effects of drugs essays

impacts of medications papers Hello! To begin my introduction, (shut off lights) close your eyes, everybody think about a charming encounter... strolling on the sea shore, snuggling with a sweetheart or sweetheart, eating chocolate cake... Feel the delight Biologically, you are discharging dopamine into the amygdala area of your mind. Receptor destinations open up to get the compound and cause that joy some portion of your cerebrum to fire. Stunning, isnt that pleasant! Most medications do precisely this, yet at substantially more power. They cause enormous measures of dopamine to flood the amygdala locale. Today, I am doing my introduction on the impacts of medications on the cerebrum. Despite the fact that medications impact our body in various manners, it most appalling impacts our mind. Medications of misuse are important devices for cerebrum capacities since they can copy or square activities of synapses, which consequently impacts our homeostasis and conduct. On the off chance that your inquisitive, medications of misuse extend from liquor, to nicotine, to cannabis, to cocaine, and so on. We have a particular district in our cerebrum, called the amygdala locale. This area directs our sentiment of joy and can be actuated by medications of misuse. Medications of misuse produce the sentiment of delight since they adjust the synapse dopamine, a significant mind substance. Most medications increment the arrival of dopamine from the neurons, this causes us to feel great (reward us). The expanded dopamine levels give tranquilize abusers the surge or a high that they appreciate for a brief timeframe. The sentiments of joy the medication makes just goes on for a brief timeframe, however medications can cause changes in the mind that keep going an extremely significant time-frame. Medications may adjust synaptic transmission by legitimately influencing the receptors. A few medications actuate receptors, for example, the THC, the primary psychoactive substance in pot, while others square them, for example, cocaine and amphetamines. The neural connection is very perplexing, there are an assortment of locales at which medications may impact synaptic ... <!

The Return: Nightfall Chapter 19

Matt was thumping at the Bryces' entryway, with Elena next to him. Elena had masked herself by stuffing all her hair into a Virginia Cavaliers baseball top and wearing wraparound shades from one of Stefan's drawers. She was additionally wearing an over-enormous maroon and naval force Pendleton shirt gave by Matt, and some Meredith's grown out of pants. She felt sure that nobody who had known the old Elena Gilbert could ever perceive her, dressed this way. The entryway opened gradually to uncover not Mr. or then again Mrs. Bryce, nor Jim, yet Tamra. She was wearing †well, near nothing. She had on a strap two-piece base, yet it looked carefully assembled, as though she'd cut an ordinary swimsuit base with scissors †and it was starting to fall apart. On top she had two round adornments made of cardboard with sequins glued on and a couple of strands of shaded tinsel. On her head she wore a paper crown, which was unmistakably where she'd gotten the tinsel. She'd made an endeavor to stick strands onto the swimsuit bottoms also. The outcome appeared as though what it was: a kid's endeavor to make an outfit for a Las Vegas showgirl or stripper. Matt promptly convoluted and stood confronting endlessly, however Tami gave herself wholeheartedly to him and put herself to his back. â€Å"Matt Honey-butt,† she cooed. â€Å"You returned. I realized you would. Be that as it may, why'd you carry this revolting old prostitute with you? In what manner can we †â€Å" Elena ventured forward, at that point, since Matt had spun with his hand up. She was certain that Matt had never struck a female in his life, particularly a kid, however he was likewise over-delicate around a couple of subjects. Like her. Elena figured out how to get among Matt and the shockingly solid Tamra. She needed to shroud a grin while mulling over Tami's outfit. All things considered, just a couple of days back, she hadn't comprehended the human bareness untouchable by any means. Presently she got it, yet it didn't appear to be close to as significant as it once had. Individuals were brought into the world with their own impeccably great skins on. There was no genuine explanation, in her brain, to wear bogus skins over those, except if it was cold or some way or another awkward without them. In any case, society said that to be bare was to be evil. Tami was attempting to be underhanded, in her own silly way. â€Å"Get your hands off me, you old whore,† Tamra growled as Elena held her away from Matt, and afterward she included a few rather protracted interjections. â€Å"Tami, where are your folks? Where's your brother?† Elena said. She disregarded the disgusting words †they were simply sounds †yet observed that Matt had gone white around the lips. â€Å"You apologize to Elena at the present time! Apologize for talking that way!† he requested. â€Å"Elena's a smelling cadaver with worms in her eye sockets,† Tamra sang talkatively. â€Å"But my companion says she was a prostitute when she was alive. A real† †a string of four-letter words that made Matt pant †â€Å"cheap whore.You know. Nothing's less expensive than something that comes free.† â€Å"Matt, simply don't pay any attention,† Elena said softly, and she rehashed, â€Å"Where are your folks and Jim?† The appropriate response was covered with more swearwords, yet it added up to the story †honest or not †that Mr. also, Mrs. Bryce had left on an extended get-away for a couple of days, and that Jim was with his better half, Isobel. â€Å"Okay, at that point, I surmise I'll simply need to assist you with getting into some progressively better than average clothes,† Elena said. â€Å"First, I think you need a shower to get these Christmas knick-knacks off †â€Å" â€Å"Just attempt hy-hy! Simply attempt hy-hy!† The appropriate response was somewhere close to the whinny of a pony and human discourse. â€Å"I stuck them on with PermaStick!† Tami included and afterward started chuckling a high and crazy note. â€Å"Oh, my God †Tamra, do you understand that if there isn't some dissolvable for this, you may require surgery?† Tami's answer was foul. There was additionally an unexpected foul smell. Actually no, not a smell, Elena thought: a gagging, gutcurdling odor. â€Å"Oops!† Tami gave that high, polished snicker once more. â€Å"Pardonmoi . At any rate it'snatural gas.† Matt made a sound as if to speak. â€Å"Elena †I don't figure we ought to be here. With her people gone and all†¦Ã¢â‚¬  â€Å"They're anxious about me,† Tamra laughed. â€Å"Aren'tyou ?† †out of nowhere in a voice that had dropped a few octaves. Elena looked at Tamra without flinching. â€Å"No, I'm definitely not. I simply feel frustrated about a young lady who was in an unlucky spot. However, Matt's correct, I presume. We need to go.† Tami's entire way appeared to change. â€Å"I'm so sorry†¦. I didn't understand I had visitors of that bore. Try not to go, it would be ideal if you Matt.† Then she included a private murmur to Elena, â€Å"Is he any good?† â€Å"What?† Tami gestured at Matt, who quickly turned his back to her. He looked as though he felt a horrible, ghastly interest for Tami's silly appearance. â€Å"Him. Is he any acceptable in the sack?† â€Å"Matt, take a gander at this.† Elena held up a little container of paste. â€Å"I think she really did PermaStick that stuff to her skin. We need to call Child Protective Services or whatever, since no one took her to the clinic immediately. Regardless of whether her folks thought about this conduct or not, they shouldn't have quite recently left her.† â€Å"I simply hopethey're okay. Her family,† Matt said inauspiciously as they exited the entryway, with Tami coolly tailing them to the vehicle, and yelling offensive insights concerning â€Å"what a decent time† they had, â€Å"the three of them.† Elena looked at him precariously from her place in the front seat †with no ID or driver's permit, obviously, she realized she shouldn't drive. â€Å"Maybe we would be advised to take her to the police first. My God, that poor family!† Matt said nothing for quite a while. His jawline was set, his mouth horrid. â€Å"I feel by one way or another as though I'm liable. That is to say, I knew there was a major issue with her †I ought to have disclosed to her folks then.† â€Å"Now you're seeming like Stefan. You're not answerable for everybody you meet.† Matt gave her an appreciative look, and Elena proceeded, â€Å"In reality I will request that Bonnie and Meredith do one other thing, which demonstrates you're most certainly not. I will request that they mind Isobel Saitou, Jim's girlfriend.You've never had any contact with her, yet Tami may have.† â€Å"You mean you believe she has it, too?† â€Å"That's what I trust Bonnie and Meredith will discover out.† Bonnie halted abruptly, nearly losing her hang on Mrs. Forbes' feet. â€Å"I am not going into that bedroom.† â€Å"You need to. I can't deal with her alone,† Meredith said. At that point she included cajolingly, â€Å"Look, Bonnie, on the off chance that you go in with me, I'll reveal to you a secret.† Bonnie piece her lip. At that point she shut her eyes and let Meredith control her, bit by bit, more distant into this house of repulsiveness. She knew where the main room was †all things considered, she had played here since adolescence. Only a few doors down, at that point turn left. She was shocked when Meredith arrived at an abrupt stop after just a couple of steps. â€Å"Bonnie.† â€Å"Well? What?† â€Å"I would prefer not to alarm you, however †â€Å" This had the quick impact of frightening Bonnie. Her eyes snapped open. â€Å"What?What? † Before Meredith could answer she looked behind her in dread and saw what. Caroline was behind her. In any case, not standing. She was creeping †no, she was abandoning, the manner in which she had on Stefan's floor. Like a reptile. Her bronze hair, unkempt, hung down over her face. Her elbows and knees stood out at outlandish points. Bonnie shouted, yet the weight of the house appeared to hold the shout down her throat. The main impact it had was to make Caroline gaze toward her with a fast reptilian development of her head. â€Å"Oh, my God †Caroline, what happened to your face?† Caroline had a bruised eye. Or then again rather, a purplish-red eye that was swollen to such an extent that Bonnie realized it would need to turn dark in time. On her jaw was another purple growing wound. Caroline didn't reply, except if you tallied the sibilant murmur she gave while abandoning forward. â€Å"Meredith, run! She's privilege behind me!† Meredith animated her pace, looking terrified †all the all the more startling to Bonnie in light of the fact that basically nothing could shake her companion. Be that as it may, as they swayed forward, with Mrs. Forbes bobbing between them, Caroline left right under her mom and into the entryway of her folks' room, the main room. â€Å"Meredith, I won't go in th †† But they were at that point bumbling through the entryway. Bonnie shot speedy dashing looks into each corner. Caroline was no place to be seen. â€Å"Maybe she's in the closet,† Meredith said. â€Å"Now, let me go first and put her head on the most distant side of the bed. We can change her later.† She supported around the bed, practically hauling Bonnie with her, and dumped Mrs. Forbes' upper middle with the goal that her head laid on pads. â€Å"Now simply test her and put her sanity down on the other side.† â€Å"I can't do it. I can't! Caroline'sunder the bed, you know.† â€Å"She can't be under the bed. There's just around a five-inch clearance,† Meredith said immovably. â€Å"She's there! Iknow it. And† †rather furiously †â€Å"you guaranteed you'd reveal to me a secret.† â€Å"All right!† Meredith gave a complicit look through her tousled dim hair. â€Å"I transmitted Alaric yesterday. He's so out of sight the boonies that transmit is the best way to contact him, and it might be days before my message gets to him. I had a thought that we were going to require his recommendation. I feel terrible, requesting that he do ventures that aren't for his doctorate, yet †â€Å" â€Å"Who thinks about his doctorate? Godbless you!† cried B

Advice for Campus Visitations from the Admissions Staff - UGA Undergraduate Admissions

Advice for Campus Visitations from the Admissions Staff - UGA Undergraduate Admissions Advice for Campus Visitations from the Admissions Staff Many students will have travel plans during the summer and for rising seniors those plans often include visiting colleges they plan to apply to in the fall. Here are some tips and advice from our admissions staff of things to keep in mind as you plan your campus visits. Do your homework. Go online to websites of the colleges you are visiting. Learn what you want to do while youre on campus. Check for visitation calendars, see if you need to register for a tour, etc. Review a campus map to become familiar with where you are going. If you are visiting UGA and you have an iPhone, download our Appwhich includes a campus map among its many features. Wear comfortable shoes. Campus tours will almost always include a walking tour. Now is not the time to break-in a new pair of shoes! Come prepared. Go ahead and start thinking about the questions you want to ask and write them down. You dont want to forget once youre there. Determine where you are going to need to park and find an address if youre using a navigational device. Be aware that while some areas may have visitor parking, this is not always free. Check the weather. Look online to see what the weather is going to be like the day of your visit. Bring an umbrella if theres a chance of rain. If its going to be hot bring plenty of water to stay hydrated. You may even want to consider packing sunscreen. Its also never a bad idea to layer your clothing as temperatures outside may change throughout the day. Plan for lunch. Visits often last at least a couple of hours and youre probably going to get hungry so go ahead and make plans for lunch. Do you want to try the food youll be eating as a UGA student on the meal plan? Check out the summer schedule for our Dining Halls here. Visitors are able to pay to eat at one of our award-winning Dining Halls, and its all you care to eat! There are also many great local restaurant options in downtown Athens. If you want to schedule your visit to the University of Georgia, sign up for a campus tour and First Year Information Session online herehttp://www.visit.uga.edu/ . Click here to learn more about visiting UGA! Go Dawgs!

Advertisements Are Everywhere The Eye - 2278 Words

Advertisements are everywhere. Everywhere the eye can see, it is likely to come across an ad whether it is a print, digital, or recorded advertisement. Worldwide there is a culture that is increasingly saturated with visual images that vary in purpose and intent. Print advertisements take advantage of the emotions and responses created by images to sell a variety of products. Advertising in magazines call into attention a product for sale, by manipulating potential customers into believing that their product is new, innovative, and a luxury that everyone must have. There are a wide range of messages in ads that suggest connections the product and a lifestyle. Publications like women’s magazines are particularly advertising oriented with page after page of glossy advertisements. The products marketed are often gender-specific, identifying women as a consumers with a special product needs. The Miss Dior perfume ad attempts to market high fashion luxury perfume, by promoting the ideology that the consumption of the women-specific perfume as a means to personal satisfaction-the dream life- in its explicit image of a women provocatively sitting in a chair dressed in luxurious formal clothing, succeeding in supporting the social myth that luxury and attractiveness of the model in the ad campaign can be attainable through purchasing the product. Dior, one of the world’s top fashion houses, is a French haute couture brand whose products range from clothing, handbags, glasses,Show MoreRelatedDoes Advertising Has Negative Effect on Teenagers?832 Words   |  4 PagesThese days, advertising could be found everywhere, no matter you are watching television, surfing the internet or even travelling on public transports. 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India s Growth Of The Indian Economy - 1517 Words

Now a day’s entrepreneurship is playing an excellent role in boosting up the Indian economy by working as driving force in the market. Many young entrepreneurs are coming forward and setting up their ventures in different parts of India. These initiatives are opening the way for plenty of jobs for the young jobseekers which is prime necessity for the development of any economy like India. (Quote this by current unemployment data). India is recognized as a talent hub in the world which shows that from here anybody can get skilled manpower as per their requirement, same is the case for the entrepreneurs they are not only having the guts to start-ups but their business ideas are innovative and business driven which is very essential in the†¦show more content†¦These rural people are not very much skilled but any how employers managed to get his work done but if another hand these rural people’s can be skilled by training and development programs than they can work more efficiently. Apart from this entrepreneurship has been witnessed drastic change in the living standard of rural people which is very necessary and positive sign in the development of any economy. To start up industries in the small towns or villages are more effective than starting up in the big cities where already many competitors are present. Due to availability of resources in a huge amount in the rural areas and less financial constraints manufacturing of goods tend to lower production cost by which product becomes more affordable to the rural people. Affordable goods enhancement the living standard of rural people and entrepreneurship in rural areas ensures the quality of education, food, cloths etc. apart from this entrepreneurship in rural areas tend to development and modernization of the place like better health facilities, transportation, schools and colleges these benefits not only put the root of Modern Village but also contributes in balanced development of the country. It’s more beneficial for the youth to starting a venture in their hometown instead in big cities. After taking into consideration the benefits of the entrepreneurship both central government and state government are taking many initiatives to

Iroquois Kinship System Free Essays

Iroquois Kinship System Anthony Sifuentes ANT 101 Introduction to Cultural Anthropology Instructor Mario Tovar March 5, 2012 The Iroquois is the group I have decided to do my research of kinship systems on. This will come from what I have found in the text of chapters three and four of the text. The Iroquois is a unilineal descent group. We will write a custom essay sample on Iroquois Kinship System or any similar topic only for you Order Now This means that descent is traced back through one sex or side of the family. They traced their bloodline through the female side of the family, meaning they were a matrilineal descent group. These groups are not as common as patrilineal descent groups, which trace their bloodlines through the male side of the family. Horticultural societies used the matrilineal descent group because of women having a key part of the food producing role. They also owned land. The likelihood of a society being or remaining a matrilineal society depends upon how much food is obtained from hunting and herding. The more meat and food gathered by men as a result of this will drive down the role of women as major food producers. The fact that descent groups extend beyond any one individual because it goes beyond any one person’s lifetime allows things to remain in a group for a long time. This includes property, land, hunting and fishing territories, animals, and even knowledge. Iroquois matrilineage gave women the right to fields and tools, since they were a horticultural society, this made sense. Women did most of the cultivating of the crops and they should have the rights to both the land and tools to reap what is sown. They also lived in longhouses. These were long structures in which nuclear families lived in different compartments inside the house. After marriage, the Iroquois were matrilocal, meaning the husband lived in the wife’s community or longhouse. The eldest woman of a matrilineage was the most influential in decision making, including the allocation of resources and property. (Nowak Laird, 2010, Chapter 4) This greatly differs from today’s society in that most of the bloodlines are traced back through the male’s side of the family. Also, most of the ecisions that I have heard of or seen are made and decided by the oldest or most respected man of a family. This is not to say one is more right than the other. In my own personal experience, on my father’s side, which is Mexican, my grandfather was the patrilineal leader of the family. The best way I can explain it is that my family roots for nuclear purposes goes to my grandparents on that side. Once my grandfather passed away, my grandmothe r took over as matrilineal leader. She passed away not long after him and that role was overtaken by my oldest aunt and her husband, with my aunt carrying the authority on that side. Marriage among the Iroquois had to be exogamous. This means that they had to marry outside their lineage or clan. The Iroquois kinship system recognizes two groups: parents and siblings who are too closely related to marry, and potential spouses and in–laws. A person may marry a cross-cousin, where parallel cousins are considered as close as siblings. Parallel cousins are treated to and referred to as siblings and their parents and treated to and referred to as parents. They are traced through matrilineage and are in the first group. In the Iroquois system, they cannot marry parallel cousins, but can and should marry cross-cousins. Sometimes referred to as the sibling-exchange system, it keeps wealth in the family and reasserts alliances between lineages. There are laws in American preventing cousins and family members from marrying. Aside from the legal ramifications, marrying within a nuclear family is dangerous, biologically. It is not as bad when it goes out as far as cousins, but there is a social stereotype against marrying someone close to you within the bloodline. I personally do not a problem with second or third cousins marrying, but I have never had to go through knowing or wondering if someone in my family or if I was going through the marriage process with a cousin. Marriages in the Iroquois society were easily dissolved. Since everything went through the female side of the marriage, the man was an outsider living in the village. If the woman did not want to be married to him anymore, she packed his belongings and left them on the steps of the longhouse. When the man returned, he saw his things, realized the marriage had been terminated and returned to his own village. Marriages in today’s society are much more differently dissolved. Today, we have to go through the process of dividing property, belongings, child support and visitation and well as money. A man or a woman cannot simply come home and realize a marriage is ended. We must go through courts and make sure that things are done according to laws. In what I have experienced, being married and divorced twice, people should think more before marrying. I do not regret marrying either time, but more thought should be put into it and more work should be put into marriages to make them last. Kinship affects my life in a very big way. My family lines are important to me and I enjoy finding out where I come from and who my ancestors were. I also live it every day, because I currently live with my girlfriend, who has two children that are not mine. I find it difficult to discipline them because I am not their father and struggle with ways to make the house work sometimes. I believe that kinship is important and should be talked about and worked on by all of us to make our lives easier. Reference Page Nowak, B. , Laird, P. (2010). Cultural anthropology. San Diego, Bridgepoint Education, Inc. https://content. ashford. edu How to cite Iroquois Kinship System, Essay examples

Capoiera Essay Example For Students

Capoiera Essay Capoeira is the common name for the group of African martial arts that came out of west Africa and were modified and mixed in Brazil. These original styles included weapons, grappling and striking as well as animal forms that became incorporated into different components and sub styles of the art. In 1500s the Portuguese, led by explorer Pedro Alvares Cabral, arrived in Brazil. One of the first measures taken by the new arrivals was the conquering of the local population, the Brazilian Indians, in order to allow the Portuguese slave labor for sugarcane and cotton. The experience with the Indians was a failure. The Indians quickly died in captivity or fled to their nearby homes. The Portuguese then began to import slave labor from Africa. On the other side of the Atlantic, free men and women were captured, loaded onto slave ships and sent on nightmare voyages that would end in bondage. The Africans first arrived by the hundreds and later by the thousands approximately four million in total. Three major African groups contributed in large numbers to the slave population in Brazil, the Sudanese group, composed largely of Yoruba and Dahomean peoples, the Mohammedanized Guinea-Sudanese groups of Malesian and Hausa peoples, and the Bantu groups among them Kongos, Kimbundas, and Kasanjes from Angola, Congo and Mozambique. The Bantu groups are believed to have been the foundation for the birth of capoeira. They brought with them their culture; a culture that was not stored in books and museums but in the body, mind, heart and soul. A culture that was transmitted from father to son, throughout generations. There was candomble, a religion; the berimbau, a musical instrument; vatapa, a food; and many other things. The Dutch controlled parts of the northeast between 1624 and 1654. Slaves took steps towards reconquest of their freedom when the Dutch fought against the Portuguese colony, invading towns and plantations along the northeastern coast, concentrating on Recife and Salvador. With each Dutch invasion, the security of the plantations and towns were weakened. The slaves, taking advantage of the opportunities, fled into the forests in search of places in which to hide and survive. Many, after escaping, founded independent villages called quilombos. The quilombos were very important to evolution of capoeira. There were at least ten major quilombos with economic and commercial relationships with neighboring cities. The quilombo dos Palmraes lasted sixty-seven years in the interior of the state of Alagoas, fighting off almost all expeditions sent to extinguish it. Because of the consistency and type of threat present, capoeira developed as a fight in the quilombos. The birth of capoeira as a fighting style was created in the slaves quarters and might not have developed further if left only to that environment. Starting around 1814, capoeira and other forms of African cultural expression suffered were prohibited in some places by the slave masters and overseers. Up until that date, forms of African cultural expression were permitted and sometimes even encouraged, not only as safety against internal pressures created by slavery but also to bring out the differences between various African groups, in a spirit of divide and conquer. But with the arrival in Brazil in 1808 of the Portuguese king Dom Joao VI and his court, who were fleeing Napoleon Bonapartes invasion of Portugal, things changed. The newcomers understood the necessity of destroying a peoples culture in order to dominate them, and capoeira began to be persecuted in a process, which would end with its being outlawed in 1892. Why was capoeira suppressed? There were many motives. First of all it gave Africans a sense of nationality. It also developed self-confidence in individual capoeira practitioners. Capoeira created small, cohesive groups. It also created dangerous and agile fighters. Sometimes the slaves would injure themselves during the capoeira, which was not desirable from an economical point of view. The masters and overseers were probably not as conscious as the king and his intellectuals of his court of all of these motives, but even still, they knew something didnt seem right. There are many other theories to explain the origins of capoeira. According to one well known theory, capoeira was a fight that was disguised as a dance so that it could be practiced without knowledge of the white slave owners. This seems unlikely because when African culture began to be repressed, other forms of African dancing suffered prohibition along with capoeira, so there would be no sense in disguising capoeira as a dance. Another theory says that the Mucupes in the South of Angola had an initiation ritual efundula for when girls became woman, on which occasion the young warriors engaged in the Ngolo, or dance of the zebras, a warriors fight-dance. According to this theory, the Ngolo was capoeira itself. This theory was presented by Camara Cascudo , but one year later Waldeloir Rego warned that this strange theory should be looked upon with reserve until it was properly proven something that never happened. If the NGolo did exist, it would seem that it was one of several dances that contributed to the creation of early capoeira. Other theories mix Zumbi, the legendary leader of the Quilombo dos Palmares with the origins of capoeira, without any reliable information on it. Romeo and Juliet by William Shakespeare and Antigone by Sophocles EssayThe capoeirista must play many instruments and sing. The capoeirista may attimes be your enemy but is usually a friend. The capoeirista is a historian. Thecapoeirista is all of these. Description: Capoeira consists of a form of dance,practiced in a circle called the roda, with sound backgroundprovided by percussion instruments, like the agogo and the atabaqui. The Berimbau is a non-percussion instrument that is always used onrodas. Capoeira relies heavily on kicks and leg sweeps for attacks and dodgesfor defenses. Is not uncommon to not be taught any kind of hand strike, thougharm positioning for blocks is taught.The ginga (the footwork ofCapoeira), consists in changing the basic stance (body facing the adversary,front leg flexed with body weight over it, the other leg stretched back) fromthe right leg to the left leg again and again. Capoeira also puts a heavyemphasis on ground fighting, but not grappling and locks. Instead, it uses aground stance (from the basic stance, you just fall over your leg stretchedback, flexing it, and leaving the front leg stretched ahead), from which youmake dodges, kicks, leg sweeps, acrobatics, etc. Hand positioning is importantbut it is used only to block attacks and ensure balance, though street fightingcapoeiristas use the hands for punches. When fighting, it is rare tostop in one stance, and in this case , you just follow your opponentwith your legs, preventing him from getting close, or preparing a fast acrobaticmove to take advantage when he attacks. The rest of the time, you just keepchanging stances and do the equivalent of boxing jabs. Players enterthe game from the peda roda (foot of the circle), usually with a cartwheel(au). Once in the circle, two players interact with a series of jumps, kicks,flips, head and handstands and other ritualistic moves. Games can be friendly ordangerous. The music plays an important role in the feel of the game. The typeof game being played, whether fast or slow, friendly or tough, depends on therhythm being played and the lyrics being said. Training: After a thoroughwarm-up, standing exercises are done, with emphasis on the ginga,and on the basic kicks: bencao, a front-stomping kick, martelo,a roundhouse kick, chapa, a side-kick, meia-lua, a lowturning kick, armada, a high turning kick, queixada, anoutside-inside crescent kick. Then walking sequ ences are done, with theintroduction of somersaults, back flips and headstands, in couples andindividual. Some more technical training follows, with couples beginning basicand slow, and then the whole class forms and goes for roda game forat least 30 minutes. Capoeira conditions and develops the muscles, especiallythe abdominal muscles. Sub-Styles: Regional style is capoeira in a moreartistic, open form, giving more way to athletic prowess and training. Angolastyle is a more closed, harder style that is closest to the original Africansystems that came to Brazil. Iuna is a totally athletic and artistic form of theart, where the couple inside the roda play together, as opposed toone against the other. Arts and Painting

What type of music is most appealing Essay Example For Students

What type of music is most appealing Essay What type of music do you find most appealing? In 1995, the British band Oasis came out with their second and by far most popular album, (Whats the Story) Morning Glory?. This was one of the major building blocks in the musical wonderland of alternative rock. Alternative rock is a midge podgy category of music that has the rhythm and accentuated backseat of classic rock and roll but is more defined by its unconformity. This genre of music appeals to me because of its unconventional style and variety and significantly reduced desire to conform. One of the major facets of alternative rock that makes it so appealing is the unique style and variety. It is not unusual for one artist to produce many hit albums each with a slightly different sound. Beginning in 1983 and still touring today, the Red Hot Chili Peppers are a prime example of this diversity within alternative rock. Their first album, The Red Hot Chili Peppers, had a complex melodies with a strong baseline and simpler song structure. These songs, including Get Up and Jump, had a strong funk influences while still falling under the category of alternative rock. We will write a custom essay on What type of music is most appealing specifically for you for only $16.38 $13.9/page Order now Compare this to their 9th studio album Stadium Arcadian, released in 2006. Keeping in character of the bands originality and out of the box style, this album was the most mellow of them all and had prominent psychedelic influences from the late ass. Due to so much unconformity many alternative rock bands dont have the large fan base that the Red Hot Chili Peppers have and are not as widely know. Its very common for many of these bands to have one hit wonders. Alternative rock is so appealing because the intent of the music isnt to be popular; it is a true expression f the artist or band as a collective group. Panic! At the Disco is a more recent band of the sass. Formed in 2004, they are mainly remembered for their two singles I Write Sins Not Tragedies and Nine in the Afternoon; both of which subsequently preceded their first two albums. Alternative rock really separates the boys from the men in the sense of commitment to their love of music; Panic! At the Disco still continues to write music and have recently released their fourth album, Too Weird to Live, Too Rare to Dill. What type of music is most appealing By presumptuousnesss

Fungi essays

Fungi essays What are the fungi? Mushrooms, molds, yeasts, athlete's foot diseases, rusts, and smuts All are filamentous or unicellular. Individual filaments are termed hyphae. A mass of hyphae is the mycelium (the feeding stage) Walls of the filaments are of cellulose with chitin Cells are eucaryotic; that is, they contain nuclei, mitochondria, other organelles Nutritionally, all fungi are heterotrophic, mostly aerobic Saprophyticlive off dead organic matter Parasiticobtain nutrients by penetrating tiny branches (haustoria) into a host Sexualgametangia produce sperms and eggs Decomposers of organic materialsimportant recyclers of matter The representative genus I shall use is Saprolegnia (can be collected from freshwater habitats by using apple baits in wire cage) A true mycelium, of tubular threads The hyphae have 2N nuclei (numerous) Mycelium grows and sooner or later reproduces Zoospores are released, attach to a food particle, germinate to become hyphae, then mycelium The same mycelium that produced the sporangia now forms the sex organs Antheridia> sperms (gametes) Gamete fusion occurs in the oogonium Zygotes are released, germinate, attach to a food mass. Mycelium feeds, grows, eventually reproduces See page 532 in your text for the life cycle. ...

FACTORS INFLUENCING CHILDREN'S DEVELOPMENT include, ILNESSES, Research Paper

FACTORS INFLUENCING CHILDREN'S DEVELOPMENT include, ILNESSES, ACCIDENTS,INJURIES - Research Paper Example The health professionals have mainly figured out four main factors which are environmental factors, biological factors, early environment as well as experience. Child development process starts from prenatal stage, and so health and nutrition of pregnant women affect the development of the fetus. Proper nutrition, healthy life style like abstinence from smoking or alcohol during pregnancy can reduce the risk of premature birth and infant mortality. The most important phase of a human being is his or her early childhood that should be properly monitored and nurtured for efficient child development. The physical, social and cognitive development during early childhood has strong impact on physical diseases like obesity, heart disease, and also competence in literacy and numeracy. The experiences during early childhood period have lifelong impact on an individual. The focus of this paper is that a nurturing environment where children spend their growing and learning years has a major impact of child development. It is not possible for parents to provide a perfect environment for their children without the assistance of local, national and international agencies. Therefore, government and child care agencies should work in collaboration with families to provide a healthy and nurturing environment for children worldwide. Family is the most important source of experience for children as family members are the ones with whom children spend most of their childhood years, and family members act as mediators between children and the broader environment. An efficient family environment is dependant on social and economic factors. Social factors include education of parents, cultural practices, relations between different family members, and health conditions of family members. Economic factors include employments conditions, wealth and standard of li ving (Siddiqi, et al, 2007, pp.3-5). Child development is also a natural process

The Analysis of Film production as a popular cultural production in Essay

The Analysis of Film production as a popular cultural production in Korea - Essay Example The poor quality of the films in Korea was due to limited budget of production and lack of well-developed system and structures compared to the Hollywood films which had taken over Koreans’ market. Between 1993 and 1998, the Korean market share in the film industry had steadily decreased by 15% threatening its existence in the industry. The film Shiri which was a hit in 1999 was about a North Korean spy who was preparing a coup in Seoul and it sold more than two million tickets. It also recorded more than 5 million viewers catapulting to the top of the South Korean box office and took the place previously held by the film ‘Titanic’. This film made the Samsung Entertainment group to create a production system and also initiated large-scale fundraising of money to improve the film industry. Koreans market share in the film industry also increased by 39.6 percent. This was a great achievement in the Korean popular cultural production as it brought fame to the country . The increase in the market share also inspired many Korean film-makers convincing them that good financial support system and a selected quality can make Korean film productions successful. The film Shiri also opened doors for other films in Korea such as the Matrix to gain fame in the world. Additionally, the five-day working week law applied in this country promoted its film production in a big way since most people visited theatres during their long weekends. As a result, the Korean film market expanded by 18% annually and by 2002, the film industry had over 100 million audiences. As of 2004, many Korean films had become more popular in the world than the Hollywood films. In addition, major distributors of the Hollywood movies such as Warner Brothers and DreamWorks saw great potential in Korean films and began to acquire the copyright of remakes of the several movies  that had been big hits the Korean market.  

Analysing Reviews and Development of SMEs in Ghana

Analysing Reviews and Development of SMEs in Ghana The dynamic role of Small and Medium scale Enterprises (SMEs) in developing countries towards employment generation and income creation has OVER TIME been highly emphasised by several authors (Kayanula and Quartey 2000, OECD 2004). While it is generally accepted that SMEs are important contributors to the domestic economy, not many governments have framed policies to enhance their contribution or increase their competitiveness (UNCTAD 2005). Previously insulated from international competition, many SMEs are now faced with greater external competition and the need to expand market share. As indicated by OECD 2002, SMEs fast-changing technologies and globalising economies are putting increased pressures on firms to reorganise their structures to enhance adaptability and flexibility. Upgrading the skills of all types of employees is hence central to firm performance in SMEs which must be able to adapt quickly to evolving markets and changing circumstances, but which often have limited resources. Indeed there is preliminary evidence that competence development activities can reduce the failure rates of small firms, which are far more likely to fail than larger firms, particularly in the early years (OECD 2002). 1.2 SMEs in Ghana: Definition and Role towards Economic Development As per statistics from the United Nations Economic Commission for Africa 2010, Ghana ¿Ã‚ ½s GDP grew at an annual rate of 5.4 per cent between 2001 and 2007. Such impressive performance was partly contributed to the robust growth of the SME sector in Ghana. Available data from the Registrar General in Ghana indicates that 90% of companies registered are micro, small and medium enterprises (Mensah 2004). This target group has been identified as the catalyst for the economic growth of the country as they are a major source of income and employment. Analogous to the situation in other countries though, Kayanula and Quartey 2000 state that there is no single, uniformly acceptable, definition of a small firm in Ghana as these firms differ in their levels of capitalisation, sales and employment. Hence, definitions which employ measures of size (number of employees, turnover, profitability, net worth, etc.) when applied to one sector could lead to all firms being classified as small, while the same size definition when applied to a different sector could lead to a different result. Kayanula and Quartey in their research however identified a number of common definitions used when referring to SMEs in Ghana that could be used for purposes of this essay. These definitions are summarised below: The Ghana Statistical Service (GSS) considers firms with less than 10 employees as Small Scale Enterprises and their counterparts with more than 10 employees as Medium and Large-Sized Enterprises. An alternative criteria used in defining small and medium enterprises is the value of fixed assets in the organisation. However, the National Board of Small Scale Industries (NBSSI) in Ghana applies both the fixed asset and number of employees ¿Ã‚ ½ criteria. It defines a Small Scale Enterprise as one with not more than 9 workers, has plant and machinery (excluding land, buildings and vehicles) not exceeding 10 million Cedis. From these definitions however, it would be prudent for purposes of this essay to note that the process of valuing fixed assets in itself poses a problem as continuous depreciation in the exchange rate often makes such definitions out-dated. It is further noted that SMEs in Ghana can be categorised into urban and rural enterprises. The former can be sub-divided into `organised ¿Ã‚ ½ and `unorganised ¿Ã‚ ½ enterprises. The organised ones tend to have paid employees with a registered office whereas the unorganised category is mainly made up of artisans who work in open spaces, temporary wooden structures, or at home and employ little or in some cases no salaried workers. They rely mostly on family members or apprentices. Rural enterprises are largely made up of family groups, individual artisans, women engaged in food production from local crops. The major activities within this sector include:- soap and detergents, fabrics, clothing and tailoring, textile and leather, village blacksmiths, tin-smithing, ceramics, timber and mining, bricks and cement, beverages, food processing, bakeries, wood furniture, electronic assembly, agro processing, chemical based products and mechanics (UNECA 2010, Kayanula and Quartey 2000). Among their many roles, SMEs in Ghana have been crucial in mobilising funds which otherwise would have been idle (Kayanula and Quartey 2000). The authors further point out that SMEs have been recognised as a seed-bed for indigenous entrepreneurship, are labour intensive, employing more labour per unit of capital than large enterprises and promote indigenous technological know-how. Furthermore, due to their regional dispersion and their labour intensity, argument goes that small scale production units can promote a more equitable distribution of income than large firms in Ghana. They also improve the efficiency of domestic markets and make productive use of scarce resources and thus facilitating long term economic growth. 1.3 Challenges facing SME Growth and Competitiveness in Ghana Despite the wide-ranging economic reforms instituted in the country to promote SME development, SMEs in Ghana still face a variety of constraints (UNECA 2010, Kayanula and Quartey 2000). Mensah 2004 drew up a basic profile on such SME challenges: SMEs are dominated by the owner/manager who takes all major company decisions. The entrepreneur possesses limited formal education, access to and use of new technologies, market information, and access to credit from the banking sector is severely limited. Furthermore, management skills are weak, thus inhibiting the development of a strategic plan for sustainable growth. Kayanula and Quartey in addition note that SME competitiveness in Ghana is mainly constrained by the following factors: 1. Limited access to finance remains a dominant constraint to small scale enterprises in Ghana. Credit constraints pertaining to working capital and raw materials are often cited by small firm and these partly stem from the fact that SMEs have limited access to capital markets, both locally and internationally. 2. SMEs have difficulties in gaining access to appropriate technologies and information on available techniques. This limits innovation and SME competitiveness. This fact is ascertained by UNCTAD 2005 which notes that most SMEs also lack the technical know-how and financial resources needed to acquire state of the art technologies and equipment required to improve productivity and to become internationally competitive. 3. Regulatory Constraints: Although wide ranging structural reforms have improved, prospects for enterprise development remain to be addressed at the firm-level. High start-up costs for firms, including licensing and registration requirements, can impose excessive and unnecessary burdens on SMEs. The high cost of settling legal claims and excessive delays in court proceedings adversely affect SME operations. In the case of Ghana, the cumbersome procedure for registering and commencing business were key issues often cited. 4. Of actual importance to this essay however, is the insufficient supply of skilled workers among SMEs in Ghana that limits specialisation opportunities, raises costs, and reduce flexibility in managing company operations. This is coupled with the lack of entrepreneurial and business management Skills: Lack of managerial know-how places significant constraints on SME development. Mensah 2004 in conclusion notes that SMEs in Ghana have not been able to take full advantage of Government-sponsored business support services. This paper therefore seeks to identify the possible implications for strengthening SME competitiveness through competence development that could be attained through the acquisition of knowledge, skills and new abilities. Chapter Two: Literature Review 2.1 Competence: Definition of the Concept Studying a concept such as competence is very complex as the concept is used differently by many people (Awuah 2007). According to the author, the term competence can be defined as the ability of a firm to develop and manage relations with key suppliers, customers and other organizations. The term is further defined by the UN as the possession of a set of skills, related knowledge and attributes that allow an individual to perform a task or an activity within a specific function or job (UN 2007, UNIDO 2002). A graphical display of how the UN explains competence is displayed in figure 1 that follows: A more practical definition for the term competence is provided by the European Commission which defines competence as the combination of human knowledge, skills and aptitudes serving productive purposes in firms and contributing to their competitiveness (EC 2003). From the EC definition, we notice that the possession of necessary skills and abilities should be able to provide a firm with a certain competitive advantage over its competitors. In this paper therefore, the term competence will be used to mean the ability to demonstrate knowledge, skills, experience, and attributes necessary for a firm to achieve a sustainable competitive advantage. In general, competence in a job means being competent at all aspects of each function or competency required to be performed within the role. The term competency is graphically explained in figure 1. Several authors such as EC 2003 and Moe 1995 distinguish between competencies at individual and organisational level. Individual competencies imply a person ¿Ã‚ ½s internal cognitive abilities and skills. Such competencies may be gained through education and experience in the work place (Nordhaug 1992). On the other hand institutional competence is more than the sum of competences of the individuals. It consists of institutional qualities such as the ability to mobilize teamwork and synergistic effects of interactions between individuals (Moe 1995). EC 2003 however cautions that a high level of individual competence does not automatically result in a high level of organisational competence and therefore an optimal degree of organisational competence requires a transfer mechanism that facilitates interplay between an individual and the organisations frameworks and routines. Figure 1: Definition of Competency Source: UNIDO 2002, Page 9 In this regard, Nordhaug 1992 adds that much expertise based on practical experience is accumulated by individuals working within any company. To transform the experiences of the individuals into institutional knowledge is a great challenge to which there hardly exists any universal solution. The goal therefore must be to embed this experience in the organization in such a way that it is at any time available to those who need it, even after the individual who made it has left the company. In contrast to many contemporary authors, UNIDO 2002 distinguishes competencies as being managerial, generic and technical. Managerial competencies are considered for staff with managerial or supervisory responsibility in any firm, including directors and senior posts. It is further noted that some managerial competencies could be more relevant for specific occupations however they are applied horizontally across a firm for example analysis and decision making and team leadership. Generic competencies are considered essential for all staff regardless of their function or level for example communication, programme execution and linguistics. Technical or functional competencies on the other hand are specific competencies that are considered essential to perform a job within a defined area of work for example environmental management, finance management and human resource management among others. In conclusion, UNIDO 2002 notes that any function within a firm requires a set of essential managerial/generic and technical/functional competencies to be performed effectively. 2.1 Competence Development in SMEs 2.2.1 Definition of Competence Development Competence development is defined by Koch, Gill and Ellstr ¿Ã‚ ½m 2006 as an overall designation for the various activities that can be used to affect the supply of employee competence and skills on the internal labour market. In this definition, it should be pointed out that the term competence development is sometimes also used to denote the individual learning processes through which competence is developed. A simpler definition is provided by the EC, which defines competence development as the measures taken by any enterprise to develop its competence base Competence development in this case refers to activities that are planned and organized in order to foster learning as a primary aim, but also to activities that have learning as a secondary and perhaps unintended outcome. According to the EC, any enterprise can develop its competence base by a number of different possible measures, that is to say, by recruiting the right competence from outside or by developing the human resources the organisation already possesses. This goal can be obtained from a double perspective: first of all, through the development of the competence base of its human resources, basically through different forms of formal and non-formal learning such as training courses, internal seminars, work groups, assistance to expos. This kind of perspective was termed by Nordhaug 1992 as the Development of in-house competence, which represents the measure a firm takes to develop their competence status available within their in-house human resources. Further more competence development activities may be formal through internal or external courses that are deliberately planned and organized as means for work place learning. These activities may or may not result in a certificate, a diploma or a mark that is recognized by the educational system or on the external labour market. In many cases, courses are carried out to meet more specific needs at the workplace, and do not result in some kind of formally recognized certificate or mark. Workplace learning through formal activities are usually financed by the employer and carried out during working hours. In contrast, informal competence development may occur through the participation of the individual in development projects at the workplace, staff-meetings, job rotation and team-based work among others. Such activities are generally characterized by a low degree of planning and organization from the perspective of learning. The second approach is through obtaining the desired competence externally. Examples include the recruitment of new employees, the purchase of consultant services or co-operation with other external stakeholders. Nordhaug 1992 complements this approach by noting that external competence acquisition, where firms acquire (buy or by other means get access to) different external competencies that are outside the enterprises boundaries that they internally lack but may be regarded as essential for the optimal performance of the firm. Relating to the work of Griffiths et al 2007, the definition of competence development in this paper will emphasize the focus on the continuous updating and building of both individual and organisational knowledge, skills and abilities. 2.2.2 A Four Stage Model of Competence Development To simplify analysis, a model of competence development which consists of four stages is presented in this section: Figure 2: Competence Development Model Adapted from Griffiths et al 2007: Page 134 According to the figure above, the cycle of competence development starts with a process of orientation, in which the learner determines which competences that need to be developed. Once this decision has been made, the learner has a choice. One very quick route, typical for informal learning and competencies related to leisure activities, is to go directly to the competence development activities, based on the learner ¿Ã‚ ½s interests and only very little knowledge of their current proficiency level. The other route, more related to formal learning and to professional development is to proceed by collecting evidence, which shows the learner ¿Ã‚ ½s current proficiency level. After the learner has collected this evidence, they can again choose: either they can have their proficiency level officially recognized by others, or they can go directly to the competence development activities. Again, the latter route is the more informal learning route. Griffiths et al 2007 emphasizes assessment by others is the point where the formal learning route starts, where previous learning, which might have been either informal or formal, is turned into a formal recognition. When the cycle is passed through for the first time, the moment of assessment carried out by others is often referred to as intake assessment. The model is supplemented by Ogrean 2009 who notes that through orientation and assessment, the model serves as the basis for ensuring that the organisation is well positioned to achieve its vision and strategic goals. 2.3 Challenges towards SME Competence Development An introductory picture into the challenges facing SME competence development is provided by EC 2003 that notes that specific SME research and studies taking a more holistic view of competence development in SMEs are very difficult to find. As a result, the share of SMEs participating in competence development is lower than the respective one for larger enterprises (Mandl and Dorr 2004). SMEs are however not only constrained by limited information on competence development. According to Mandl and Dorr 2004 and EC 2003, smaller companies are indeed confronted with a wider range of barriers hindering the engagement in competence development than larger ones. The most important one they note constitutes the lack of time to both, strategically plan and participate in respective measures due to the dominance of the daily business. Mandl and Dorr 2004 specifically note that limited financial and human resources constitute the main barriers for SMEs to engage in competence development activities. Generally, employees are too much involved in the daily business life to have time to engage in qualification measures and due to the restricted number of employees no proxy is available in many cases. It is further noted that SMEs are often sceptical towards external advice and training as they are not informed about what is offered and/or are unsure about the quality or the price-performance ratio. Furthermore, the programmes offered do in most of the cases not correspond exactly to their needs. Stone 2010 observes that small firms often report difficulty accessing training tailored to their needs in terms of type and quality, scheduling and location. Additionally, SMEs fear that higher qualified employees will leave the company because of a lack of incentives such as higher salaries and career chances in larger enterprises. Larger firms often pay higher wage rates, so formal qualifications are perceived by many small employers as more valuable to employees than the business itself (Stone 2010). This is worsened by the fact that these firms lack competence development specialists in the company: very few SMEs indeed dispose of experts in the field of competence development leading to a lack of a systematic competence development scheme in these firms. This barrier is also mentioned in terms of lacking plans and personnel for conducting the training or identifying the company competence needs Another obstacle identified from empirical research (Stone 2010) is that that small employers commonly lack information on what training is available to them, as well as evidence of the benefits of training to set against perceived and real barriers to training activity. Even where they perceive training to be of value, releasing employees for especially formal training is more difficult for smaller employers. Lost working time is an especially important constraint with respect to owner-manager training. According to OECD 2002, for a variety of reasons, smaller firms are less likely than larger enterprises to provide external training to all grades of workers, including managers. In addition to financial constraints, information gaps make smaller firms less aware of the benefits they would obtain from management training and few see training as a strategic tool. Due to higher turnover in managerial staff, small firms may not realise the same benefits from training investments as larger firms. Chapter Three: Competence Development for SME Growth and Competiveness in Ghana 3.1 Competitiveness: Definition and Concept Competitiveness can be assessed at either the national or the enterprise level (UNCTAD 2005). At the national level, competitiveness has been defined as a nation ¿Ã‚ ½s ability to produce goods and services that meet the test of international markets while simultaneously maintaining and expanding real incomes of its people over the long term. The ability to compete in international markets is usually thought to be dependent on macroeconomic policies and conditions (trade policies and exchange rates among others) as well as on a nation ¿Ã‚ ½s comparative advantage that is its factor endowment (land, labour and capital). At the enterprise level, competitiveness is the ability to sustain a market position by, supplying quality products on time and at competitive prices through acquiring the flexibility to respond quickly to changes in demand and through successfully managing product differentiation by building up innovative capacity and an effective marketing system (UNCTAD 2005). The difference between the competitiveness of an enterprise and that of a nation is that the enterprise will cease to exist if it remains uncompetitive for long whereas a nation never goes out of business no matter how badly it is managed or how uncompetitive it is. When a nation loses its competitiveness, this is reflected in its deteriorating welfare conditions rather than elimination from the market. To achieve continuous competitiveness, enterprises must transform their ways of competing: they must shift from comparative advantages such as low-cost and labour, to competitive advantages, namely the ability to compete on cost and quality, delivery and flexibility. Such competitiveness may depend on the business environment, sophistication of company operations and inter-firm cooperation. According to UNCTAD 2005 however, since an enterprise does not produce in a vacuum, its competitiveness can only be measured within various types of market territories at the sub national, national and supra-national levels. The optimization of its capital resources (finance, technology, labour) commands its ability to penetrate each of these three market territories. In general, OECD 2004 identifies that it is up to the SMEs to implement competitive business operating practices and business strategies. However, the options available to SMEs are also closely related to the quality of institutions, markets and organizations that constitute the business environment. These will however depend on the efficiency and effectiveness of institutions, markets and organizations that encourage or discourage SMEs to take their cues for learning new ways of doing business, compare their own competitive characteristics with those of their rivals, and makes their decisions to invest, including the i ntroduction of innovations into their business strategies. In conclusion, UNCTAD 2005 notes that competitiveness is embodied in the characteristics of the firm, namely through: the current efficiency and effectiveness of the use of resources; the willingness and the ability to relate profitability to growth of capacity through continued investment. Although the authors concur with the view that competitiveness is created at the firm level, it is also emphasized that this is partly derived from a systemic context, emerging from complex patterns of interactions between government, enterprises and other actors, and will therefore exhibit different forms in each society. In addition, external competitiveness can be achieved by firms through exports, sustaining diversification and/or better quality of production, upgrading technology and skills, and expanding the base of domestic firms to compete regionally and globally. A firm is competitive in external markets depending on its ability to supply quality products on time and at competitive prices and to respond quickly to changes in demand by building up innovative capacities and market strategies. 3.2 Linking Competence Development Activities to SME Growth and Competiveness In the current competitive and complex economic environment, human capital is increasingly recognised by both countries and by business organisations as a key engine for growth and competitiveness (L ¿Ã‚ ½fstedt 2001, EC 2003, Moe 1995). Moe further identifies that companies will rarely be allowed to benefit significantly from competitive advantages in terms of monopolies or privileged access to certain raw materials, special means of production or protected markets. The success of any company will depend on its ability to compete in the management of resources and in exploiting markets which are in principle available to all. Competitiveness in the market-place, as well as for the best people, will also increasingly depend on the environmental qualities of the company. Thus, the key to success is in a superior ability to recruit, develop and mobilize human resources. The best way to adapt to the changing environment and new requirements is to increase the organizations competence and to use it in the best possible way (L ¿Ã‚ ½fstedt 2001). Against such a background of globalisation and competition, the availability of up to- date knowledge, also within the smallest enterprises, is of increased significance not only for the individual company but also for the economy as such (Mandl and Dorr 2004). The authors further note that the current economic environment is characterised by global competition, fast technology developments, shorter product life cycles, more demanding consumers and changing enterprise structures through merges, alliances and take-overs. Thus, the new growth theories make economic growth dependent on the rate of accumulation of both physical and human capital, defined by the levels of knowledge, skills and competencies of the workforce (EC 2003) Another important concept of how SME competitiveness could be advanced through competence development is provided by Koch, Gill and Ellstr ¿Ã‚ ½m 2006, who argue that competence development can result into increased individual and organizational performance. This view is supported by Stone 2010; in his famous quotation that  ¿Ã‚ ½Firms that train their workers are significantly less likely to close than those that do not ¿Ã‚ ½ (Kock, Gill and Ellstr ¿Ã‚ ½m 2006). In addition to this, Fretwell 2002 notes that employee morale is created by and directly proportional to the degree of employee competence supported by leaders throughout the organization. Employee morale within an organization in turn has a direct impact on the satisfaction level of its customers and the companys ultimate success. When relationship-based leaders promote core competency development of its workforce throughout the organization, an opportunity exists for ensuring high employee morale and customer satis faction, an increase in employee and customer retention rates, and a positive long-term outlook for the companys successful performance. Common knowledge suggests that employee morale has a direct impact on the satisfaction level of an organizations primary external customers. In general, firms that are able to invest in the development of their human capital and the improvement of organisational capabilities will be able to gain a competitive advantage need to survive in today ¿Ã‚ ½s competitive world. 3.3 Implications for SMEs in Ghana A clear analysis of the prevailing environment for SMEs in Ghana indicates that the combined forces of globalisation, technological progress and growing market demand pose a challenge to SME competitiveness. However, there are a number of ways in which small firms can get around this situation. To support analysis, several implications for SMEs in Ghana have been identified through the framework for SME competitiveness as displayed in the figure that follows: According to ECA 2001, the framework distinguishes between factors that are internal and external to the enterprises. The large circle in the centre of the diagram captures the key internal requisites and processes that might lead to increased competitiveness in enterprises. These inputs are often called technological capabilities and they are defined as the knowledge, skills and efforts required for firms to bring about an indigenous process of technological development. ECA further emphasizes that such capability acquisition cannot be taken for granted and often requires purposeful and cumulative efforts aimed at assimilating and modifying existing technologies, adapting them to local conditions. This is especially the case in Ghana since major innovations are still concentrated in technologically advanced countries. Figure 3: Framework to support SME Competitiveness Source: ECA 2001 Page 12 On the other hand, marketing capabilities are required to make the product available and attractive to the buyer. They include activities concerned with establishing a marketing channel from the factory to the buyer (direct sales or intermediaries), organising the logistics (related to mode and speed of transport), promotion (advertising, branding) and after sales service. Further more, research has shown that capability building and competitiveness also depend on factors external to the firm. As shown in Figure above, this external context is given first by the type of network or cluster to which the firms belong. It is now well recognised that the lonely enterprise is doomed and the quality of relationships with other producers, suppliers and customers is critical for learning and competing (ECA 2001). The framework further identifies clustering to facilitate the mobilisation of financial and human resources. In summary, clusters and networks constitute the immediate external context in which SMEs operate. The benefits of clustering are widely acknowledged: the spatial and sectoral concentration of firms generates externalities, favours inter-firm cooperation and constitutes a niche for effective policy support. This fact is reaffirmed by UNCTAD 2005, that observes that the competitive pressure of globalization brings about the need for SMEs to come together in order to survive and grow. The formation of trade associations and industrial groups/clusters are accordingly being promoted. A commendable example of such clustering for competitiveness is observed in the Ghana metalwork cluster in Suame that has generated positive externalities for SMEs, namely access to markets, labour market pooling and significant technological spill-overs. OECD 2010 for example further suggests that SMEs acquire new knowledge and skills that will enable them to obtain the ideas they require for innovation and the markets to exploit them. A major message is that small firms do not innovate by themselves but in collaboration with suppliers, customers, competitors, universities, research organisations and others. These networks will then help them overcome some of the obstacles to innovation linked to their small size. Needless to say however, the quality of their local entrepreneurship environments, strength of local technology partners, and the quality of local science-industry linkages is critical to SME com

Health Care Challenges Memo Essay

There are many challenges that happen within the health care field. The most important is protecting the patient’s personal information and who is able to access this information. The National Health Information Network (NHIN) was formed to help improve upon the sharing of health care data. This was to help link data together for all involved to keep data secure when transferring over the internet. Within a health care organization a Hierarchy information system is used. This offers ease of network expansion and alteration for desktops used to be able to access necessary data. Both local area network (LAN) and wide area network (WAN) are used in within the organization. Two or more LANs are connected by a hub. The LAN is connected from different areas to form an internetwork. Within the health care field it is important that protected health information (PHI) is kept protected. There are measures that need to be taken to ensure that there are no unauthorized usages of this typ e of information. The HIPAA standards must be followed at all times whether it is administrative or patient care departments. Physical safeguards are in place to protect the hardware and facilities that store PHI. The facility that houses the health IT is housed has limited physical access to authorized personal only. There are restrictions on workstations to have access with PHI. The health IT system has safeguards built in to protect health information and to be able to control of access to it. Measures are set to limit access of information. Steps are taken to encrypt, and decrypt information being transmitted electronically to guard against unauthorized access of the information. In order for the organization to have control over who access the information steps need to be taken to protect patient data from being stolen. To do this users have a unique user identification protocols, automatic logoff, emergency access steps, and encryption and decryption mechanisms. Audit  controls need to be used to check activity of the IT system. Authentication of the entity or person that is attempting to access the information is a must to do. Transmission security of PHI that is being transmitted through the network needs to be protected. References Health Information: Management of a Strategic Resource (4th Ed.) (Abdelhak, Grostick, & Hanken) How Do I Ensure Security in Our System? (n.d). Retrieved from www.hrsa.gov/healthit/toolbox/HIVAIDSCAREtoolbox/SecurityAnd†¦

Management Competency Framework Essay

Introduction Blaenau Gwent’s new competency frameworks have been developed to support the Authority’s ambitions to continually improve the services we provide to our customers. A group representing all Directorates within the Authority developed the frameworks, and consultation also took place with all department management teams to ensure the frameworks are appropriate and fit for purpose. The frameworks are focused on attitudinal and behavioural competencies, rather than those that look at technical skills. This is because we traditionally have been able to address technical gaps in knowledge through established training and development activities. Behavioural and attitudinal development has not had the same intensity of attention, and the frameworks aim to address this, as it is a crucial aspect of continually improving the services we provide. This particular framework applies to those who report to a Divisional/Service Manager and have an operational management role (which includes managing others), or where the professional /technical role requires regular operation at this level. Below are answers to some of the questions you may have about the frameworks. What is a Competency Framework? Competency frameworks are a method of describing the underpinning values that shape and define the culture of the Authority. They also provide clear focus to support the development of staff in order to deliver the best possible services. The competencies within the frameworks have been substantially derived from the People Strategy, the Staff Opinion Survey, and consultation with senior managers, and are focused on ensuring we have the capacity to deliver the strategic objectives of the Authority and make Blaenau Gwent a better place to live and work. There are two generic frameworks that the Authority will be using; 1. Management Competency Framework – this will apply to you if your job involves you supervising or managing other people. The Management Competency Framework splits into 3 levels. The particular level that applies to you depends on the level of your management responsibilities. 2. Generic Competency Framework – this will apply to you if your job does not include supervisory or management responsibilities. There are a number of competencies in each framework. Underneath each is a general description of the competency, followed by a list of attitudes/behaviours that would indicate competence in the relevant area. The list is not exhaustive but is designed to give a flavour of the approach that the Authority encourages in all staff that the framework applies to. There is also a negative statement at the end of each competency to indicate the sort of behaviour that is actively discouraged, as it works against the principle of continual improvement that the Authority is striving for. 3 Why do we need a competency framework? The competency framework serves several purposes, which together enable the Authority to improve and develop its staff and services. The framework: 1. Informs prospective recruits what is expected of them 2. Informs staff of the sort of attitudes and behaviours the Authority encourages when carrying out their duties 3. Informs staff of what they can expect from their managers 4. Shapes and defines a culture based around strong principles such as partnership, continuous improvement, constructive challenge, and being citizen centred 5. Supports staff at all levels in their development in order maximise their potential The frameworks also link to some of the key strategies that drive the objectives of the Authority, such as the People Strategy and the Training & Development Strategy & Policy. The headline competencies are closely linked with the Authority’s strategic objectives, as these are crucial to fulfilling our obligations to our customers. How will they be used? Initially all staff will receive information about the frameworks and be encouraged to informally assess themselves against the framework that applies to them, with a view to developing their skills in all areas of the framework. The frameworks will also be built into a revised Performance Review Scheme (PRS) and recruitment process. The frameworks will be reviewed and revised to ensure they reflect the needs of the Authority and its staff. Leading People Leads and motivates others to continually improve performance. Is approachable, supportive, and demonstrates integrity, fairness, and high personal and professional standards. A Blaenau Gwent Manager Sets the standard of leadership for the service Provides clear direction and goals for the service Takes direct responsibility and is accountable for actions Ensures the principles of equality and diversity are embedded in the service Recognises and celebrates others’ contributions & achievements Challenges inappropriate behaviour A Blaenau Gwent Manager does not Consider it someone else’s job to inspire the service Communicating the Vision Sees the â€Å"big picture†. Interprets and sets out how the vision is linked to the service. A Blaenau Gwent Manager Translates the vision into operational objectives Develops long term objectives and strategies for own service area to achieve the vision Proactively promotes the vision to others Ensures others understand how their role contributes to achieving the vision A Blaenau Gwent Manager does not Regard the vision as unconnected from service objectives Facilitating High Performance and Results Is enthusiastic, ambitious, determined, and confident to challenge, ensuring high levels of personal and service achievement. Has stamina and willpower to deliver results. A Blaenau Gwent Manager Is committed to continually improving performance of self and others Sets ambitious performance targets and priorities for self and others Gives regular, constructive feedback on team/individual performance Motivates others to achieve and improve performance Recognises and celebrates success Challenges poor performance appropriately Seeks learning opportunities from results A Blaenau Gwent Manager does not Regard the status quo as acceptable Maximising Potential Develops and encourages personal development to improve performance and contribute to continual improvement. A Blaenau Gwent Manager Encourages and develops personal accountability in others Encourages others to think for themselves Promotes risk-taking and supports appropriately Develops the skills, experience, and ambition of others at all levels to enhance flexibility of services Promotes development in self and others Supports and trains others in own areas of expertise A Blaenau Gwent Manager does not Make negative assumptions about others’ ability to contribute Communicating Communicates openly and effectively, ensuring that messages are clear and concise. Adapts content and style to help others understand. A Blaenau Gwent Manager Promotes a culture of open communication Communicates effectively, using a variety of styles, with a broad range of people Creates and develops networking opportunities to influence Actively listens and respects others’ points of view Checks own and others’ understanding A Blaenau Gwent Manager does not Fail to consider the most effective way of communicating Making Informed Decisions Ensures decisions are based on sound evidence and linked to improving services. A Blaenau Gwent Manager Considers implications of proposed decisions Ensures decisions link to continually improving performance Understands problem solving is part of the improvement process Has the confidence to make ambitious, difficult, or unpopular decisions Is able to justify and explain decisions A Blaenau Gwent Manager does not Accept decisions without reviewing or challenging Working Together Understands and contributes to effective working across all sectors, and identifies potential areas of improvement, ensuring partnerships are focused on outcomes. Works effectively with colleagues in all departments. A Blaenau Gwent Manager Understands partnerships in the context of the â€Å"big picture† Promotes and contributes to multi-agency partnerships to continually improve services for the citizen Networks effectively internally and externally Identifies the expertise of others Proactively shares knowledge and information Seeks out the most appropriate people to contribute to partnership working, both inside and outside the service A Blaenau Gwent Manager does not Pay lip service to partnerships or work in isolation Promoting a Citizen Centred Culture Drives and promotes an outward-facing culture and service that is genuinely citizen focused. A Blaenau Gwent Manager Recognises the importance of contributions from the community to setting and achieving continually improving services Promotes and develops a continually improving citizen-focused culture within the service Contributes to initiatives enabling regular consultation and feedback from citizens on the quality and appropriateness of service delivery. Engages with the community appropriately and respectfully Is an ambassador for the organisation and the community it serves A Blaenau Gwent Manager does not Deliver services that meet organisational needs rather than the needs of citizens Working With Councillors Understands the political context and is aware of own role and responsibilities when communicating with Councillors or referring to others. A Blaenau Gwent Manager Establishes and continually improves positive and appropriate interaction with all Councillors Provides timely, constructive, high quality professional advice to assist the political decision making process Abides positively with the protocols relevant to the political relationship Is confident to refer enquiries to others when appropriate A Blaenau Gwent Manager does not Allow self or colleagues to be intimidated or fail to adhere to appropriate protocols when self or colleagues interact with Councillors, including inappropriately influencing, or being influenced, to the detriment of the organisation Pushing the Boundaries Is creative and innovative in seeking to continually improve the service. Manages change effectively and is willing to take calculated risks. Challenges where appropriate. A Blaenau Gwent Manager Regularly and constructively challenges the status quo Proactively thinks how potential change will affect the citizen Taps into the innovative and creative potential of others Considers different methods/approaches Encourages others to suggest new ideas Supports and develops others’ ideas Looks creatively inside and outside the organisation for new ideas and actively shares good practice A Blaenau Gwent Manager is not Satisfied with maintaining the existing arrangements and performance of the service

The Race And Racial Struggle Essay - 1766 Words

Numerous scholars and historians believe that Hitler’s ideas concerning race and racial struggle have originated from the philosophies of Charles Darwin, either directly or through various other sources. In today’s context, the word â€Å"racism† means to dislike an individual or a group of individuals based on the color of their skin. However, during the mid-twentieth century, the word â€Å"racism† meant to dislike a group of individuals because they were intellectually and/or morally inferior. Thus, it becomes the responsibility of the superior race to take control of the inferior race, or wipe them out completely in the case of Adolf Hitler. Hitler attempted to create and protect â€Å"the superior race† from the â€Å"inferior race† by implementing administrative policies designed to protect the former. This belief of superiority comes from Darwin’s theory of â€Å"survival of the fittest† which argued that there are signif icant inequalities within each species and that some species get taken advantage of while others take advantage of others. //This evolutionary theory could have been used as a justification for Hitler to do something he would have done anyhow, to exterminate roughly six million Jews who, according to him, belonged to the â€Å"inferior race†. It is fairly clear that Darwin did not mean for his work to be interpreted the way it did; however, it can be argued that Hitler used this theory of progress through the elimination of the weak as a method to rationalize his actions to hisShow MoreRelated`` Everything That Rises Must Converge : Racial Prejudice And The Struggles Of Integrating Other Races1718 Words   |  7 PagesRises Must Converge† is about racial prejudice and the struggles of integrating other races. 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