People Who Go To The Gym Essays - Anti-war, Conscience, Nonviolence

People who go to the Gym: There are many health conscience people today. Many of these people also enjoy working out in the gym. There are three groups of people that go to the gym. These groups are The one timers, The buddies only, and The dedicated. There is the group of people who are considered ?The one timers. This is the group of people who are trying to be health conscience. Often this is the group of people who make it a New Year resolution to make there life healthy. There first step is to get a membership at a gym. The first step is usually followed through. ?The one timers? often make it to the gym the day after they join and do not return due to the lack of motivation. Then there is the group who are known as ?The buddies only?. These are the people who join a gym only if they know someone who has a membership at the same gym. This is often due to the thought that working out alone would not be motivating and boring. The buddies only is a large majority of those who are at a gym. Many people enjoy working out with a companion and will only go to the gym with another buddy. The most health conscience group of all is ?The dedicated?. This is the group of people who will go to the gym no matter what conditions. These people have a set schedule to go to the gym in their life. The dedicated have plenty of motivation and could care less to go with a ?buddy?. This is often the most admired group in the gym. Being health conscience seems like an easy part of life but not everyone can be dedicated?. When it comes to going to the gym there are many excuses that a person may have. Within the three groups there are only two groups that people want to belong to. These two groups would be The buddies only, and ?The dedicated.

Long

Long The unstable operating environment in the United States, especially in the 1990s has made hospitals that provide long-term care services to diversify their products as well as services offered to capture ardently the ever-changing long-term care market. The University of Rochester Medical Center (2010) sees this as arising from the dynamic changing demographic and economic pressures (Para. 9).Advertising We will write a custom essay sample on Long-Term Care Diversification specifically for you for only $16.05 $11/page Learn More The hospitals have to enhance their financial stability while still ensuring enormous competitive edge in attempts to enter into new markets. A sure way to do this is to engineer a range of long-term care products from which customers can chooses. With reference to All about Long Term Care (2010), Diversification of long-term care among hospitals has been received with critics (Para. 7). However, the chief determinate criteria, on wh ether the hospitals should result to specialized long-term care services provision or continue with the current trend lie squarely on the capacity of the perceived diversification advantages and disadvantages Advantages Diversification of long-term care services has the advantages of organizational, community and market improvements. The community and its needs vary. Referring to Medicare (2010) by diversifying the long-term care services, the health centers ensure that their risks are spread along the various possible alternatives, which come with different charges (Para. 5). The risk that is evaded by most organizations and the health centers is that of offering certain care services, which might only prove to be demanded by the opulent only hence screening out the largest number: mainly comprised of the middle income earners. The health centre also have got the desires to escape rigid competition given that numerous long term care providers have opened doors both in private and p ublic practice. According to Center for Medicare Medicaid Services (2010), looking at the various needs that might arise consecutively especially as age advances; the elderly might be required to be put under various long-term care services (Para. 10). For instance, take an example Mr. Smith, who happens to be an elderly man. As his independence begins to decline, he demands to have assistance in performing his daily chores. The first service that he might demand is provision of ready meals when he starts experiencing troubles in making them. As time progresses, he maybe forgetting to take up his medication and possibly have trouble while walking around the house alone.Advertising Looking for essay on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More Furthermore, as the age progresses, Mr. Smith will find himself lonely and the alternative is to change home. The evolution of these long-term care needs involves diffe rent care services, which are consecutively: home based and community services and residential home care services. A long care service provider with diversified care services is more likely to be beneficial for Mr. Smith’s scenario since all the products can be catered for under a single policy established by the facility. More often than not, if these services are obtained from a single organization, the services are likely to be a little bit cheaper for Mr. Smith. Disadvantages Health care industry especially if dominated by privately established organizations is subject to general business dynamics. Diversifying therefore, given that it calls for concentration of different products by a single organization, has the capacity to foster dilution of the quality of the provided services. Another problem with diversification is the need of many nursing care providers required by an organization since licensing is done for specific areas of specialty. This problem is particularly escalated for private establishments that mostly are characterized by low operating funds levels. Even for large long-term care providers, a disadvantage of inadequate experience in all specialties of long care services exists especially at the top management level. This is essentially due to the reason that diversification of services requires to be accompanied by diversification of knowledge and skills levels especially to those who are in charge of everyone else. Reference List All about Long Term Care. (2010). Cost of Long-term Care. Web. Center for Medicare Medicaid Services. (2010). Regulations and guidance. Web.Advertising We will write a custom essay sample on Long-Term Care Diversification specifically for you for only $16.05 $11/page Learn More Medicare. (2010). Health and Human Services: Types of Long-Term Care. Web. University of Rochester Medical Center. (2010). Types of Long Term Care Facilities. Web.

Lower Quadrant Sport Injuries - Rehabilitation program for Grade 2+ Essay

Lower Quadrant Sport Injuries - Rehabilitation program for Grade 2+ Adductor Muscle Strain - Essay Example He was afraid to make movements and told the physiotherapist that he had lost his confidence in his ability to return to his previous level of sporting activity. I checked if the groin muscles of the patient were tightened due to the injury. The muscles usually tighten the next day after the strain. The intensity of pain was checked in the groin area where the adductor muscles are located. Swelling and bruising was checked which was present. Then I checked for contraction of adductor muscles by squeezing the legs of the patient together. I was not able to contract his adductor muscles and a gap was felt in the adductor muscles. He felt pain and discomfort on stretching the muscle (Knaniik T., Tones B, Bauman C, et al). Pathophysiology The hip adductor is a group of powerful muscles which acts to pull the legs together. There are five adductor muscles namely: pectineus muscles, brevis muscles and longus muscles (these are the short adductors that go from the pelvis to the thigh bones) , Magnus muscles and Gracilis muscles (these are the long adductors which go from pelvis to the knee). These muscles are innervated by the obturator nerve except pectineus muscle which is innervated by the femoral nerve(L2- L4) and the Magnus adductor is also innervated by the tibial nerve (L4- LS )The groin strain on the hip adductors could rapture any of the muscles. (Fry, Bruce, F. 2009). I informed the patient that he had grade 2 Adductor muscle strain as he had swelling, bruisung and felt pain when it was touched. He was not able to run the way he used to before but could walk with some support till his torn muscles joined again. He was told that it would take four to five weeks for him to return to his sports activity. In grade 1 strain, a person feels mild discomfort, slight tenderness but swelling is not present. In grade 3 strain, a person presents with lots of swelling and in not capable of running or even making slight motions. A groin strain is a partial tear of the sma ll fibers of the adductor muscles. The adductors are a group of three muscles located on the inner side of the thigh. They start in the groin area and run down the inner thigh to attach to the inner side of the knee. http://www.sportsinjuryclinic.net/cybertherapist/front/frontthigh/adductorinflam.htm Before the start of the treatment I asked the patient to get a MRI scan done for me along with his physician to study the depth of the injury and thus plan the treatment according to the severity of the injury to the muscles. After examining the groin area with the help of X-Rays and movement of the muscles, the footballer was advised ultra sound treatment by ultrasound therapists. Ultrasound Therapy Ultrasound therapies are used by therapists to treat soft tissue injuries. The therapist used ultrasonic waves (sound waves of a high frequency). The waves were then moved over the surface of the skin in the area affected by the injury. A special ultrasound gel was placed on the skin to ens ure maximal contact between the treatment head (the instrument producing the waves) and the surface of the skin. The benefits of ultrasound therapy include reduction of the healing time of the soft tissue injuries. It fastens the normal resolution time of the inflammatory process by gathering more mast cells at the site of injury. The application of ultrasound is not advised immediately after injury as it may cause an increase in blood flow. Increased blood flow is beneficial in the sub-acute phase of tissue injury. Ultrasound treatment is advantageous for patients with strains as it stimulates the production of more collagen which is the main protein component in soft tissue such as tendons and ligaments. This way there is acceleration in the proliferative phase of tissue healing. The treatment through

Discuss the Frankfurt School's analysis of popular culture Essay

Discuss the Frankfurt School's analysis of popular culture - Essay Example Till 19th Century the meaning of the term ‘popular’ was considered to have negative connotations, but now in modern world the word popular means something which is widely known by and is accepted. Popular culture represents not only the elite class but something which is also represented in common people too. High cultural values have been associated with things like music, art, ballroom dancing, opera, and theater etc. and these values are related to them because in the past these activities were only undertaken by those further towards the top of the socio economic ladder, but now the term popular culture is considered versatile, but rather popular culture has become a part of every society and has made its impact everywhere. (litnotes n.d.) Popular culture was not generated within one society but it is actually the growth of ideas and modern thoughts, which ended up with the term pop culture. Popular culture had emerged with many other cultures and has become a part o f the original society. Now to separate these new thoughts and values from actual culture and society is impossible, so we can say that popular culture is actually a growing awareness and interest of people which has become a part of them. Popular culture through media has influenced our way of living. Pop culture is defined by the music we listen to, the programs we watch and the way we dress. The whole society is influenced by things which are shown on their national televisions and what they promote and show. Their culture is influenced by norms and trends which are shown in programs, the type of music, the lyrics, their dressing style and everything which comes on air. Popular culture is also often considered as a trivial and that is why popular culture faces much criticism from non-mainstream groups of people such as religious communities. Countercultural groups are clusters which think that popular culture is superficial and has corrupted the society. Mass media and popular cu lture are two sides of one coin. Mass media has made the greatest impact on reincarnation and modification of culture. Through media existence cultures are gradually modifying. Media programs and advertisements have made a great impact on cultural values of the society. It has influenced our language, interests, festivals and norms. They are overall influenced by the effects of mass media which basically is known as pop culture. The term enculturation is used for the process in which individuals in society learn and absorb cultural traditions. This enculturation has become a part of the society and culture which are valued and practiced by people in the society. (Merriam-Webster, 2007) The pop culture through enculturation is being popularised through different mass media mediums like television, radio, advertisements, newspaper, magazines, live programs and all other things related to mass media and internet as well. Many things have become a part of our lifestyle and are related t o our culture because they are promoted on our local national televisions. If we look at the roots then they haven’t been the part of our actual cultural rituals or norms. The culture is modified by media as media is a greatest source of entertainment and information in today’s world. So many influences of pop culture are the same on different societies. These programs have influenced the mind of the masses and the ideas promoted in them

Mergers Essay Example | Topics and Well Written Essays - 1500 words

Mergers - Essay Example Ravenschaft and Scherer (1987) state that firms will merge because they think that this will result into an increase in efficiency in the new firm formed after merging. Efficiency is expected to rise after the increase in capital, sharing of expertise, elimination of duplicate processes in production and the realization of economies of scale. All these advantages associated with mergers will influence firms to merge, however according to Hughes (1989) mergers may not lead to the realization of efficiency and they may lead to even increased inefficiencies in the firm. Firms will merge in order to gain market power, market power increases where firms that merge are in the same industry and produce the same products in the market and when they merge they form a monopolistic firm which controls the prices and the quantity produced. The firms will also merge as a way to increase their competitive advantages over their rivals and this makes the new firm a market leader, however this may not be the case where government policies may restrict firms to form monopolistic market forms where the firms controls the prices and quantity produced. Firms have different levels of market share in the market, when the firms merge they form one big firm those market share is equal to the sum of both firms market share, as a result the market share increases and this acts as a motivating factor for firms to merge. The reason why a larger market share is preferred is because a firm will realize economies of scale, increase sales volume, increase sales revenue and therefore increase profits earned. Tax advantages: Firms will also merge in order to gain a tax advantage, all firms will pay tax to the government depending on the level of profits they have acquired, and firms will therefore merge with loss making firms as a way of reducing their tax burden. However in most countries this has been discouraged where policies have been put in place to limit the act of profit making firms shopping for loss making firms to gain tax advantages. Diversification: According to Henry (2000) firms will also merge as a way to smooth earnings, smooth earning results into a smooth stock price over time and therefore investors are attracted to invest in the companies stocks. When two firms merge their earnings and stock prices are more stable and this increases investor confidence and therefore realize increased capital base from investors equity. Increasing geographical coverage: Firms will merge as a way of increasing their geographical coverage, example two law firms namely the Battle and Booth company and the Mack and McLean company merged in order to increase their geographical coverage and therefore offer their services to a larger population, this is because when firms merge they form a larger com-any and the large company is able to invest more and diversify than a small company. Sharing of expertise and technological integration: Firms will gain expertise and gain from mergers, managers and other experts share ideas and this helps in improving the efficiency and also the productivity of a firm, this sharing is made possible when firms merge but this would not have been possible when the

Foundations Of Organization Structure

Foundations Of Organization Structure (b; Easy; p. 452-453) 4. The degree to which tasks are subdivided into separate jobs is termed: a. departmentalization.b. decentralization. c. work specialization. d. structure.(c; Moderate; p. 452-453) 5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high: a. departmentalization. b. decentralization. c. work specialization. d. structuralization. (c; Moderate; p. 453) 6. For much of the first half of the 20th century, managers viewed _____ as an unending source of increased productivity. a. departmentalization b. formalization c. work specialization d. automation (c; Moderate; p. 454) 7. Which one of the following components of organizational structure specifically defines where decisions are made? a. complexity/simplicity b. formalization/informalization c. centralization/decentralization d. specialization/enlargement (c; Moderate; Exh 15-1; p. 453) 8. The basis by which jobs are grouped together is termed: a. departmentalization. b. bureaucracy. c. specialization. d. centralization. (a; Easy; Exh. 15-1; p. 453) 9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of: a. departmentalization. b. specialization. c. centralization. d. bureaucracy. (a; Moderate; p. 454) 10. One of the most popular ways to group activities is by: a. product. b. function. c. geography. d. process. (b; Challenging; p. 454) 11. Proctor Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by: a. function. b. process. c. geography. d. product. (d; Easy; p. 455) 12. A plant manager who organizes the plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization. a. target customer b. product c. functional d. geographic (c; Moderate; p. 454) 13. _____ departmentalization achieves economies of scale by placing people with common skills and orientations into common units. a. Functional b. Process c. Product d. Geographic (a; Moderate; p. 454) 14. At an Alcoa aluminum tubing plant in New York, production is organized into five departments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is a. functional departmentalization. b. process departmentalization. c. product departmentalization. d. none of the above. (b; Moderate; p. 455) 15. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed: a. chain of command. b. authority. c. span of control. d. unity of command. (a; Moderate; p. 456) 16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed: a. chain of command. b. authority. c. power. d. unity of command. (b; Moderate; p. 456) 17. The _____ principle helps preserve the concept of an unbroken line of authority. a. span of control b. chain of command c. unity of command d. centralization (c; Moderate; p. 456) 18. The _____ principle states that a person should have one and only one superior to whom he or she is directly responsible. a. span of control b. chain of command c. unity of command d. authority (c; Moderate; p. 456) 19. The _____ refers to the number of subordinates a manager can efficiently and effectively direct. a. span of control b. unity of command c. chain of command d. decentralization principle (a; Moderate; p. 456) 20. Which of the following is a drawback of a narrow span of control? a. It reduces effectiveness. b. It is more efficient. c. It encourages overly tight supervision and discourages employee autonomy. d. It empowers employees. (c; Challenging; p. 457) 21. Which of the following is not a drawback of a narrow span of control? It is expensive. It makes vertical communication in the organization more complex. Supervisors may loose control of their employees. It encourages overly tight supervision. (c; Challenging; p. 457) 22. The trend in recent years has been toward: narrower spans of control. wider spans of control. a span of control of four. an ideal span of control of six to eight. (b; Moderate; p. 457) 23. If you have a narrow span of control, you have a(n) _____ organization. efficient short tall matrix (c; Moderate; p. 457) 24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees. Wider spans of control Narrower spans of control Matrix structures Simple structures (a; Moderate; p. 457) 25. The best definition for centralization is: decision making is pushed down to lower level employees. decision making is concentrated at a single point in the organization. decision making depends on the situation. decision making is done in each department and then sent to the president for the final decision. (b; Moderate; p. 458) 26. In an organization that has high centralization: a. the corporate headquarters is located centrally to branch offices. b. all top level officials are located within the same geographic area. c. top managers make all the decisions and lower level managers merely carry out directions. d. action can be taken more quickly to solve problems. (c; Moderate; p. 457-458) 27. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _____ there is. a. centralization b. decentralization c. work specialization d. departmentalization (b; Moderate; p. 458) 28. If a job is highly formalized, it would not include which of the following? a. clearly defined procedures on work processes b. explicit job description c. high employee job discretion d. a large number of organizational rules (c; Moderate; p. 458) 29. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes are consistent with: a. high formalization. b. high specialization. c. high centralization. d. bureaucracy. (a; Moderate; p. 458) 30. Employee discretion is inversely related to: a. complexity. b. standardization. c. specialization. d. departmentalization. (b; Challenging; p. 458-459) Common Organizational Designs 31. Which of the following is not a common organizational design? simple structure bureaucracy centralized structure matrix structure (c; Moderate; p. 459) 32. The _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. a. bureaucracy b. matrix organization c. simple structure d. team structure (c; Moderate; p. 460) 33. Which one of the following is consistent with a simple structure? a. high centralization b. high horizontal differentiation c. high employee discretion d. standardization (a; Moderate; p. 460) 34. The ____ is a flat organization. bureaucracy centralized structure matrix structure none of the above (d; Moderate; p. 460) 35. Simple structures are characterized by: a. shared authority. b. a narrow span of control. c. standardization. d. a low degree of departmentalization. (d; Moderate; p. 460) 36. This is most widely practiced in small businesses. simple structure standardization centralized structure span of control (a; Easy; p. 460) 37. The bureaucracy is characterized by all of the following except: a. highly routine operating tasks. b. formalized rules and regulations. c. tasks that are grouped into functional departments. d. decentralized decision making. (d; Moderate; p. 461) 38. The key underlying all bureaucracies is: a. flexibility. b. standardization. c. dual lines of authority. d. wide span of control. (b; Easy; p. 460) 39. The ____ is characterized by highly routine operating tasks achieved through specialization. simple structure bureaucracy centralized structure matrix structure (b; Moderate; p. 461) 40. The strength of the simple structure lies in its: efficiency. simplicity. centralization. span of control. (b; Easy; p. 460) 41. Which of the following is not a weakness of the simple structure? It is risky. information overload There is little unity of command. slower decision making (c; Moderate; p. 460) 42. The structure that creates dual lines of authority and combines functional and product departmentalization is the: a. organizational structure. b. bureaucracy. c. matrix structure. d. virtual organization. (c; Moderate; p. 462) 43. The matrix structure combines which two forms of departmentalization? a. process and functional b. functional and product c. product and process d. none of the above (b; Challenging; p. 462) 44. The _____ violates the unity of command concept. a. simple structure b. virtual structure c. matrix structure d. team structure (c; Challenging; p. 462) 45. Which one of the following problems is most likely to occur in a matrix structure? a. decreased response to environmental change b. decreased employee motivation c. loss of economies of scale d. employees receiving conflicting directives (d; Moderate; p. 463) 46. The strength of the matrix structure is its: a. ability to facilitate coordination. b. economies of scale. c. adherence to chain of command. d. standardization. (a; Moderate; p. 463) 47. The major disadvantage of the matrix structure is: a. the confusion it creates. b. its propensity to foster power struggles. c. the stress it places on individuals. d. all of the above (d; Challenging; p. 463) New Design Options 48. The primary characteristics of the _____ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team. a. virtual b. team c. boundaryless d. organizational (b; Moderate; p. 463-464) 49. In larger organizations, the team structure complements what is typically a: virtual organization. bureaucracy. formal structure. boundaryless organization. (b; Challenging; p. 464) 50. A small, core organization that outsources major business functions is the _____ organization. a. team b. virtual c. boundaryless d. matrix (b; Moderate; p. 464) 51. The ____ is also called the network or modular organization. virtual organization team structure pyramid boundaryless organization (a; Moderate; p. 464) 52. The prototype of the virtual structure is todays: appliance manufacturers. movie-making organizations. fast-food restaurants. software companies. (b; Challenging; p. 464) 53. The major advantage of the virtual organization is its: a. control. b. predictability. c. flexibility. d. empowerment. (c; Moderate; p. 465) 54. The _____ organization stands in sharp contrast to the typical bureaucracy that has many vertical levels of management and where control is sought through ownership. a. virtual b. team c. limitless d. matrix (a; Moderate; p. 465) 55. The boundaryless organization relies heavily on: information technology. functional and product departmentalization. the simple structure. none of the above. (a; Moderate; p. 466) 56. An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams is the: a. virtual organization. b. boundaryless organization. c. matrix organization. d. team structure. (b; Moderate; p. 466) 57. The one common technological thread that makes the boundaryless organization possible is: a. reengineering. b. MBAs. c. networked computers. d. mainframes. (c; Moderate; p. 468) Why Do Structures Differ? 58. The _____ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization. a. mechanistic model b. organic model c. traditional model d. bureaucracy organization (a; Moderate; p. 468) 59. Which of the following is not a characteristic of a mechanistic structure? a. extensive departmentalization b. high formalization c. limited information network d. flexibility (d; Easy; p. 468) 60. If there is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n): a. simple structure. b. mechanistic structure. c. organic structure. d. stable structure. (c; Challenging; p. 468-469) 61. All of the following are characteristics of the organic model except: a. cross-functional teams. b. cross-departmentalization. c. cross-hierarchical teams. d. high participation. (b; Moderate; p. 468-469) 62. Which of the following is not a determinant of an organizations structure? strategy organization size innovation technology (c; Moderate; p. 469-472) 63. Changes in corporate strategy precede and lead to: a. changes in the environment. b. better communication. c. increased productivity. d. changes in an organizations structure. (d; Challenging; p. 469) 64. A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy. a. innovation b. enhancement c. progressive d. organic (a; Moderate; p. 469) 65. The innovation strategy is characterized by: a. unorthodox structures. b. a mixture of loose with tight properties. c. low specialization and low formalization. d. high technology. (c; Moderate; p. 469) 66. _____ refers to how an organization transfers its inputs into outputs. Production Technology Operations Process (b; Challenging; p. 470) 67. Which of the following is not part of the organizations environment? public pressure groups customers technology competitors (c; Moderate; p. 471) 68. The _____ of an environment refers to the degree to which it can support growth. a. capacity b. qualifications c. potential d. capability (a; Moderate; p. 472) 69. _____ refers to the degree of instability of an environment. a. Instability b. Volatility c. Irregularity d. Unpredictability (b; Moderate; p. 472) 70. Three key dimensions to any organizations environment have been found. Which of the following is not one of these key dimensions? a. volatility b. capability c. complexity d. capacity (b; Moderate; p. 472) 71. The _____ of an environment refers to the degree of heterogeneity and concentration among environmental elements. a. density b. simplicity c. complexity d. intricacy (c; Moderate; p. 472) Organization Designs and Employee Behavior 72. Which of the following generalizations about organizational structures and employee performance and satisfaction is most true? a. There is fairly strong evidence linking decentralization and job satisfaction. b. It is probably safe to say that no evidence supports a relationship between span of control and employee performance. c. The evidence generally indicates that work specialization contributes to lower employee productivity. d. No one wants work that makes minimal intellectual demands and is routine. (b; Challenging; p. 474) 73. There is research evidence to suggest that: a. employees with high self-esteem are more satisfied with decentralized organizations. b. a managers job satisfaction increases along with the number of employees he or she supervises c. centralized organizations tend to have more satisfied employees. d. a managers job satisfaction is inversely related to the number of employees he or she supervises (b; Challenging; p. 474) TRUE/FALSE 74. Organizations have different structures, but the structure has little bearing on employee attitudes and behavior. (False; Easy; p. 452) What is Organizational Structure? 75. Specialization defines how job tasks are formally defined, grouped, and coordinated. (False; Moderate; p. 452) 76. Managers need to address six key elements when they design their organizations structure: work specialization, departmentalization, chain of command, chain of control, centralization and decentralization, and formalization. (False; Challenging; p. 452) 77. The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization. (False; Moderate; p. 452-453) 78. Work specialization and division of labor are the same thing. (True; Easy; p. 452-453) 79. Work specialization may result in employee boredom, stress, and absenteeism. (True; Easy; p. 454) 80. For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity. (False; Moderate; p. 454) 81. The strength of functional departmentalization is putting similar specialists together. (True; Moderate; p. 454) 82. Only one form of departmentalization can effectively be implemented in an organization at a time. (False; Moderate; p. 455) 83. The inherent right in a managerial position to give orders and expect the orders to be obeyed is termed power. (False; Moderate; p. 456) 84. Departmentalization answers questions for employee such as To whom do I go if I have a problem? (False; Moderate; p. 456) 85. The unbroken line of authority that extends from the top of the organization to the lowest echelon is termed the command line of authority. (False; Easy; p. 456) 86. The principle of unity of command suggests that managers should support one another. (False; Easy; p. 456) 87. The trend in recent years has been toward wider spans of control. (True; Easy; p. 457) 88. Span of command determines the number of levels and managers an organization has. (False; Moderate; p. 456) 89. All things being equal, the wider or larger the span, the more profitable the organization. (False; Challenging; p. 456) 90. Flat organizational structures result from narrow spans of control. (False; Challenging; Exh. 15-3; p. 457) 91. Narrow spans of control can result in lack of supervision, causing performance to suffer. (False; Moderate; p. 457) 92. Having too many people report to you can undermine your effectiveness. (True; Easy; p. 457) 93. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more decentralized the organization. (True; Moderate; p. 458) 94. A decentralized organization is more likely to result in a feeling of alienation by employees than a centralized organization. (False; Challenging; p. 458) 95. There has been a marked trend toward centralized decision making. (False; Moderate; p. 458) 96. Increase in the number of rules and regulations results in increased formalization. (True; Easy; p. 458-459) 97. The greater the formalization, the more input an employee has into how his or her work is done. (False; Challenging; p. 458) 98. Autonomy and formalization are positively related. (False; Moderate; p. 458) Common Organizational Designs 99. The simple structure is flexible and inexpensive to maintain, but the chain of command is often ambiguous. (False; Moderate; p. 460) 100. The strength of the bureaucracy lies in its ability to perform standardized activities. (True; Challenging; p. 461) 101. A major strength of the simple structure is that it easily adapts to any size organization. (False; Challenging; p. 460) 102. The simple structure is risky. (True; Challenging; p. 460) 103. Standardization is the key that underlies the simple structure. (False; Easy; p. 460) 104. The matrix structure is characterized by highly routine operating tasks achieved through specialization. (False; Challenging; p. 461) 105. A major weakness of the bureaucracy is that it creates sub-unit conflicts. (False; Moderate; p. 462) 106. The bureaucracy is efficient only as long as employees confront problems that they have previously encountered. (True; Easy; p. 462) 107. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure. (True; Easy; p. 462) 108. The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities. (False; Moderate; p. 462) 109. The matrix structure facilitates the allocation of specialists. (True; Challenging; p. 462) 110. The major disadvantages of the matrix lie is that it creates sub-unit conflicts and that functional unit goals can override the organizational goals. (False; Challenging; p. 463) New Design Options 111. The team structure breaks down department barriers and decentralizes decision making. (True; Moderate; p. 463-464) 112. Often the team structure complements what is typically a bureaucracy. (True; Moderate; p. 464) 113. The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision. (False; Moderate; p. 463-464) 114. You have decided to hire a small shop to do all your duplicating and printing. This is an example of outsourcing. (True; Moderate; p. 465) 115. The matrix organization is also called the network or modular organization. (False; Challenging; p. 464) 116. The major advantage to the virtual organization is its flexibility. (True; Easy; p. 466) 117. The virtual organization is effective in obtaining organizational stability. (False; Moderate; p. 465-466) 118. Jack Welch coined the term virtual organization. (False; Easy; p. 466) 119. An organization that seeks to eliminate the chain of command is a boundaryless organization. (True; Easy; p. 466) 120. Status and rank are minimized in the borderless organization. (False; Challenging; p. 466) 121. Globalization is easier in a borderless organization. (False; Challenging; p. 466) 122. The technological thread that makes the boundaryless organization possible is networked computers. (True; Moderate; p. 468) Why Do Structures Differ? 123. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. (False; Easy; p. 468) 124. The boundaryless organization is an example of the organic model of organizational design. (True; Easy; p. 468) 125. Mechanistic structures are high in formalization. (True; Easy; p. 468) 126. Mechanistic structures have high participation in decision making. (False; Moderate; p. 468) 127. Strategy does not impact an organizations structure. (False; Easy; p. 469) 128. An innovation strategy works well only for the simple structure. (False; Moderate; p. 469) 129. An organization that controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a price-minimization strategy. (False; Moderate; p. 469) 130. An innovation strategy seeks to quickly move into new products or new markets after their viability has been proven. (False; Moderate; p. 469) 131. Size affects structure at a decreasing rate. (True; Challenging; p. 470) 132. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure. (False; Challenging; p. 470) 133. Technology refers to how an organization transfers its inputs into outputs. (True; Moderate; p. 470) 134. The three key dimensions to an organizations environment have been found to be: capacity, complexity, and technology. (False; Challenging; p. 472) 135. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements. (False; Challenging; p. 472) 136. The more scarce, dynamic, and complex the environment, the more organic a structure should be. (True; Challenging; p. 472) Organizational Designs and Employee Behavior 137. Research supports the notion that employees prefer an organic structure. (False; Moderate; p. 474) 138. The evidence generally indicates that work specialization contributes positively to productivity. (True; Easy; p. 473) 139. A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance. (True; Moderate; p. 474) 140. Organizations that are less centralized have a greater amount of participative decision making. (True; Easy; p. 474) SCENARIO-BASED QUESTIONS Application of: What is Organizational Structure? Consultants Exceptional has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. They believe that in order to adequately evaluate and understand the company, they need to understand the basic organizational structure. Then they will be able to recommend actions and changes based on that structure. 141. One of the questions you tell the trainees to ask is To what degree are tasks subdivided into separate jobs? This question addresses the issue of: a. formalization. b. work specialization. c. span of control. d. chain of command. (b; Moderate; Exh. 15-1; p. 453) 142. _____ is addressed by asking the question On what basis are jobs grouped together? a. Departmentalization b. Work specialization c. Centralization and decentralization d. Formalization (a; Challenging; Exh. 15-1; p. 453) 143. You instruct the trainees to ask about the degree of rules and regulations that direct employees and managers. You want to help them understand the: a. chain of command. b. degree of formalization. c. span of control. d. degree of departmentalization. (b; Moderate; Exh. 15-1; p. 453) Application of Departmentalization You have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering whether to group activities by function, product, process, geography, or customer. 144. You have decided that since you are a

Different Types of Digital Libraries Essay example -- Computer Technol

Digital libraries are libraries in which collections are stored in a digital format. A digital library has also been known as a virtual or electronic library. In this essay, different types of digital libraries will be compared. This essay will provide an in depth look at the many different digital library programs that have had a profound impact on the field of digital libraries. Archival formats will be explored. Techniques for the conversion of textbased formats into digital formats will be analyzed and compared. This essay will also uncover the pros and cons of a digital library compared to a traditional library. Suggestions for the future of digital libraries will also be considered. In 1945, Vannevar Bush had a vision. In his article, "As We May Think," he describes a technical fix for the information explosion that begun after World War II. Vannevar named this technical fix the Memex. The Memex was descibed as "a device in which an individual stores all his books, records and communications which is mechanized so that it may be consulted with exceeding speed and flexibility" (Bush, 1945). Vannevar was most certainly a visionary. His ideas were well before his time. His idea of the Memex can be considered the basis for digital libraries and maybe even the world wide web. In the 1980s, libraries card catalogs were being replaced by Online Public Access Catalogs (OPACs). These were usually closed systems that could contain little more than bibliographic data. Most OPACs were are done in Machine Readable Cataloging (MARC) format. It generally represents an individually published item or "information product," and describes the physical characteristics of the item itself (Brenner et al, 20... ... Materials. A Case for Full Information Capture. Digital Library Magazine. Digital Library Foundation (1995). America's Heritage: Mission and Goals for a Digital Library Federation. Retrieved April 25, 2007, from http://www.diglib.org/about/dlfcharter.htm American Memory, The Library of Congress. Mission and History. Retrieved April 24, 2007, from http://memory.loc.gov/ammem/about/index.html Morgan, E (2007). Alex Catalogue of Electronic Texts. Retrieved April 26, 2007, from http://www.infomotions.com/alex/ Alexandria Digital Library Project (2007). About ADL. Retrieved April 26, 2007, from http://www.alexandria.ucsb.edu/research/about/history.htm CSDL (2007). The Center for the Study of Digital Libraries. Texas A&M. Retrieved April 25, 2007, from http://www.csdl.tamu.edu/csdl/center/center.html

Components of Knowledge Systems

Components of a Knowledge Management System A Knowledge Management System (KMS) refers to either a technology-based or non-technical interconnected group of functions that have behaviour that enables or facilitates either (or a combination of) the discovery, capture, integration, sharing or delivery of the knowledge required by an organisation to meet its objectives. It can comprise a part of a Knowledge Management initiative or strategy to improve the utility of an organisation’s intellectual capital. A knowledge management system is inherently a soft open system. This means that boundaries are permeable and difficult to position.What may be useful to one person in one part of an organisation may be useless to someone else in another department. Any knowledge management initiative must therefore establish clear achievable goals that deliver benefits to the organisation, or a sub-set of the organisation, and take into account user and stakeholder requirements. The key principl e is that it must be useful and solve a problem. A successful knowledge management system is founded on a clear understanding of: ? ? ? ? ? what the organisation considers to be organisational knowledge; what the organisation’s knowledge goals are; here knowledge resides in an organisation, and its form; what knowledge components must be managed; and finally the absolutely central role of people in any system. The essential components of a Knowledge Management System can be seen in the model at Figure 1. Figure 1. Components of a Knowledge Management System The following table describes the components of a KMS. Component Description 1. Strategy A KMS should be part of a strategy that identifies the key needs and issues within the organisation, and provide a framework for addressing these. 1. 1. ProblemA problem or opportunity facing the organisation needs to exist. W hat particular worldview justifies the existence of a KM system? (What point of view makes this system meaning ful? ) 1. 2. Purpose / objective A KMS should have an explicit Knowledge Management objective of some type such as collaboration, sharing good practice or the like. 1. 3. Policy Any KMS should be linked to an organisational policy 1. 4. Governance Any KMS must be managed properly and a governance framework that articulates roles and responsibilities is a necessary part of a KMS. 1. 5. CultureThe culture, values and beliefs of the people within an organisation affects the way in which they may be receptive to a KMS. 1. 6. Risk W hat are the risks within an organisation to the success of a KMS? 2. Actors People are central to any KMS and there are different participants with differing backgrounds and experiences. There are a number of roles to carry out a range of activities involved in an effective KMS. 2. 1. Owner W ho owns the business process and has the authority to abolish this system or change its measures of performance? 2. 2. Source W ho/what currently holds the knowledge and where does it reside? . 3. Clients W ho are the beneficiaries of this particular system? (Who would benefit or suffer from its operations? ) 2. 4. Managers W ho is responsible for implementing this system? (Who would carry out the activities which make this system work? ) 2. 5. Enablers W ho else needs to be involved to make the knowledge system work such as IT administrators or HR support staff 2. 6. Boundary Spanners Those people who connect workgroups in the organisaiton 3. Infrastructure Most KMSs will require some form of infrastructure to enable the system to function. 3. 1. FacilitiesW hat facilities are required to support the KMS function? 3. 2. Equipment W hat equipment is required to enable the KMS to function effectively? 3. 3. Repositories W here will the KMS store any information or knowledge? 3. 4. Instruments There may be a series of instruments, tools or templates required to support the capture, creation and sharing of the corporate knowledge . This might also inc lude directories, taxonomies or ontologies. 3. 5. Software Any software solutions that enable or comprise the KMS 3. 6. Networks The social or electronic networks that enable a KMS . 7. Hardware Is there are requirement for any additional hardware 4. Functionality KMSs are developed to support and enhance knowledge-intensive processes, tasks or projects of e. g. , creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, transfer, distribution, retention, maintenance, refinement, revision, evolution, accessing, retrieval and last but not least the application of knowledge, also called the knowledge life cycle. 4. 1. LogicA KMS may be based on some underpinning logic or conept 4. 2. Business rules Any system requires business rules to control the operation of the system. 4. 3. Transformation W hat transformation does this system bring about? (What are the inputs and what transformation do th ey go through to become the outputs? ). There should be an transformation mode identified: Socialisation – Transfer / sharing Externalisation – Knowledge capture Combination – Business Intelligence Internalisation – Knowledge Delivery 4. 4. Integration Does the KMS need to integrate with any other system? 4. 5. TailoringA KMS should sense the response of the client to the user of the KMS and preferably be able to adjust the mode, complexity, order and extent of the interaction being experienced by the client. 4. 6. Administration W hat administration is required in order to support the KMS? 4. 7. Reporting W hat reporting is required to support the management of the KMS? 4. 8. Procedures W hat processes need to be documented into procedures to be able to apply appropriate controls and guidance to support the KMS? 4. 9. Content Management W hat content management functionality is required to support the management of the KMS? 5.Delivery 5. 1. Mode Any KMS requires the delivery or facilitation of knowledge or a knowledge management service. Synchronous Technique – Same Time, Same Place Asynchronous Technique (AT) – Different Time, Same Place Distributed Synchronous Collaboration (DSC) – Same Time, Different Place Distributed Asynchronous Collaboration (DAC) – Different Time, Different Place 5. 2. Facilitation A KMS must have an interface where people interact with the system. This could be a facilitator or utilise technology via Visual, Audio or Experiential/tactile modes to facilitate the interaction of the user/client with the system. . 3. Style The effectiveness of a KMS can be enhanced through the adoption of a style that is consistent with the culture of an organisation. Style sends important messages to a client about the KMS. 5. 4. Techniques Delivery of a KMS may require the application of skills and techniques in order to be successful. 5. 5. Access Control A KMS should identify and target clients to enable appropriate personnel and lock out inappropriate personnel. 5. 6. Accessibility A KMS needs to be accessible to people with physical restrictions or a disability 5. 7. PersonalisationA KMS should be able to be personalised to suit the client 6. Content Some KMS will hold content to enable the system to function. 6. 1. Lifespan Content may be static, dynamic or compiled on the fly (mash-up) 6. 2. Authoring The content within a KMS needs to be effectively authored/prepared in a form that is usable to the client 6. 3. Publishing A publishing process and model needs to be in place to authorise and control release of content 6. 4. Validation and referencing of Source Content needs to be obtained from authentic sources and the sources need to be identified and verifiable. 6. 5.Stewardship of the content Ownership/stewardship of the content is important as a management process to ensure the effective delivery and utilisation of the KMS 6. 6. Review and update Any content held by a KMS should be subject to a review and update protocol. 6. 7. Security Any classified content held by a KMS must be adequately protected. 6. 8. Taxonomy Content held by a KMS may need to be sorted into an appropriate structure to enable easy discovery and use. 6. 9. Catalogue Any content held by a KMS may require cataloguing in order to better manage the information. 6. 10. Version ControlAny content held by a KMS should be subject to version control. 6. 11. Disposal Any content held by a KMS that is no longer relevant or valued should be disposed of. 7. Continuous improvement A KMS should be regularly reviewed to ensure that it is meeting the objectives identified in the strategy and requirements. 7. 1. Feedback Feedback on the utility of a KMS is important to identify issues that need to be addressed. 7. 2. Performance management A Performance Management sub-system should include: Indicators, Levels/Measures, a collection process, analysis and reporting. 7. 3. Review and AuditThi rd party review or audit of the effectiveness of a KMS may be appropriate. 7. 4. Benefits Realisation Management of the KMS is required in order to ensure that the benefits are being realised and the organisation is achieving the objectives it set out to meet in the development and implementation of the KMS. References and Further Reading Durant-Law, G. , The Essential Components of a Knowledge Management System | Knowledge Matters. Available at: http://www. durantlaw. info/essential-components-of–knowledgemanagement-system Langton, N & Robbins, S. (2006). Organizational Behaviour (Fourth Canadian Edition).Toronto, Ontario: Pearson Prentice Hall. Maier, R (2007): Knowledge Management Systems: Information And Communication Technologies for Knowledge Management. 3rd edition, Berlin: Springer. Shelley, A, The Organizational Zoo – Resources. Available at: http://www. organizationalzoo. com/resources Snowden, D, Cognitive Edge. Available at: http://www. cognitiveedge. com/b logs/dave/2009/09/defining_km. php Standards Australia, AS 5037-2005 Knowledge management – a guide Tiwana, A. , 1999. Knowledge Management Toolkit, The: Practical Techniques for Building a Knowledge Management System, Pearson Education.

Richard Mansfield Biography essays

Richard Mansfield Biography essays Richard Mansfield (1857-1907), American stage actor, was born in Berlin to soprano Erminia Rudersdorff Mansfield and her second husband, British wine merchant Maurice Mansfield. He was educated in England and studied painting but eventually drifted into acting, starting his stage career with a touring Comedy-Opera Company. Mansfield made his London stage debut in Offenbach's La Boulangere at the Globe in April 1881. (Stone, 2001). Following the death of his mother while on tour in the United States, he left for the US himself in 1882 where he became one of the leading romantic actors of the American theater and died prematurely in He made his New York Stage debut in a D'Oyly Carte production of Bucalossi's Les Manteaux Noirs the same year and continued to appear in light opera roles until he got his first big opportunity to play the Baron Chevrial in A Parisian Romance (1883). With the success of the play, Mansfield became an instant celebrity. He became his own manager and producer. Some of his notable stage productions include Beau Brummel (1890) and Dr. Jekyll and Mr. Hyde (1887). He was also responsible for introducing George Bernard Shaw and Henrik Ibsen to the American audience by producing and acting in their plays Shaw's Arms and the Man (1894) and Ibsen's Peer Gynt (1906). Mansfield's notable Shakespearean roles included Shylock, Richard III, Brutus, and Henry V. (Stone, 2001; Turney, n.d.) At the time of his death, The New York Times called him "the greatest actor of his hour, and one of the greatest of all times." (Quoted by Stone, 2001) His harshest critic, J.R.Towse, was slightly more ambivalent and perhaps closer to the truth when he observed: "Few actors could be more interesting and attractive than he when at his best, still fewer more exasperating when he was at his worst." (Quoted by Turney, n.d.) ...

What Are Extracurricular Activities and Why Do You Need Them

What Are Extracurricular Activities and Why Do You Need Them SAT / ACT Prep Online Guides and Tips You may have heard that extracurriculars are an important part of your high school life. You've probably been bombarded with stories about how everyone who is successful in getting into college played a varsity sport and was student body president and built homes for the poor in Costa Rica. But do extracurriculars have to be so overwhelming? What are extracurricular activities, exactly? And just how important are they when it comes time to apply to college? Read on for a better understanding of this important topic. Your high school years are one of the best opportunities you will ever get to explore new activities, try different things, and see what you're passionate about. Inside the classroom and outside of it, you’ll start to get a better idea of who you are and what drives you. It may seem odd that colleges are going to be interested in how you choose to spend your free time. The reality is that, combined with your grades and test scores, extracurricular activities are one of the best ways that colleges will be able to get an idea of who you are. But what are they looking for? And are all activities equal? What Counts as an Extracurricular Activity? First, let’s talk about what an extracurricular activity looks like. The word â€Å"extracurricular† can be broken down into its roots for a literal explanation: â€Å"extra† means â€Å"outside† and â€Å"curricular† refers to all of the work you do in the classroom. So extracurricular activities are just activities that you do outside of class. The Common App says that extracurricular activities â€Å"include arts, athletics, clubs, employment, personal commitments, and other pursuits.† Almost anything that you are actively and productively involved in can be considered an extracurricular activity. We have created a list of around 200 activities that you could report on your application to help get you thinking about what you're interested in trying and what you might already have done. You may be familiar with some of the popular categories of extracurriculars already: Sports, which includes playing on a school sport team, an intramural team, or a club team outside of your school. Community Service, which includes any sort of volunteer work, either in your community, on a national scale, or abroad. Employment, including any jobs or internships. Arts, which includes visual arts, performing arts, comedy, culinary arts – this list is almost endless. Hobbies, such as blogging, a film club, hiking, Rubik’s Cube competitions, Cosplay, and more. Academic activities, such as math or science clubs or competitions, research, or writing. Keep in mind that colleges are really looking to see activitiesthat have somehow developed talents that you will use later in life, developed your leadership skills, allowed you to show involvement with your community, and allowed you to make an impact. Going to the movies every weekend with your friends doesn’t count. But starting a film club at school for fellow film aficionados definitely does count! There’s another important thing to note here. What if you didn’t have time for joining clubs or playing sports because you had to work to help support your family, or you spent your afternoons looking after your younger siblings? Admissions officers also want to hear about these kinds of activities. They understand that not all students have the luxury of pursuing traditional extracurricular activities, and they will think that the way you have spent your time is just as valuable. Try to reflect on what these experiences have taught you that will be valuable for college. For example, you probably have a lot of maturity and a good sense of responsibility for someone your age, and you're good at balancing school work with other commitments. If you’ve taken on a leadership position at work, that’s even better! Now you know what activities look like. But what do colleges think your summer job is really going to tell them about you? Why Colleges Like Students With Extracurricular Activities Colleges love to see that students are active, contributing members of their communities. Even more importantly, they love to see students who are developing their talents and passions. When a student is actively involved in the community and other activities in high school, there is a good chance that they will be doing something similar in college. Universities like to be known as hubs of activity, charity, and culture, and it’s largely the students that make them that way. But does that mean that you need to spend all your time doing something that is obviously impacting your community in a direct way, like volunteer work? Should you do something that doesn’t interest you, just because it will look good on your application? Fortunately, what college admissions officers want to see is very predictable. Want to build the best possible college application? We can help. PrepScholar Admissions is the world's best admissions consulting service. We combine world-class admissions counselors with our data-driven, proprietary admissions strategies. We've overseen thousands of students get into their top choice schools, from state colleges to the Ivy League. We know what kinds of students colleges want to admit. We want to get you admitted to your dream schools. Learn more about PrepScholar Admissions to maximize your chance of getting in. What Are Admissions Officers Looking For? Imagine you're an admissions officer at your university of choice. Every day during admissions season, you’ll go through at least a hundred applications. At the end of the day, you’re down to two applications. You need to recommend one for admission, and reject the other. Both students have high test scores (above 2100 on the SAT) and they each had a GPA of 3.8. On the activities page on the common app, Student A says that he was a member of the art club, and in the description says that the club is for students who are passionate about having a career involving art. He also volunteered once a month, teaching a one-hour art class at his old middle school. Student B is also in the art club at her school. In the description, she tells how she helped grow the club from 4 to 20 members, ran several charity projects through the club that raised over $5,000 for art programs for local youth, and arranged an informational event at a prominent art museum to help raise awareness of the importance of art in people’s lives. Which student do you think is most likely to be admitted? As it turns out, what you do is not nearly as important as why and how you are doing it. Admissions officers agree that when they're evaluating student activities, they care less about what the actual activity is and more about what it says about you. Specifically, they're looking for three things: passion, leadership, and impact. Passion Passion will manifest itself differently for different people, but college admissions officers usually notice it in the amount of time you've dedicated yourself to a certain activity over the years, and in how involved you've been in it. Are you just doing an activity so you have something to write on your college application, or are you doing it because you couldn’t not do it? This is something that matters a lot to college admissions officers who want to know that you're pursuing something because it's a passion. Try to find activities that you really care about, and that you feel makes you a more motivated, better person. Admissions officers like it when students are passionate about a certain activity because it means they are more likely to continue doing it in college, and also because these kinds of activities show who you are at your best. These activities will be the best indicators of how you act when motivated and dedicated to something. Leadership Leadership experience includes any time that you have been responsible for a project or for guiding, motivating, or instructing others. Many schools – especially the most highly selective ones – want to see students who exhibit leadership skills because they are hoping that their students will someday go on to be leaders who make differences on a larger scale in academia, business, or research. Therefore, showing that you have the desire and sense of responsibility that a leader needs can be very attractive to admissions officers. Taking a leadership role in an activity is really going to help you stand out from the crowd. Being the president of a school club will sound better than being a member of the same club. But obviously not all students can be president. So how do you solve this kind of issue? Even in you don’t have an official title, see if it’s possible to be involved as a leader in some way. Talk to the people in charge and see if you can organize an event or lead a fundraiser. Showing you have taken this kind of initiative will look much better than a title with no special activity to back it up. Impact How have you changed the activity that you have been involved in? How has the activity changed you? One of the reasons that passion is so important is because admission officers want to see that you have made a significant investment in an activity over an extended period of time. Though you’ll probably experiment with several different activities when you're younger, once you settle on the ones you're most passionate about, officers are going to be looking for how you've made a difference in the activity and how you've changed because of it. You may have heard that you should prioritizedepth over breadth, and this is why. It’s better to select a couple of activities that you can be deeply involved in than to spread yourself so thin that you can do little more than showing up to meetings. Why does impactmatter? Again, colleges are most interested in students who have the potential to be making positive differences on campus, and later, in the world. This kind of thing doesn’t come easily. It usually only happens when someone shows dedication, follow-through, and initiative. So what kind of person are you? Do you show up and expect someone else to make an activity fun? Or are you going to make sure that you leave your club, team, or research better than it was when you joined it? The Do’s and Don’ts of Extracurriculars: Key Tips Now you know what extracurricular activities are and why they are important, both for your personal development and for your college applications. Here are some tips for how you should approach extracurricular activities in high school. 1: Do try as many activities as possible during your freshman year of high school. Try out between 5 and 10 activities depending on how much room you have in your schedule (remember, never let your academics suffer because of too many activities!). There is a good chance that you will discover something new that you had never thought would interest you. Let this be your year of exploration! 2: Do narrow down your extracurricular list to 3 – 5 activities you care most about during your sophomore year. Remember the three most important things are passion, leadership, and impact. Continue to develop your interest in these activities and see if you can take on leadership roles, even if it’s just on small projects. 3: Do focus more on leadership and impact during your junior and senior years. If you have been a part of a club, how can you change it for the better? Also spend time reflecting on how you've changed over the past years, and how your activities have helped you grow as a person. 4: Do let your activities tell your story. Are you very passionate and talented in one area? Or do you show different skills and aspects of your personality through a variety of different activities? Either one is a story that a college admissions officer will be interested in hearing. Also think about how your activities have shown your growth over the years, from experimenting with an activity, to dedicating yourself to it and developing passion, and finally taking on a leadership position and making an impact. 5: Don’t slack during summers. If you have the luxury of doing activities during your summer vacation instead of working, make the most of that time. Try to think of innovative ways to pursue your passion that you can’t necessarily do when tied down with school work. 6: Don’t let your grades suffer. Though extracurriculars are an important part of a college application, they will almost never cancel out bad grades and test scores. If you find that your grades are suffering, cut back on the time you spend on your activities, and make sure that the time you do invest in your activities is well spent making the most impact in the least amount of time. 7: Don't get burned out. It's a good idea to limit your activities a couple you are most passionate about, and a few others that are fun but not stressful. If you try to do everything, you will inevitably get burned out, which could ruin your grades, social life, and excitement about going to college. What’s Next? Do you need some inspiration? Check out our long list of extracurricular activities to see if there’s anything that interests you. Are you wondering if you should try traditional extracurriculars, or if you would be better off getting a job? Check out the pros and cons. If you have a great list of extracurriculars and are ready to fill out college applications, check out our guide for talking about extracurriculars on the Common App. Want to know what else is important on the college application? Check out our guide to making a well-rounded college application that will get you into as many schools as possible. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Mary Daly Radical Feminist Thoughts Research Paper

Mary Daly Radical Feminist Thoughts - Research Paper Example Her first publication â€Å"The Church and the Second Sex† resulted in her termination as a lecturer. Daly’s second publication was â€Å"Beyond God the Father† in this publication, she portrays God as a substantive subject. In her publications, she follows Paul Tillich example who is known for his foundational work in feminist theology. Her third book published in 1978 â€Å"The Metaethics of Radical Feminism† shows how men throughout history aim at oppressing women. In some of her publications, she gives some of the chants that can be used by women to free themselves from oppression. With this, this research paper gives the ancient/ classical sources that Daly uses in building her arguments about feminism. The essay will also give the themes that Daly uses. Lastly, how the themes are influential in the contemporary world. In her publications, Daly uses Biblical historical tales for instance the Genesis and the fall into freedom. By using these tales, she portrays how religion has created inequalities between Saxes by different destructive religious patterns. In her publication, she argues that, women are supposed to rule men. The Biblical historical tales are well illustrated in her publication â€Å"Tillich’s Theological Influence on Mary Daly†. This work of art gives the thought process of the radical theologian feminist Mary Daly. Daly interacts with Tillich’s idea to bring out the aspect of feminism. In this publication, Daly had different opinions on Tillich’s sexual life especially concerning her wife Hannah (Lyon1). Daly writes that Tillich expresses a form of religious doublethink, which makes him to be deceived hence self-acceptance. In analyzing Tillich’s life Daly does not explicitly connect the power of the Supreme Being to sexual oppression. This text il lustrates Tillich’s theological influence and ideas in building her argument on feminism and how women are oppressed. In Daly’s book â€Å"Beyond God the Father: Towards a Philosophy of Women’s Liberation†, the author brings out different themes concerning women's liberation. In this book, she portrays the feminist spiritual program that she believes that it is of great help to women. This is by how she believes that women should take a place in the current patriarchal religious thus creating a strong foundation of feminist theology. All this is aimed towards women's liberation. In this book, Daly portrays how God is the only static and authoritarian male figure. She clearly shows how father figure has led to the subjugation of women (Daly 1986). This is because most people believe that, the father is the backbone of the systems of symbols. She further claims that religious subjugation results to the subjugation of all other areas in life social, politica l, and economic. Because of this, she states that, the feminist spiritual revolution will replace the traditional concept of feminism. Daly says that women are supposed to realize their own potential to overcome male domination (Daly 1986). She says that women should be ready to ensure that they do away with all socially sanctioned women abuses, such as female circumcision. The second book, which contains different themes of great help in this research paper, is â€Å"The Church and the Second Sex†. This book uses biblical accounts to portray the role of women in the society. It shows how women are able to survive in servitude. In this book, she shows how women feel that they are in a homeless world owned by only women (Daly 1). The writer also shows how Jesus treated a woman that is the relationship between women and Jesus. In the New Testament, women are portrayed as persons, which clearly contrasts with the modern

CRITICALL REVIEW AND JUDGE THE EVOLVING ROLE OF THE ANAESTHETIC NURSE Essay

CRITICALL REVIEW AND JUDGE THE EVOLVING ROLE OF THE ANAESTHETIC NURSE - Essay Example During this time, there were high mortality rates arising from use of anaesthesia during surgical operations. Anaesthetic nursing training evolved in three distinct phases in both Europe and the United States. In the first phase, nurses were initially trained through apprenticeship by surgeons on how to administer anaesthesia. The student nurse was then taken through anaesthesia administration training as part of the second phase in the development of anaesthesia. Specialized training in higher institution of learning began to offer postgraduate training in nursing anaesthesia from the beginning of the 20th century. This was the third phase of anaesthetic training across the globe (Handerfelt, 2006). The first UK anaesthesia was administered in 1945 according to Kane and Smith (2003). Educational qualification for professional anaesthetics was first developed through the introduction of a diploma in anaesthesia for professional nurses. As a result, the faculty of anaesthetics at the Royal College of Surgeons of England was created; a charter granted to the college in 1992 saw it develop to the Royal College of Anaesthetists. The royal college of anaesthetist has a responsibility of ensuring that the quality of patients care is improved in line with the standards of the association. Alice Magaw was called the ‘mother of anaesthesia’ for her pioneer role in the anaesthesia administration. Catholic nuns in the initial development of this nursing profession also played a major role. As many hospitals within this period were developed by religious organisations, the religious leaders had a major role too in the development of this speciality (Bankert, 1989). Initial administration of anaesthesia also met a lot of resistance and theatre room revolt among patients. This was due to the uncontrolled administration of the drug during the early stages of anaesthesia development. Anaesthetic use was then associated with the high number of theatre deaths in the hospitals. This caused public panic and negative awareness on the effects and importance of anaesthesia. A frontier was therefore created for the nurse anaesthetics to prove that their role was meant to save and not to end life (Hadenfelt, 2006). The anaesthetic nursing profession grew and developed during the World War 1 as more nurses were captured and force to serve at the forefront. Today, this is one of the most decorated professions in the military of the United States and anaesthetic nurses are always honoured for their services to the soldiers. After the demand for anaesthetic nurses during the World War 1, most institutions developed nursing anaesthetic programs to help bridge the existing deficit. Nursing anaesthetics are assigned major roles in major hospitals where they educated other nurses and medical interns on anaesthesia (Bankert, 1989). With this profession growing and demand increasing, the American association of nurse anaesthetists (AANA) was formed in 1931 to represent the anaesthetic nurses in the country. This association had a mandate to ensure the promotion of operation standards and provide consultation services to government agencies whenever necessary. The association also ensures that more professional are trained in this profession so as to keep up with the rising demand for anaesthetic services. Different agents have also been used as anaesthesia from the first time this medical application was discovered. Opium, an