and financial institutions provide the service of financial custody to its customers thus belong to the service industry. For this reason, total quality management is applicable in the banking sector given its success with manufacturing industries. Banks stand to benefit from implementation of total quality management owing to the fact that their survival depend on customer loyalty and satisfaction. However, banking sector is somehow slow in reallocating into the customer-first archetype. The paper focuses on Barclays bank; it outlines and analyses how the banking organisation has introduced and developed a comprehensive system of total quality management in addition to the impacts of the implementation. Furthermore, it provides a critique on the same while highlighting possible areas necessary for improvement. Background The current global market is highly competitive with a characteristic of ever escalating customer demands such as, the need for improved products and services. Most markets have increasing supply of aggressively priced services and products from low labor cost sources. With the current competitive threats present in the market place, it is imperative for organisations and businesses to embrace improved and result oriented strategies (Cheng, Madan & Motwani, 2012). Incessant enhancement in total business activities with a keen focus on customer all through the entire organisation, in addition to prominence on quality and flexibility is of the essence to an organisational success. Quality, its management, and the associated continuous improvements play a significant role in many organisations. It is equally important to note that most organisations and businesses utilize total quality management as a means through, which they can endure in increasingly belligerent markets while maintaining their competitive edge over their challengers. The lifeblood of all businesses and organisation is its customers. In most cases, customers determine the sales of businesses and organisations based on their perception of the product and service quality. In consequence, quality concludes profits while the customers delineate and determine what quality entails. The implementation of total quality management has a myriad of benefits to an organisation and business as a whole; increased market share, amplified profitability, customer and employ satisfaction and heightened competitive edge against competitors. High quality has a direct correlation with the survival of organisations challenged with strong global competitors. In most organisations, competitive success is because of high quality (Eriksson & Hansson, 2010). Presently, the high-end significance of implementing total quality management makes it imperative for organisations and businesses to embrace high quality, its management and continuous improvements, especially in the current increasingly competitive market. The organisations that fail to embrace the principle of total quality management are bound to be unsuccessful. Additionally, total quality management is no longer an alternative for organisations willing to survive in the strong competitive markets. In ensuring customer confidence and competing for international business, organisations with ISO certification hold a distinct edge against their rivals. To the quality conscious buyers, total quality management is an imperative process of value addition (Dusseav, 2012). Total quality management entails the methods of management used to improve the productivity and quality in a business organisation: A widespread management approach operates horizontally across a business organisation. Total quality management involves all employees and departments extending forward and backward to include both customers and suppliers. Total quality management model employs a systematic approach on improving quality based on; personal accountability for assemblage success, team-based work groups, running of the work process possessed by individuals, motivation, and quality desire above quantity and facilitated communication involving functional areas and groups. Within the model, suggestions for improvements are sought from every echelon of the business organisation while motivation is distributed through recognition programs and profit sharing. Employee training in the scientific approach to fact-based problem solving remains the feature of the TQM model. The model embraces the use of tools like process flow charts, orthogonal arrays, statistical process control charts and Pareto charts (Cheng, Madan & Motwani, 2012). For any business organisation, quality provides a strategic advantage; a heightened competitive advantage and organisational survival. An organisational strategy based on quality aimed for competitive advantage usually emphasises on strategic resource on unremitting quality enhancement. In addition to creating price-value advantage above competitors, quality allows the organisation to charge a superior per unit sale price through differentiation. A business organisation is able to achieve a more sustainable competitive advantage through implementation of strategy of high quality. Organisations operating and competing on quality hunt an operational strategy capable of controlling product and service quality while seeking incessant improvement. Different market researchers suggest that organisations should focus on quality improvement in order to gain competence instead of laying emphasis on the current foci including efficiency, revenue, and market share. The current foci are by-products of competence that an organisation can achieve through focusing on product and service quality. Organisations vary in terms of the management practices, culture and the processes used to produce and deliver the products and services (Cheng, Madan & Motwani 2012). In this regard, total quality management strategy varies from one organisation to another. However, total quality management calls upon techniques and tools of lean manufacturing, quality control, ISO 9000, six sigma, and a customer focused culture. Introduction Barclays bank is one of the leading financial institutions across the world with over three hundred years of experience. The headquarters of Barclays Bank is situated in the UK with various branches across several countries worldwide. The bank has a strategy to increase the growth potential through continued diversification of business by customer, geography and product. It has the responsibility of progressing, investing, lending and protecting the money of close to thirty million customers across the globe. One of its branches has built a very strong reputation; the Barclays Bank Plc, Mauritius. The Mauritius branch; with close to one thousand one hundred employees, offer various services for corporate as well as individual customers. Quality implementation There are a myriad of approaches and models for a successful implementation of total quality management within an organization. Some of the approaches and theoretical models that are extensively used include; Crosby’s 14 steps to Quality improvement, Juran 10 points for quality improvement and W.E Demings’ 14 points for quality improvement (Bowen, 2013).While a widely agreed upon approach does not exist, Barclays bank has applied an implementation approach that borrows certain concepts and strategies from all the widely known approaches. The bank has implemented its total quality management system in a more customized way. The bank has adopted the EFQM framework theory in its implementation of TQM. Basically, the approach calls for a focus on results, customers, dependability of purpose, involving and training employees, incessant learning and social responsibility. The bank has applied all these criteria in its implementation approach of TQM (Sila, 2012). In a bid to improve its competitive edge and survivability, the branch has employed a number of strategies that ensure high quality of service delivery to their customers. It has embraced unremitting enhancement in total business activities, with a keen focus on customer all through the entire organisation. It is imperative for the bank to create constancy of purpose for unremitted enhancement of services and products. Barclays bank has embraced this as the first priority in implementing quality management. The bank has allocated its resources for long term planning instead of short-term profits. In order to ensure competitiveness and existence of the bank, it has invested in quality and innovation (Dusseav, 2012). Its management motivates their employees in addition to clear communication of the bank’s policies. The strategy of total quality management implementation has been generally broken down into two major categories in the bank’s modus operandi: Human resource m anagement and service quality, and customer satisfaction implementation. Under each major category of the strategies, there are subdivisions of the strategies. All these form a coherent system of TQM implementation at the bank for improved competitive edge as well as survivability. Quality Service and H R Management Barclays bank acknowledges the significance of the human factor as a major determinant in the successful implementation of total quality management. As a result, the bank has accorded superior attention to human factors such as motivation, teamwork and cooperation. The bank conducted an interview on their employees in regards to their viewpoint, before the implementation of total quality management. A number of employees agreed on the introduction of the total quality management by the management. They held the belief that there was a relationship between the introduction of TQM and the success of the bank. The bank introduced the system through written pamphlets to its employees. In an effort to thoroughly understand how the bank has introduced and develop its TQM system, an analysis of the three sub-divisions under human resource management in light of quality management was undertaken (Eriksson & Hansson, 2010). Focus on meeting employee needs Barclays bank focuses on employee needs given that the bank tries to improve their performance through encouraging creative thinking, holding training programs and teamwork. All these activities are aimed at enhancing the employees’ professionalism. Additionally, the bank provided its employees with a chance to express their views while offering rewards for excellence performance. It has a competently designed training program that emphasises on incessantly improving the professional skills of its employees. Techniques such as, workshops, industry level seminars and job training are employed to ensure the efficiency of the program. Focus on continued improvement In a bid to meet the needs of its employees, the bank management tries to enhance the quality continuously through mistake avoidance, cost minimization of financial services, keeping of good documentation system and unremitting amendment of work practices. According to the employees, the bank strives to focus on the customers as well, given that they run surveys with the aim of finding out the customer’s needs. The bank is characterized with listening and providing financial advice to its employees’ interests and needs (Edwards, 2013). Focus on management competition needs It is important to realize that, through creation of effective means of communication between the employees and the customers, the bank has managed to develop their competitive edge. The bank acquired an ISO certification, which has led to a heightened bank performance level as compared to other banking institutions. Additionally, Barclay bank is always on the look-out for new technology aimed at modifying the current process of operation. The bank’s management acknowledges the importance of process innovation in a bid to evaluate their operation processes and the need to alter them. Process innovation has seen the bank to greater heights in terms of customer and employee satisfaction. The innovation allows the lower level management within the bank to communicate to the top management on exactly how the processes should be conducted in order to reflect the true customer satisfaction (Eriksson & Hansson, 2010). Customer satisfaction Barclays bank holds both individual and cooperate customers with high esteem as it acknowledges their significance in the success of the institution. In a bid to create an impressive customer appeal and product and service endorsement, the management of the bank has placed life-long strategies within its services provision. These strategies are focused on constantly delighting and surprising their esteemed customers ahead of their arch competitors. The management of Barclays bank not only ensures that their esteemed customers purchase their product but also recommend the products to their families and friends (Frick, 2009). In an interview conducted to establish the level of customer satisfaction, Barclays showed a satisfactory level of satisfaction to the needs of their customers. The bank has modern technical equipment such as A.T.M services which help save the customers time thereby facilitating their deal with the bank. Apart from the A.T.M services, the bank has employed various strategies aimed at reducing the processing time of its key products and services such as new accounts, loans, credit cards and cheque encashment. Through innovation of mobile applications, the waiting period and down time as well as the queuing period has been significantly reduced (Edwards, 2013). According to the customer feedbacks, Barclays bank delivers most of its promises to their customers. It has eliminated a number of bureaucracy procedures that are deemed obstacles on delivery of promise agreements. The bank management has created an image of reliability among its customers through the use of good dependable documentation. In order to improve the level of customer satisfaction, quality of services offered by the bank is undertaken by qualified employees. The employees are trained to serve the customers with friendliness and efficiency. The working hours of the bank are deemed suitable for their customers and employees on a similar basis. The bank’s skilled employees not only offer quality services, but also quick delivery. This creates a sense of customer being the emphasis of the banks operation. Barclays has effective communication systems through, which the customers’ complaints are channeled and promptly handled. This way, the bank improves on its weakest areas on customer service thereby enabling the customer to feel appreciated as part of the bank. Additionally, the bank focuses on improving the quality of products and services offered in the bank apart from customer service. Barclays bank has some of the best interest rates, inclusive of all charges and hidden fees thereby depicting the quality of its services and products. The enquiries made by the customers either through phone or in person are promptly answered. The bank has trained its employees to employ good work ethics in responding to customer enquiries: few rings before the phone is picked up, reduced number of transfers before the customer is connected to the right person and prompt answering of the phone (Edwards, 2013). The bank employs accuracy and timeliness of account statements as compared to their competitors. This ensures the customers’ trust on the bank while upholding the bank’s image, reputation and integrity. These qualities put the bank at a higher competitive edge within the banking industry. Conclusion In conclusion, the implementation of the total quality management in Barclays is considered successful given the numerous benefits associated with the embrace of the system. The level of commitment practice by the bank’s management has greatly ensured an improved quality of the services offered at the bank. The bank has witnessed a number of benefits associated with the influence of customer satisfaction and continuous process improvement methods on the quality of service delivery and profit margins. The services offered at Barclays have been identified as some of the best as compared to other financial institutions. In terms of focus on employees, the bank has been ranked top as its rewards its employees with competitive salaries. The high quality of services offered by the bank has allowed the bank to charge high prices for its products and services on similar basis. This has ensured high profitability and increased competitive advantage over their rivals. Total quality mana gement should not be considered as alternative, instead effective strategies should be adopted to ensure its successful implementation. In order to ensure that total quality management implementation is effective, it is recommended that the bank expands the role of internal auditor to examine the bank’s performance in terms of service, quality, value and cleanliness instead of limiting their functions. Even though the bank utilized written documents during the introduction of the TQM implementation, it is imperative to change the banks configuration and work practices to facilitate accomplishment of the TQM concepts. It is a daunting task for the bank to differentiate itself from its competitors given that an introduction of a new marketing strategy will automatically be copied. It is therefore imperative for the bank to ensure high quality of services, products and service delivery in a bid to ensure the customers’ loyalty. Bibliography Bowen, R. (2013, December 4). Learn the Theories of Total Quality Management. Retrieved October 31, 2014. Cheng, C. H., Madan, M. S., & Motwani, J. (2012) Implementing quality management in the banking services sector. Total Quality Management, 7(4), 347-356. Dusseav, S.P. (2012)†An analysis of the relationship between financial performance and TQM†, University of Missouri. Eriksson, T & Hansson, J. (2010) â€Å"The impact of TQM on financial performance†, Measuring Business Excellence, Vol. 7, No. 1, 36 – 50. Edwards, C.(2013) Barclays Bank Plc V. Rbs Advanta. Reports of Patent, Design and Trade Mark Cases, 113(10) 2012, 307-319. Frick, R. A., (2009) The application of total quality management on service quality in banking. New York, NY: Wiley. Sila, I. (2012). Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study. Journal of Operations Management, 23(12), 83-109. Appendix TQM- Total quality management A.T.M – Automatic teller machine ISO 900- A family unit of quality management standards

Business Management And Leadership

The world has changed significantly since globalization. Along with it, the concept of business management and leadership has changed too. In today’s world, a manager must be an open-minded person with multicultural knowledge and an able leader to amalgamate all the different cultural parameters of the clients and workers.In this context of global Leadership of multidisciplinary or interdisciplinary team of professionals under the aspects of Management principals can be defined as the art of creating industrial relations of any kind, between people engaged in the industry, such as relation between employers and employees, relation between individuals entering into commercial contracts, relation between investors and debtors etc, in order to maintain true cooperation of all concerned along with motivating the entire deal into a positive favor.(Lamb, 2004) Efficiency of the Leadership of multidisciplinary or interdisciplinary team of professionals in the age of globalization lie s in not only making the employees to work, but to make them work willingly, sincerely and consciously, by employing new knowledge, new methods, new designs, new machines and novel techniques of production and by allaying mistrust and antagonism.The managerial purpose takes account of a several activities, and the most important among them is making a decision what staffing requirements one have and whether to use autonomous contractors or take into service employees to meet these needs, appointing and training the most excellent employees, making sure that they are better performers, handling performance related problems, and ensuring that the human resources and administrational practices do the accepted thing to various set of laws.Thus, it is obvious that the parameters of today’s managers are very different from the managers of the years gone by. The new managers are more flexible to work and cultural variables. References: Lamb, D; (2004); Cult to Culture: The Developme nt of Civilization on the Strategic Strata; Wellington: National Book Trust Business Management And Leadership I am HR department personnel of the organization; it is a prime duty to recruit a manager for a department within the Services division. The Vice President stresses that this department has not had a good manager in years. I need someone who can take charge, organize things, and get people motivated and working again. Here are list of ten questions that I will use during the interview process that go beyond the information one can gain from the candidates application or resume. These would provide me the insight into why the candidate can fulfill the requirements outlined by the HR manager.How would you assess yourself as a potential candidate for the post of manager in the service division and why? What are the basic principals of a service department success? During a situation of argument or heated discussion, how would you handle your officers? How would you council a personnel who has gone through a personal turmoil but is a very important member of your team? What would you do if the workers ask for an untimely bonus? What is the procedure that you would employ in terms of irregularities and lateness?Do you believe that a manager should be the boss or a friend to the employees? How would address the personnel in terms of achieving a very difficult target? What would be your plan of action if an employee falters twice on the same issue? How important it is to evaluate personnel in terms of skill and personality? Which one is more important? There are several types of characteristics and experience that I would look for in the candidate of a manager. First, there must be sense of responsibility and an essence of leadership in this person.This person should always be ready to take up the charge and accept challenge. This person should be able to formulate quick strategies for operation and should be a good organizer. Furthermore, this person must be a successful motivator and should be able to work successfully under adverse conditions. Despite our choice of one particular style of leadership, even during times of crisis (such as an organizational overhaul), we must keep in mind that no one leadership model can be our sole key to success.Our managerial capacities are proved only by means of our ability to combine and amalgamate various styles in order to obtain the results we are keen on achieving. For this, it is important for us to understand and tabulate our specific requirements and desired outcome before everything else. It is also of some value to understand our own selves and find out what our personal style of leadership is. Often our own unique approach, though theoretically quite inappropriate in a given situation, can prove to be a real savior.A good manager must inject these qualities into the subordinates too. Such a leader is easily accessible and believes in keeping themselves available and in full view. They communicate their conviction in their workers strongly enough to convince them of their own capacities. It can we ll be stated that all these are the fundamental requirements of an able and successful manager and leader of the subordinate staffs. (Lamb, 2004) References: Lamb, Davis; (2004); Cult to Culture: The Development of Civilization on the Strategic Strata; Wellington: National Book Trust

Facebook Financial Performance Report

Financial Performance 7. 1 Financial Statement FACEBOOK, INC. CONDENSED CONSOLIDATED BALANCE SHEETS (In millions, except for number of shares and par value) (Unaudited) | | | | | | | | | |   Ã‚  | June   30, 2012|   |   | December  31, 2011|   | Assets|   Ã‚  | | | |   | | | | Current assets:|   Ã‚  | | | |   | | | |Cash and cash equivalents|   Ã‚  | $| 2,098|   |   | $| 1,512|   Ã‚  | Marketable securities|   Ã‚  |   | 8,090|   |   |   | 2,396|   Ã‚  | Accounts receivable, net of allowances for doubtful accounts of $17 as of June  30, 2012 and December  31, 2011|   Ã‚  |   | 578|   |   |   | 547|   Ã‚  | Income tax refundable|   Ã‚  |   | 567|   Ã‚  |   |   | 0|   Ã‚  | Prepaid expenses and other current assets|   Ã‚  |   | 634|   |   |   | 149|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |Total current assets|   Ã‚  |   | 11,967|   |   |   | 4,604|   Ã‚  | Property and equipm ent, net|   Ã‚  |   | 2,105|   |   |   | 1,475|   Ã‚  | Goodwill and intangible assets, net|   Ã‚  |   | 809|   |   |   | 162|   Ã‚  | Other assets|   Ã‚  |   | 47|   Ã‚  |   |   | 90|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Total assets|   Ã‚  | $| 14,928|   |   | $| 6,331|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Liabilities and stockholders’ equity|   Ã‚  | | | |   | | | | Current liabilities:|   Ã‚  | | | |   | | | |Accounts payable|   Ã‚  | $| 43|   |   | $| 63|   Ã‚  | Platform partners payable|   Ã‚  |   | 153|   Ã‚  |   |   | 171|   Ã‚  | Accrued expenses and other current liabilities|   Ã‚  |   | 441|   |   |   | 296|   Ã‚  | Deferred revenue and deposits|   Ã‚  |   | 85|   |   |   | 90|   Ã‚  | Current portion of capital lease obligations|   Ã‚  |   | 312|   |   |   | 279|   Ã‚  | |   Ã‚  |   |   |   |   | à ‚  |   |   | Total current liabilities|   Ã‚  |   | 1,034|   Ã‚  |   |   | 899|   Ã‚  | Capital lease obligations, less current portion|   Ã‚  |   | 394|   Ã‚  |   |   | 398|   Ã‚  | Other liabilities|   Ã‚  |   | 191|   |   |   | 135|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |Total liabilities|   Ã‚  |   | 1,619|   |   |   | 1,432|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Stockholders’ equity:|   Ã‚  | | | |   | | | | Convertible preferred stock, $0. 000006 par value, issuable in series; no shares and 569  million shares authorized as of June 30, 2012 and December 31, 2011, respectively, no shares and 543  million shares issued and outstanding as of June  30, 2012 and December  31, 2011, respectively|   Ã‚  |   | 0|   |   |   | 615|   Ã‚  | Common stock, $0. 00006 par value; 5,000  million and 4,141  million Class  A shares authorized as of June  30, 20 12 and December  31, 2011, respectively, 641  million and 117  million shares issued and outstanding as of June  30, 2012 and December  31, 2011, respectively, including 1  million outstanding shares subject to repurchase as of June  30, 2012 and December  31, 2011; 4,141  million Class B shares authorized, 1,501  million and 1,213  million shares issued and outstanding as of June  30, 2012 and December  31, 2011, respectively, including 2  million outstanding shares subject to repurchase, as of June  30, 2012 and December  31, 2011|   Ã‚  |   | 0|   Ã‚  |   |   | 0|   Ã‚  | Additional paid-in capital|   Ã‚  |   | 11,684|   |   |   | 2,684|   Ã‚  | Accumulated other comprehensive loss|   Ã‚  |   | (29| )  |   |   | (6| )  | Retained earnings|   Ã‚  |   | 1,654|   |   |   | 1,606|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Total stockholders’ equity|   Ã‚  |   | 13,309|   |   |   | 4,899|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Total liabilities and stockholders’ equity|   Ã‚  | $| 14,928|   |   | $| 6,331|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   | Revenue|   Ã‚  | $| 1,184|   |   | $| 895|   |   | $| 2,242|   Ã‚  |   | | 1,626|   Ã‚  | Costs and expenses:|   Ã‚  | | | |   | | | |   | | | |   | | | | Cost of revenue|   Ã‚  |   | 367|   Ã‚  |   |   | 210|   |   |   | 644|   Ã‚  |   |   | 377|   | Marketing and sales|   Ã‚  |   | 392|   Ã‚  |   |   | 96|   |   |   | 535|   Ã‚  |   |   | 158|   | Research and development|   Ã‚  |   | 705|   Ã‚  |   |   | 99|   |   |   | 858|   Ã‚  |   |   | 156|   | General and administrative|   Ã‚  |   | 463|   Ã‚  |   |   | 83|   |   |   | 567|   Ã‚  |   |   | 140|   | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Total costs and expenses|   Ã‚  |   | 1,927|   Ã‚  |   |   | 488|   |   |   | 2,604|   Ã‚  |   |   | 831|   | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | (Loss) income from operations|   Ã‚  |   | (743| )  |   |   | 407|   |   |   | (362| )  |   |   | 795|   | Interest and other income (expense), net:|   Ã‚  | | | |   | | | |   | | | |   | | | | Interest expense|   Ã‚  |   | (10| )  |   |   | (9| )  |   |   | (24| )  |   |   | (17| )  | Other income (expense), net|   Ã‚  |   | (12| )  |   |   | 1|   Ã‚  |   |   | 3|   Ã‚  |   |   | 19|   | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | (Loss) income before benefit from (provision for) income taxes|   Ã‚  |   | (765| )  |   |   | 399|   |   |   | (383| )  |   |   | 797 |   | Benefit from (provision for) income taxes|   Ã‚  |   | 608|   Ã‚  |   |   | (159| )  |   |   | 431|   Ã‚  |   |   | (326| )  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Net (loss) income|   Ã‚  | $| (157| )  |   | $| 240|   |   | $| 48|   Ã‚  |   | $| 471|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Less: Net income attributable to participating securities|   Ã‚  |   | 0|   Ã‚  |   |   | 81|   Ã‚  |   |   | 21|   Ã‚  |   |   | 160|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Net (loss) income attributable to Class  A and Class B common stockholders|   Ã‚  | $| (157| )  |   | $| 159|   |   | $| 27|   Ã‚  |   | $| 311|   | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | (Loss) earnings per share attributable to Class  A and Class B common stockholders:|   Ã‚  | | | |   | | | |   | | | |   | | | | Basic|   Ã‚  | ($| 0. 08| )  |   | $| 0. 12|   Ã‚  |   | $| 0. 02|   Ã‚  |   | $| 0. 25|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Diluted|   Ã‚  | ($| 0. 08| )  |   | $| 0. 11|   Ã‚  |   | $| 0. 02|   Ã‚  |   | $| 0. 22|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Weighted verage shares used to compute (loss) earnings per share attributable to Class  A and Class B common stockholders:|   Ã‚  | | | |   | | | |   | | | |   | | | | Basic|   Ã‚  |   | 1,879|   Ã‚  |   |   | 1,292|   Ã‚  |   |   | 1,613|   Ã‚  |   |   | 1,267|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Dil uted|   Ã‚  |   | 1,879|   Ã‚  |   |   | 1,510|   Ã‚  |   |   | 1,792|   Ã‚  |   |   | 1,499|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Share-based compensation expense included in costs and expenses:|   Ã‚  | | | |   | | | |   | | | |   | | | | Cost of revenue|   Ã‚  | $| 66|   Ã‚  |   | $| 3|   Ã‚  |   | $| 71|   Ã‚  |   | $| 3|   Ã‚  | Marketing and sales|   Ã‚  |   | 232|   Ã‚  |   |   | 11|   Ã‚  |   |   | 251|   Ã‚  |   |   | 11|   Ã‚  | Research and development|   Ã‚  |   | 545|   Ã‚  |   |   | 35|   Ã‚  |   |   | 605|   Ã‚  |   |   | 39|   Ã‚  | General and administrative|   Ã‚  |   | 263|   Ã‚  |   |   | 15|   Ã‚  |   |   | 282|   Ã‚  |   |   | 18|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Total share-based compensation ex pense|   Ã‚  | $| 1,106|   Ã‚  |   | $| 64|   Ã‚  |   | $| 1,209|   Ã‚  |   | $| 71|   | | Three  Months  Ended June  30,|   |   Ã‚  | Six  Months   Ended June  30,|   |   Ã‚  | 2012|   |   | 2011|   |   Ã‚  | 2012|   |   | 2011|   | Net (loss) income|   Ã‚  | $| (157| )  |   | $| 240|   |   Ã‚  | $| 48|   Ã‚  |   | $|   471|   Ã‚  | Other comprehensive (loss) income:|   Ã‚  | | | |   | | | |   Ã‚  | | | |   | | | | Foreign currency translation adjustment|   Ã‚  |   | (21| )  |   |   | 0|   Ã‚  |   Ã‚  |   | (22| )  |   |   | 1|   Ã‚  | Change in unrealized gain (loss) on available-for-sale investments, net of tax|   Ã‚  |   | (1| )  |   |   | 0|   Ã‚  |   Ã‚  |   | (1| )  |   |   | 0|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   Ã‚  |   |   |   |   |   |   |   | Comprehensive (loss) income|   Ã‚  | $| (179| )  |   | $| 240|   Ã‚  |   Ã‚  | $| 25|   Ã‚  |   | $| 472|   Ã‚  | |   Ã‚  |   |   |   |   |   |   |   |   Ã‚  |   |   |   |   |   |   |   | Figure #: Financial Statement (Sources: United States Securities And Exchange Commission, Form 10-Q, For the quarterly period ended June 30, 2012) Looking at the Financial Statement of Facebook Inc above we can calculate the current ratio on June 30, 2012 and compare it with December 31, 2011's ratio. We can calculate the 2011 ratio by using Total Asset of $6,331 million divided by Total Liabilities of $1,432 million equals $4. 42 million. And we can also find out the current ratio of Facebook Inc on June 30, 2012 by using the Current Assets of $11,976 million divided by Current Liabilities of $1,916 million equals $6. 25 million.Financial StatementsAs we can see the just in six months Facebook Inc's ratio increased almost by 70%. 7. 2 Active Users Figure #: Trends in Facebook User Metrics, Daily Active Users(Sour ces: United States Securities And Exchange Commission, Form 10-Q, For the quarterly period ended June 30, 2012) The graph above showed us how Facebook Inc increased their ratio almost 70% in just six months. As we can see Daily Active Users Worldwide had increased from 108 million to 552 million users. Facebook Inc define a daily active users as a registered Facebook user who logged in and visited Facebook through the Facebook website or through a device that can connect with Facebook.Facebook Inc check DAU (Daily Active Users) everyday. In Figure # we can see that the Worldwide DAUs increased 32% from 417 million users on June 2011 to 552 million users on June 2012. Most of the users now can log into Facebook through mobile device and Facebook Inc has already realized that. March 31, 2012, DAU's increased from 526 million to 552 million because of the increase of mobile users. 7. 3 Competitor The biggest competitor for Facebook is Twitter. The reason is that because many celebritie s like to use Twitter to connect with their fans. Twitter has not only become a well known social network but yet a tool for celebrities to do advertisement.In the United States presidential election of 2012, President Barack Obama used Twitter to connect with his fans. Figure #: Twitter Total Active Users, Worldwide (Source: Business Wired 2012) Even though Twitter is one of the threats for Facebook, but from the figure # we can clearly see the big difference that the two company have. On March 31, 2012 Facebook has 526 million active users worldwide, and Twitter only has 200 million active users worldwide. Facebook clearly beat Twitter. 7. 4 Facebook's Stock Markets Even though Facebook beat Twitter in the social network markets, but it has clearly not beat anyone in the stock markets. Below is the graph for Facebook's stock markets.Figure #: Facebook Stock Market graph, June 2011-December 2012 (Sources: United States Securities And Exchange Commission, Form 10-Q, For the quarterl y period ended June 30, 2012) Facebook opened its stock markets with $31 per stock on May 18, 2011 and on November 16, 2012 it has closed with $23. 56 per stock. Facebook's stock market did not increase as we can see through Facebook. Below is the graph why it has dropped dramatically. Figure #: Facebook's Revenue Makeup, 2012 (Business Insider 2012) As the graph shows that Facebook Inc spent most of their money in Advertising the market instead of using the money to pay off their Payments and Other.Although Facebook will continue to increase their active users due to mobile services, but if users growth flattens or decline, the impact of these increase have on Facebook's revenue growth will be limited for sure. Sources: Financial Statement : http://www. sec. gov/Archives/edgar/data/1326801/000119312512325997/d371464d10q. htm#tx371464_3 Daily Active Users: http://www. sec. gov/Archives/edgar/data/1326801/000119312512325997/d371464d10q. htm Twitter Active Users: http://blog. business wire. com/tag/social-media/ Facebook Stock Markets http://tmx. quotemedia. com/charting. php? qm_symbol=FB:US Facebook's Revenue Makeup: http://www. businessinsider. com/facebook-users-decline-2012-8

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