Health and social care Essay

As you begin to get older your muscles within your digestive tract can start to become really weak and would possibly start giving you the risk of having a lot of constipation. Also as you get older your heart is beginning to get less efficient and would not be able to pump the blood around your body like what it used to have done. Also the other things that could happen to your organs as you begin to get older are †¢Your body metabolism starts to become more and more reduced due to the fact that the lowered performance of the endocrine glands that is in your body. †¢The breathing can start to become more and less efficient because of the fact that the respiratory muscles are becoming less weak than what they had been before when they was once younger. †¢The Gas exchange within the human lungs becomes impaired as the elastic walls of the different small air pockets called alveoli then starts to become damaged. †¢Also as you get older your blood pressure starts to get higher, this could be because of the fact that you are becoming more stressed or because it was passed on within your family genes. The physical changes that could happen within the body as you’re getting older can be: †¢As you get older your skin becomes thinner, and they also get more wrinkled, this is one of the signs that you can tell that you are getting older. Also another thing could be that as you get older your skin starts to get less elasticated and becomes really saggy. †¢Your muscles become less weak and therefore you wouldn’t be able to do certain things that you may have been able to do when you were younger. †¢ When you get older your joints can start to become much stiffer and can become extremely painful as your cartilage on the bone starts to end and becomes really thin. As the ligaments in your body helps to reinforce the joints that also weakens and becomes looser. †¢Also because of the cartilage within your legs starts to separate and the vertebrae in the backbone becomes more and more compressed than before. The spine becomes more rounded than before, and al l this could end up making you shrink and could lose some of your height. Your senses: As you get older your ability to taste and smell things start to become less active and can deteriorate and the sense of balance can become really impaired. Also the other things that could have happened as you get older are that your hearing can start to deteriorate with the failure to hear high pitched sounds. Your vision can start to deteriorate because of the fact that a range of problems and cataracts can help to develop. Last but not least your skin can become sensitive and can lead to very high risk of increased hypothermia. The many different physical changes that people go through do not just happen because we are just casually ‘wearing out’ it happens because we are getting older. Also if you take the regular exercise, you may expect to live longer and stay so much healthier than what you would expect to plus the people who wouldn’t do this are the people that wouldn’t live as long. The different physical changes that are associated with the different ageing that may come with a limit to how many times the body cells can rapier and renew themselves and then because of the damage that builds up over the long lifetime. (Health and social care level 3, Beryl Stretch/ Mary Whitehouse 2010) Cardiovascular system This is where the heart heals to pump your blood around the human body. It is known that the older you get the more likely it is for you to start to develop narrowing of the arteries and the other blood vessels due to the fact that there are fats which would be known as Cholesterol which are pushing down and padding our your blood vessels. This is normally known as ‘the clogging up’ but the professional medical name for this is Atherosclerosis and this indicates that your artistries are beginning to harden. If this happens this then could result in you gaining higher blood pressure and this could put you at a very high risk of having a heart attack or stroke, this happens because the blood supply to the brain is blocked. If these blockages happen, this could result in you having something called coronary heart disease. If your coronary artery is blocked, then the person could start to experience really bad chest pains and could become out of breath. (Health and social ca re level 3, Beryl Stretch/ Mary Whitehouse 2010) Cognitive changes: When you are getting older, it can start to involve a loss of many different  nerve cells within the brain and could cause a reduction in the ability of the nerves to transmit electrical signals. Although this is happening it doesn’t mean that people start to lose their ability to think logically or reason, many older people start to report things going missing because of their memory recall, for example ‘where did I put the remote?’ Or ‘where did I put my glasses’. Often older people forget more things as they get older, and it takes them longer to respond and react, for example if an older person was to drive, they might drive more carefully and slowly due to the fact they know that they wouldn’t be able to respond as well if they wasn’t concentrating enough. These slower response times and the difficultly recalling recent memories are not symptoms of dementia, senile dementia is not part of a general ageing process, you could in fac t inherit this through family genes or it could just come to you as you get to a certain age, this normally affects people from the ages of 85+.(Health and social care level 3, Beryl Stretch/ Mary Whitehouse 2010) Degeneration of the sense organs: Sight: Normally after the age of 45 roughly, your ability of the eye to focus on certain things begin to weaken and because of this, by the time you get to roughly the age of 65 there may be more and more of a little focusing power left in your eye sight which unfortunately makes smaller print much more harder to see. The cataracts within the eye often changes in the lens of the eye. As people grow older the lens in the eye starts to change and can start to appear cloudy looking, this often happens and stops the process of the eye lens from being able to change shape or even to transmit the light properly. The cataracts may start to form between the ages of 50 and 60 years old and can often take a while to develop. If you are known to have diabetes then that also contributes to poor cataracts. Hearing: There are hundreds of thousands of older people who sadly experience the difficulty of not being able to hear high pitched sounds. This can normally happen because of the sensitivity with the nerve cells in which can possibly result in hearing loss. Some of the older generation can start to experience an unwanted build-up of ear wax which can be quite painful and could eventually block the transmission of sound from getting to them. Dementia  Ã¢â‚¬â€œ a disorder in which is more common in ageing: When experiencing dementia, it is more than likely to just occur in older people. It is known that only 5% of people which are over the age of 65 years actually have dementia. The Alzheimer’s society normally estimates that there are as many as 20% of the people that are over the ages of 80 are actually affected by the dementia disease. There are many different kinds of this disease, but the two major types of this disease are the Alzheimer’s disease and the second one is the one that is caused by the vascular disease which involves having problems with your blood supply to the brain. There are many people in the world who has heard of this disease but who are not completely sure on what it is, dementia is a disorder that causes a great amount of damage to human brain. This disease often affects people from understanding things, also they find it hard to remember people, places, who they are and where they live. There have been some cases in which older people have gone back to their childhood and are not able to speak, read, write or eat themselves. Hormones and Menopause: Normally when you get to this age you start to experience a major decrease in your hormone oestrogen which follows the menopause. People have discovered that the environment can actually make a huge amount of difference as the exercise is known to strengthen the muscles and the bones also may help to prevent osteoporosis. Women are unfortunately at a high risk of getting this osteoporosis than what men are because of the difference between the bone strength and how it is influenced by the different reduction of oestrogen. Musculoskeletal This is when the older the person gets the more that they start to experience the following: †¢Decline in mobility †¢Muscle thinning †¢Arthritis Arthritis: this is when you start to have a lot of damage to the joint in your body; there is a substance which is called cartilage, covers all of our bone ends and helps to cushion them as we are moving on a daily basis. As we are constantly moving all the time, our cartilage can start to wear and  become a lot thinner and less elastic with your age. This is perfectly normal. In Osteoarthritis your bones can start to become thicker and even start to form bony spurs which actually help but restrict your movement of the joints within your body. When people start experiencing this situation, they normally start of within the knees and hips which then obviously effect your movement. When ageing, it can often result in a general reduction and also lead to shrinkage of the skeletal muscles within your body. Because of this loss of muscles you wouldn’t be able to do the things what you might have been able to do when you were younger, but this often starts at around the age of 40 years old. Also another way to get thinner muscles is when you do not exercise often. Nervous system This is when the ageing starts to involve the loss of different nerves cells that help to activate the different muscles within your body. The Neurotransmitters, which are the different chemicals that are then released by the nerves in order for them to help to communicate, and control the muscles within the body. They also may help to function less effectively with your age. This then also affects the motor neurone disease which is a very rare disorder that is normally common in people around the ages of 50 – 70 than in the other age groups. There are many different causes of motor neurone, but they are not really understood but it is more than possible that the genetic inheritance may play a huge role within this or that the different exposures to toxic chemicals may increase a person’s risk of developing the disease. This disease starts to cause the nerves to degenerate which results in weakness and loss of the different muscle tissues. Respiratory system The respiratory system is when the blood within your body is not able to be pumped around the body efficiently, and this then causes you to feel really breathless. When you get older, you may start to realise that the strength of your chest muscles are starting to reduce with the aging and the efficiency of the human lungs may start to deteriorate. There are serious diseases such as bronchitis may start to develop as well, this means it starts to involve inflammation of the airways that help to connect the windpipes to the lungs. Skin When people get older their skin starts to change and it is very noticeable. As you get older the amount of fat that is stored under your skin starts to decrease and it is becomes looser and then develops wrinkles. Things that can damage your skin are everywhere, for example too much sunlight can eventually burn your skin and could put you at a risk of skin cancer, this is because sunlight has ultraviolet rays which can increase freckles and spots and make your skin rough and leathery like. Also another risk that can affect your skin is smoking, by doing this the chemicals within the cigarette can end up turning your skin a yellow looking colour. Smoking can also cause cardiovascular disease with is associated with the hardening and the narrowing of the arteries which then causes high blood pressure and heart attacks. Also smoking too much can then cause a lot of damage to the cell DNA may result in your skin developing a more aged appearance. (Health and social care level 3, Beryl S tretch/ Mary Whitehouse 2010) Psychological changes: The issue Explanation Ageism: There are many older people that sometimes can be stereotyped as being very useless, unable to cope with certain things, diseased and demented. Older people often start to experience some sort of prejudice from the younger people who see them as ‘having had their lives’. There are many older people that have a fear that they will not be treated with any sort of dignity within a hospital or care home. Financial concernsThere are a few people that are aged 65+ and over there their own home and the people that there are people over the age of 65 that have a higher level of savings in general than in any other age group. When you get to this age there are normally only about one in five of those older people who actually live in poverty and most of them wouldn’t have a private pension fund. Increased leisure time Your free time may enable you and older people to start to engage in the physical leisure of activities such as walking, and holidays that are very a ctive and ongoing. When you get older you may have an increase of free time, and often the older people aged 60+ normally go for the less active and laid back hobby of gardening. Also because of all the free time in which they have now gained it is known that older people start  to take interest of learning new things, whether it is a new language or even internet or sewing skills. Loss of a partnerThis is a way of life, nobody wants this to happen to them but it happens to everyone, and sadly bereavement may result in a range of different changes that you have to then learn how to deal with. This could also cause you to start having depression or anxiety problems. The effects of Retirement Most older people do find it hard to cope with when retiring from their job, but also at the same time there are the few older people who enjoy being retired as they believe that it is their free time and they are now able to let go of all the stress and are able to just take it easy and relax. Also this is the perfect time to invest in a holiday home or to finally start that hobby that they always wanted to do. Role Changes There are a few majority of the older population that enjoy the effective social networking sights with only one person in five that start to experience a degree of isolation. For many of the people that choose to retire it helps them to provide more than one opportunity to get in contact with their family members such as grandchildren. At this age the older people are more likely to get involved with the politic side of things which result in their age group voting more than the younger generation. There are also many different types of physical changes and illnesses that could contribute towards people losing their self confidence in doing certain things but it would be very wrong for you to just assume that the physical decline automatically removes all of the general self-esteem and confidence issues. When ageing, there are many different problems that can occur and that can influence the person’s health and psychology. It is known that the majority of these are over the state retirement age and they all experience very reasonable health and a very satisfactory social life that they lead. There are only a few minority of the older generation that start to experience poor health, live in poverty and are pretty much isolated. When ageing physically, everyone has their own personal experience of psychological change and it’s more than likely to be different than everything else. There were two theories about ageing and one of those was by Cumming (19975) and he ha d argued that some people disengage from any sort of social activity when they start to get older. He argued that as  people get older they would all start to experience a reduction in social contact with people and start to become much more independent and individual that would be less concerned about what people expect from them and what they expect from others. Many do not agree with this theory and it is important that people remember that Cumming and Henry has first proposed the theory in 1961 when there was no internet so that they never had access to any sort of communication that involved technology at all. There is another famous person that had a theory and his name was Erik Erikson and he had argued that older people need to start to develop a sense of their own â€Å"ego integrity† and that they need to avoid despair during later life. Also your culture and religion can affect you as well for example, the way in which you start to react to the physical changes that you would experience during later life and it will start to depend on your different attitudes a nd your beliefs. Often, when people of the older generation retire they are lucky enough to be financially stable and they are able to do the things that they want to do and that they are able to afford now they don’t work. Also as they are not working people often take up new hobbies to take up there time, such as golfing, gardening and other things which can build up their self-esteem. Most elderly people still want to remain very much independent and to keep their dignity high, this is very much important to them because this shows that they can cope alone without having to have help with everything. Older people don’t mind help but they feel like people are taking it to the extreme at times, often they feel like people are trying to make them feel like they are not able to look after themselves when in fact they are very capable to do so. The fact that there are younger people who can stereotype the elderly people as being not useful and that they are not able to walk about without assistance, this can in fact affect their self-esteem and make them feel less confident. if someone was to constantly talk like this to the elderly person then eventually start to believe it and they start to act upon it.

Discuss the Effect of Islam upon West Africa Essay

Change Over Time Essay Assignment #1The camel, with its ability to travel long distances without water and carry heavy loads, facilitated trans-Saharan communication. During the seventh and eighth centuries CE, Islamic conquerors had added North Africa to the dar al-Islam. By the end of the eighth century CE, Muslim merchants had crossed the Sahara and initiated commercial relations with Sub-Saharan West Africa and by the beginning of the second millennium, Islam had become entrenched in West African life. Islam dramatically changed West Africa culturally, politically, and economically in the time period between 1000 CE and 1750 CE, but many staples of West African society remained the same. Economically, Islam ushered a new era of economic prosperity into West Africa. The adoption of Islam by West African states provided them with common ground upon which states such as Mali greatly expanded their gold trade to encompass Arab and Mediterranean nations. Established Muslim trade routes facilitated the huge increase in the volume of African trade. Commercial cities sprung up across West Africa, with commerce increasing Timbuktu’s population to 100,000. In the twelfth century, Muslim merchants introduced cotton, rice, and citrus fruits to West Africa; by the sixteenth century cotton was the main textile produced in West Africa. European demand for cotton textiles ensured that West Africa would remain economically prosperous. Islamic merchants expanded the African slave trade to a continental level, providing Europeans with a framework upon which to build the catastrophic Atlantic slave trade, replacing small scale tribal slavery with huge state economies built entirely around capturing slaves and selling them to foreign nations. However, despite these huge changes in economic methods and volume, West African states relied heavily upon trade as the principle form of economic support throughout periods of Islamic influence. The increase in trade with Islamic merchants between 1000 and 1750 led to the permeation of Islamic culture among West African peoples. Islamic rulers built large mosques and universities where people could learn about Islam, as well as other areas of knowledge. These universities spread literacy within West African society. Islam was generally tolerant of traditional values, such as polygamy. This allowed it greater popularity than  Christianity, and decreased resistance to conversion. Islam was not forced upon citizens by their kings, but rather was voluntarily encouraged. Despite this, many people adopted Islam, especially those who interacted with Muslim merchants. However, many of those who adopted Islam did not adopt Islam in its original form, but rather combined it with traditional religious beliefs to create a syncretic religion. There was much social turmoil among purists, such as the Fulani, and those who practiced syncretic Islam. Despite the large Islamic influence in the area, many chose not to adopt a syncretic faith and rather kept their traditional beliefs. The integration of Islamic culture into West Africa, as well as the economic prosperity that Islamic trade brought West Africa, led to the creation of large centralized states. As opposed to the small kingdoms, such as the kingdom of Ghana, that the first Islamic merchants encountered in West Africa, by the fifteenth century two large centralized empires had emerged. Islamic influence played a large part in the creation of these large empires. Firstly, the revenue created by integration of West Africa into Islamic trade allowed West African rulers to create and support large standing armies. These armies ensured that these empires could protect their peoples and sources of income, as well as exert their influence. Secondly, Islamic law, known as Shari’a, introduced to West Africa allowed for unified rule. Previously, varying tribal laws had caused disorder and fragmentation, as well as discontent. Islamic law facilitated and demanded the creation of large centralized empires. However, Islam itself did not necessarily become the exclusive religion of these empires; many, indeed most, citizens of these empires clung to and practiced their traditional pagan religious beliefs. Following the collapse of these two empires, West African political structure returned to the small regional kingdoms that had been West African norm before Muslim merchants crossed the Sahara. Overall, the Islam greatly, sometimes even completely, changed cultural, political, and economic environments in West Africa between 1000 CE and 1750 CE. Examples of this change include the introduction of centralized kingdoms, trans-Saharan trade, and Muslim values. Despite this great change, many elements of West African society, such as popular religion, dependence  on trade, and basic values remained the same despite Islamic influence up through 1750 CE. Near the end of that period, Africa began to be colonized by European nations, and fell under European influence.

Financial Health of Institutions Of Higher Education Essay

Financial Health of Institutions Of Higher Education - Essay Example However, with the current increased competition for students, this proved to be more difficult and getting enrolments which were high enough was hard for the college. Part D Offering training and certificate courses to lead to degree courses is important in at least two ways. To begin with, it helps increase the enrolment from many students who may not qualify to go directly to the degree course. If students can, and actually should, be considered as customers in the case for colleges, addressing this part for he market is a good way for the college to differentiate itself especially from the bigger universities which offer stiff competition for the students. Offering certificate and diplomas to help these students to bridge for their degree courses gives many people the opportunity to qualify for degree courses and at the same time give the college a new market segment to increase its overall market share. This definitely increases the enrolment and increasing enrolment will increas e the amount revenues through tuition fees. Part C There are many people who see this kind of path towards achieving higher education as a very important way to go on with their education. Many people fail to get the required grades to join college for various degree courses not necessarily because hey are not academically competent, but due to various issues. Giving them this avenue is an important way to help them to achieve their academic goals without allowing past barriers to prevent them from achieving these goals. As a result, offering these certificate courses to these students will definitely attract more students and more students also mean more money in the form of college tuition fees. The biggest advantage is that the cost of training certificate students is relatively low as compared to higher courses and this keeps costs down while at the same time increasing revenue. The other important thing with this strategy is that most of these students who have not qualified to degree courses and a looking for bridging courses are more willing to pay their fees without looking for subsidies and this reduces the financial burden for the college per student. It is also likely to get more enrolment from the local community because students do not travel to institutions which are too far from home to go and do these bridging courses. The only students who go to college which are far from their local area are those who are doing degree courses or post graduate courses. However, the main reason that this strategy was very successful is because it was not just a way to increase revenue, but it is also a solution that is solving other educational needs by giving individuals a second chance in acquiring higher education. Part D: not applicable Section 2 Both Georgetown College and Wesley College are not doing better than they were doing before. Their main revenues streams have declined over the years across the various streams of revenues. This indicates that the two colleges are not doing well and they have not been able to use the advice given as a way to make sure that they have healthy financing. The lack of success for the two colleges can be seen in the way they have both come from higher revenue flows in the year 2001 to lower revenues in the year 2010. Overall, they have done worse in placing themselves in a path that is of worse and riskier financial life. With regard to private gifts grants and contracts Georgetown College

Source Annotation Essay Example | Topics and Well Written Essays - 250 words

Source Annotation - Essay Example He also concludes that Americans are feeling an economy strain because of this. The quality of the source is credible considering that other scholars on the topic reaffirm the author’s sentiments. For instance, Himmelstein verifies the fact that medical bills are expensive, which has pushed people to file for bankruptcy. This proves the credibility of the source. I agree with points formulated by the author as the source fits into my argument because the Zuckerman also celebrates the fact that America has experienced an increase in the medical expenditure, a sentiment that has been shared by other scholars. This is due to the fact that the government has increased its resources towards achieving a better healthcare plane for its citizens. This positively influences the life of the Americans by cutting down all healthcare policies. I tentatively disagree with the fact that the prices of health have increased bankruptcy levels since the government of America has developed healthcare policies for its citizens. I therefore rule out chances that the American citizens are bankrupt and cannot afford to cater for their healthcare

Week 4 Forum Assignment Example | Topics and Well Written Essays - 250 words - 1

Week 4 Forum - Assignment Example They lived in poor neighborhoods famously known as ghettos, suffered indignities of racism, for example, whites segregated them in the industrial workplaces, and were mainly deployed in dangerous and labor intensive tasks. They were united and created communities within the big northern cities, and it was common to find several families from a southern state living in one northern state, for example in Chicago today. Economic effects included; Factory wage in the north was generally three times that of the south. Even as housing was a bit expensive in the north, they still had better living standards. On the other hand, dwindling workforce led to economic struggle in the south (Gunnar, 2009). 5. African American activist used religious language to encounter injustices and racism, they came up with movements that drew its members from different backgrounds and classes and were also keen on political organization such as voter registration. There was the Congress of Industrial Organization (CIO) which planned many number of black workers into labor unions for the first time ever. Job discrimination against blacks compelled A. Philip Randolph, leader of the Brotherhood of Sleeping Car Porters, to give threats of mass action on Washington. This caused Roosevelt to issue an Executive Order 8802 banning discrimination in the employment of black workers. To investigate any violations, a Fair Employment Practices Committee (FEPC) was

Daniel R. Headrick, The Tools of Empire Essay Example | Topics and Well Written Essays - 1500 words

Daniel R. Headrick, The Tools of Empire - Essay Example He argues throughout the book, with reference to many well-researched examples, that pre-Industrial Revolution, the journeying, living and conquering of such regions simply was not possible, as the technology was just not available for this to be achieved, managed or sustained successfully. However, as Headrick argues, with the onset of the Industrial Revolution and the technological advances this forged, these technological advances allowed people to travel and live in countries other than their own, such that the expansion of the Empire became possible at this period in history. Continuing on from this general introduction, throughout the book, Headrick analyzes the technological advances that allowed this dominance to proceed, both by presenting a straight-forward mechanical analysis of the actions of the people and the inventions and technological advances involved, and by presenting a detailed analysis of secondary sources, which allows him to offer an interpretation of the thoughts and motivations of the people involved; this e... Thus, the text moves forward apace, discussing what could be rather dry historical texts and documents, in a light and easy to read manner. This use of interpreting secondary sources for his own means, to present information from entirely his own perspective leads, however, to several major problems with the text, which will be discussed later in this review. In the book, Headrick spends a long time discussing inventions of relevance in this period; for example, much of the book is devoted to a discussion of anti-malarial drugs and how they enabled Europeans to travel, live and work in the tropical regions. This discussion is not, however, centred around why there was a desire to colonize and conquer these regions and its people; indeed, the book steers away from this subject at every opportunity, almost as if it is something not to be discussed. Yet this is precisely the issue that is opportune in such a tome: in scientific or technological achievements, it is usually the motivations which drive people to achieve leaps of progress, and not the leaps of progress themselves which drive people to want to achieve technological or scientific advancement. It would have been extremely interesting, as a reader, to be presented with alternate arguments for why at this particular point in history, aside from technological advances which enabled travel to these regions to become easier, Europeans decided to travel to these regions - what were they seeking Where did the funds for travel and expeditions come from How did they plan and execute journeys and colonisation strategies A more strategic analysis of the era, in terms of political and economic motivations would have been welcome, as this would have offered a complete picture of the events of the time, which

Design of the New Bayswater Shopping Complex Case Study

Design of the New Bayswater Shopping Complex - Case Study Example Tim felt it as a problem since he was familiar with the design. Otherwise, he may not be aware of the unethical actions of the employees of his design department. Moreover, Tim was a loyal professional who likes to keep some ethical standards in his professional life which forced him to perceive the above case as a problem case. Most of the other engineers may not take the above case as a problem since they will always try to impress their management using any means. So, whether the above case is a problem or not may depend on the perception and integrity of the professional who analyses it. Lack of staff in the designing department and the willingness to adopt all possible means to complete a project in time along with the motivation to impress the top management forced the designing staff to adopt such an unethical behavior. The above problem can be analyzed through three perspectives; legal/contractual, management and ethical. On December 1, 1990, President George H. W. Bush signed into law the Architectural Works Copyright Protection Act ("AWCPA"). The AWCPA resolved an important dispute in U.S. intellectual property law, extending copyright protection to architectural designs embodied in three-dimensional building structures. An alleged infringer is prohibited from not only copying the architectural plans but also re-creating the building design even if the original architectural plans are not used (MacMurray) Many of the US architects and other design professionals are still unaware of the intellectual property laws regarding the industrial designs. The given case is a legal violation as far as US intellectual property laws are concerned. Grand Star may fell in deep trouble if they proceed with the stolen design. The legal disputes may affect the image of Grand Star and their future business prospects Management of a project based on a stolen design is difficult.

Essay Example | Topics and Well Written Essays - 500 words - 19

Essay Example Though HIV proved vulnerable to a variety of medicinal treatments in its initial stages, its ability to mutate at a phenomenal rate has allowed it to evade all of the drugs that have been created to combat it. HIV’s propensity to rapidly evolve has thus far prevented scientists from discovering an effectual vaccine. HIV evolves (mutates) into many various types of strains in the afflicted system, therefore, the body’s immune system is not able to locate or eradicate the entirety of the virus. This is the problem for the researchers, doctors and the patients. They are attempting to fight a microbial enemy that is constantly changing and adapting so as to remain resistant to any and all anti-viral medications. â€Å"The [HIV] virus, replicating billions of times a day, can acquire new mutations at lightning speed. Eventually, some of the genetic changes enable the virus to resist even the most powerful drugs. These drug-resistant viruses come to dominate the [cellular] population and threaten the patient’s life† (â€Å"Structured Treatment†, 2001). HIV has been estimated to have the ability to mutate more than 100 times per day in untreated individuals. As a result drug resistant virus cell mutations are well ahead of the particular drug therapy being offered (Shafer, 2004). HIV is difficult to treat because it evolves so rapidly, it outpaces the treatments. â€Å"When a patient begins taking an HIV drug, the drug keeps many of the viruses from reproducing, but some survive because they happen to have a certain level of resistance† (Zimmer, 2001). Because of HIV’s ability to evolve at such a massive pace, it quickly counters selective treatments. The HIV cells that survive the initial drug infusion multiply and their decedents carry the drug resistant strain. This is the reason that patient drug therapy includes what is commonly

Extended Producer Responsibilities Essay Example | Topics and Well Written Essays - 250 words

Extended Producer Responsibilities - Essay Example The consumers can pay a fee when the y purchases a new vehicle. This fee will then be managed by a third party in this case the party can be EPA. On the part of the manufactures I would ensure that they have goals set in recycling the vehicles. This program can be modified on the condition that the manufacturer is located outside the U.S. to comply with the law. This will involve setting a law that requires all imported cars in the United States should come from countries with rigorous disposal laws. Also, an extra import fee should be incorporated to aid the disposal of the vehicle. This program will definitely influence product designers in research & development group. Example plastic which comprise of the largest portion of currently non-recycled material will make the product designers & development group to replace it with materials which can be recycled. Countries who also wish to export automobiles in United States will have to adapt to stringent vehicles recycling

Human sexuality Essay Example | Topics and Well Written Essays - 1250 words - 1

Human sexuality - Essay Example Much of the literature avoids the issue of heterosexual anal sex as if it were an abnormal behavior, but studies are increasingly indicating that this is not the case and that anal sex may present a much greater risk for disease transmission than many people realize. By looking at four recent studies into the special issues that confront heterosexual couples who engage in anal sex, it will be understood why more studies and public education efforts must be made if the spread of AIDS is to be curtailed. Barry Schoub (1999) illustrates the various ways in which HIV is transmitted from one human being to another, highlighting the need for the virus to be transferred intravenously, i.e. through the bloodstream. The primary bodily fluids in which the virus is transferred, though, are reported to be blood, vaginal fluid and semen (Schoub, 1999: 92). In discussing the transmission types, particularly as it applies to the virus in vaginal fluid and semen, Schoub highlights the presence of greater numbers of CD4 receptor sites, which improve the chances of the HIV virus finding a new home in the uninfected partner. Because of this, he indicates transmission of the virus can occur after only one exposure with very little secretions exchanged (Schoub, 1999). While a great deal of his study focuses on the susceptibility of the CD4 cells in the male and female genitalia, Schoub also points to the problem of M-cells located in the rectum as these cells could be especially vulnerable to infectio n during such activities as anal sex (Schoub, 1999). This connection to anal sex brings several concerns to the forefront as this particular practice has been a rather taboo subject in most studies regarding the spread of AIDS and HIV. In â€Å"Assessing the Role of Anal Intercourse in the Epidemiology of AIDS in Africa† (2003), researchers Stuart Brody and John Potterat review published

Design project Essay Example for Free

Design project Essay For this project and the particular way in which I chose to construct this clock I was extremely lucky to be benefited with the knowledge of how to use the timber cutting and sanding equipment. However the skill of decoupage was one I still had to achieve. I was lucky enough to have Miss Brett provide some scrap pieces of timber left over from previous work done by design and technology students. I researched my theme, which was a retro style. I wanted something different to everybody elses, as this was my project. I soon found clock ideas on the Internet and used them as my inspiration. Finding these was a great help. They helped me create an innovative design. Deriving from the French verb decoupage, meaning to cut out. Decoupage is a way of decorating almost any object or surface with cut out pieces of paper. The raw materials are all very easy to find, for example: magazines, greeting cards, wrapping paper, postcards and illustrated catalogues. Surfaces for decoupage need to be clean, dry and smooth. Lightly sand wood surfaces, then wipe with white spirit (paint thinner), porous surfaces should be sealed with matt emulsion (latex) paint. I did not encounter many problems in the making of the clock. Not any significant problems. The only problem I did encounter was the black numbers and hands of the clock, I found you could not clearly see them so I used red paint and brushed it over them. The only other problem was that I did not know at one stage what I was going to use to connect the pieces together. THE 70S The seventies were a very hip and happening time, when fashion and design were at a peak. Some of the most peculiar yet interesting objects came out of this era. I have just included some pictures as an example of what I mean by retro design. Research The following research has been carried out: 1. Research of literature: I made reference to many books about clocks to make sure that this had not been done before. There were slight comparisons but nothing great. A number of ideas and technical information had been included in this section as well as technical information. I also made reference to decoupage books and to books about woodwork. I made reference to the woodwork books for more information about the machinery. When I first received this project I decided on the theme of the 70s retro design. I then took myself as soon as I could to Newtown for this is a place where retro is a theme of many stores. I was Unfortunately I was unable to take photos of most of the stores because I was asked not to, so I respected that. After going to Newtown I had an instant idea of talking to a designer who was designing in the 70s. It was then that I phoned my uncle Terry Doyle and asked him what it was like to design during the seventies. He told me that it was the seventies that bought his products to the market for he said to me had bold ideas, which many did not necessarily like. However because everyone became more accepting of new ideas and thoughts, his ideas were now accepted and he had become a hit. He told me that the seventies was the best era. He said he absolutely loved it. So my idea had to be bold, however not to bold. Today I went to Newtown and I a spent the day looking for recycled pieces to make my clock. I found a record, which I am going to use for the back of the clock. I will have to however experiment on making the hole in the centre of the record larger, so that I can fit the clock mechanism through it. I also bought an old clock to use as an example and to use pieces from it. For this project and the particular way in which I chose to do this clock I was extremely lucky to be benefited with the knowledge of how to use the timber cutting and sanding equipment. However the skill of decoupage was one I still had to achieve. I was lucky enough that Miss Brett had some scrap pieces of timber left over from previous work done by design and technology students. I researched a theme that was a retro style; I wanted something different to everybody elses so this was the project for me. I soon found clock ideas on the Internet and used them as my inspiration. Finding these was a great help. They helped me create an innovative design. This pattern was the major inspiration to my whole design. It features squares in the way in which I created my clock. I was then going to create squares just like these and so I searched through my mums wrapping paper collection and I found one which would be perfect. So I adapted it to my design and I was away. With the design process underway I was nearly finished and only one minor problem was stopping me as to how to join the squares. This would be a great area for investigation. What was I going to use to join these slightly out of shaped squares together? What kind of adhesive or nail was I to use to then join these pieces to the plywood? The plywood is recycled scrap from the year sevens work. This plywood then has the pattern decoupage sealed to it and this would be the square/rectangle. The back of the ply is where I wanted to fix whatever I was to use to join the square/rectangles together. I also researched about decoupage and this enabled me to understand the technique and how to complete this section of a clock. I wrote up an experiment to which this will be what I will do with apiece before I try it on the other projects. I made reference to many clock books to make sure that this had not been done before. There were slight comparisons but nothing great. A number of ideas and technical information have been included in this section as well as technical information. I also made reference to decoupage books and to books about woodwork. I made reference to the woodwork books for more information about the machinery. When I first received this project I decided on the theme of the 70s retro design. So I took myself as soon as I could to Newtown for this is a place where retro is a theme of many stores, I went to the stores and unfortunately I was unable to take photos of most of the stores because they asked n me not to, so I respected that. After going to Newtown I had an instant idea of talking to a designer who was designing in the 70s. It was then that I phoned my uncle Terry Doyle and asked him what it was like to design during the seventies. He told me that it was the seventies that brought his products to the market for he had bold ideas, which many did not like. But because everyone became more accepting of new ideas and thoughts, his ideas were now accepted and had become a hit. He told me that the seventies was the best era. He said he absolutely loved it. So my idea had to be bold, however not to bold.

Idiopathic Inflammatory Myopathies (IIMs)

Idiopathic Inflammatory Myopathies (IIMs) 1.1 Introduction to IIMs Idiopathic inflammatory myopathies (IIMs) are a group of rheumatic disorders affecting skeletal muscle, they are thought to be auto immune in origin (Rothwell et al., 2013), but as their name implies the actual cause remains something of an enigma. The phenotype of IMMs is generally characterised by progressive symmetrical proximal muscle weakness and rapid fatigue, MHC class 1 expression in muscle fibres (van der Pas et al., 2004), increased circulating muscle enzymes (Creatine kinase, lactate dehydrogenase)(Cox et al., 2010), and the invasion of inflammatory infiltrates such as immune cells and cytokines (Lundberg et al., 1997; Grundtman et al., 2007). They are heterogeneous in their clinical presentation with patients displaying differing histopathological features, and exhibiting varying disease durations and treatment responses; this is probably associated with the numerous genetic and environmentally implicated factors that have been recently discovered (Rothwell et al., 2013). Interestingly, overt muscle atrophy is not a typical feature of IMM as it is in most diseases associated with muscle fatigue. Inflammatory infiltrate presence in muscle fibres is indicative of cytotoxicity (Lundberg et al., 1997). However, it is often observed that the extent of infiltrate presence in the muscle fibre does not often correlate with the degree of muscle dysfunction (Grundtman et al., 2010), implying that impaired muscle performance is the result of something other than muscle cell damage induced by inflammatory cells and their products; and the continued progression of pathology in the absence of infiltrates suggests that the muscle itself could be contributing. Furthermore, it has been found that weakness can in-fact precede infiltrate presence, and in immune-suppressed individuals weakness can persist (Lundberg Chung, 2000). Muscle weakness is usually initiated in the large muscles around the hips and shoulders, but often spreads to more distal areas resulting in quadriparesis (weakness in all four limbs) that can be severely debilitating. The impact of this can cause the patient difficult y in carrying out even simple everyday tasks such as climbing stairs and can be particularly dangerous in older patients who often have related morbidities. As the disease progresses, eventually the patient’s fine motor skills can be impeded: distal muscle action is required for these movements and weakness in these regions can have affect fine motor skills (Dalakas, 1991). Dysphagia (difficulty swallowing) is also common in severe cases and can cause fatal choking. IMMs clearly have an adverse impact on the patient’s quality of life, and a deeper understanding into the disease is essential for this to be improved. However, some patients are only mildly affected; this heterogeneity makes it difficult to establish the definitive cause of myositis, and treatment is therefore limited. IMMs can be subdivided into three main discrete histological categories: Polymyositis, Dermatomyositis, and Inclusion Body Myositis. 1.2 Dermatomyositis (DM) DM is a microangiopathy that affects both the skin and muscle tissue, and is caused by the lysis of endomysial capillaries and muscle ischemia (Dalakas Hohlfeld, 2003). It was Hohlfeld that described the criteria for diagnosing IMMs; a diagnosis can be made subsequent to three laboratory experiments: serum muscle enzyme concentrations, electromyography, and muscle biopsy (Dalakas Hohlfeld, 2003), and in some cases a skin biopsy may be useful in diagnosing DM. Creatine Kinase (CK) elevation is the main indicator of DM, and is usually correlative to disease severity. It is common for skeletal muscle CK concentration to increase fifty-fold in patients with active DM, but in some patients levels remain basal (Dalakas Hohlfeld, 2003). The muscle biopsy is critical for an accurate diagnosis and would generally show perifascicular atrophy caused by phagocytosis and necrosis of the muscle fasciculus; this is diagnostic of DM even in the absence of inflammation. CD4 positive T-cells are us ually detected in the dermis at sites of perivascular inflammation, and capillary density is dramatically reduced with vessel perforation. DM was unsurprisingly the first to be reported in 1875 by Potain (Potain, 1875) (Oddis Medsger Jr, 1995), probably due to its extramuscular manifestation of heliotrope (upper eyelids), and erythematous (face, neck, back, shoulders) rashes that commonly precede muscular weakness (Dalakas Hohlfeld, 2003). The extensor joint surfaces of DM sufferers are commonly covered in Gottrons papules, along with dilated capillary loops at the base of the finger nail with thickened cuticles (Dalakas Hohlfeld, 2003). The outward appearance of DM often leads to a false diagnosis of systemic lupus erythematosus as muscle weakness is not always evident in DM patients; however, the two diseases differ in that only the latter involves a phalangeal rash. DM has been shown to be the most common form of juvenile myositis, though there have been reported rare incidences of polymyositis (Sato et al., 2000). If treated early on, DM has been shown to respond to immunotherapeutic agents; however, the first line of treatment is usually corticosteroids such as high-dose oral Prednisone. Patients usually show some degree of response to steroid treatment alone, but they are usually administered in conjunction with other immune targeted treatments (Aggarwal Oddis, 2012). 1.2 Polymyositis (PM) In 1887 Unverricht reported the first case of PM (Unverricht, 1887), which presents without the classical rash associated with DM. It is the least common form of myositis and onset is almost universally after 18 years of age, though as previously mentioned it has been reported in the juvenile form (Sato et al., 2000). Epidemiology of PM is difficult to quantify due to it being a rare form of a rare disease that was for many years indistinguishable from Inclusion Body Myositis. PM develops slowly over months or years, and identifying the exact, or even approximate, time of onset is difficult due to the progressive nature and lack of the characteristic rash associated with DM. Muscle weakness progresses in much the same way as DM and is equally as debilitating (Dalakas Hohlfeld, 2003). Diagnosing PM generally involves the exclusion of other similar myopathies using the three diagnostic laboratory experiments described earlier. In PM, unlike DM, CK concentration is always elevated significantly above the basal level. CD8-positive T-cells are found to be invading healthy muscle fibres expressing MHC class I antigens forming a CD8/MHC-1 complex (Dalakas Hohlfeld, 2003). There has long been evidence to suggest that PM could be induced by viral infiltration, possibly via retro-viral infection (Dalakas et al., 1986). The treatment approaches for PM are the same as DM, and in about 70% of patients intravenous immunoglobulin appears to be a promising treatment. 1.3 Inclusion Body Myositis (IBM) IBM was not universally accepted as a separate classification to DM and PM until 1978 (CARPENTER et al., 1978), but it has since been found to be the most common acquired IMM in the elderly, and in men over the age of fifty (Dalakas Hohlfeld, 2003). There are two types, sporadic- and hereditary-IBM, the two are histologically and ultrastructurally similar, but hIBM lacks inflammation. IBM was pathologically characterised by Yunis and Samaha, who coined the term in 1971 (Yunis Samaha, 1971); they noted in patients the presence of vacuoles containing cytoplasmic degradation products with fibrillary nuclear and cytoplasmic inclusions that distinguished IBM from PM, something it is often misdiagnosed as. Insoluble amyloid protein deposits are also found in the muscle tissue of IBM patients, along with the invasion of CD8/MHC-1 complexes that are also associated with PM, and perivascular and endomisial inflammatory infiltrates (Grau Selva-O’Callaghan, 2008). CK levels are usuall y, but not always, elevated slightly. The vacuoles associated with IBM are indicative of muscle atrophy, something that is not generally seen in DM or PM. The process is gradual, occurring slowly over years similarly to many muscular dystrophies. In PM patients that do not respond to therapy, a diagnosis of IBM is now generally considered. Most IBM patients do not show a marked response to anti-inflammatory or immunosuppressant therapy; a few, probably those with an early diagnosis, show a limited response to corticosteroids, and cytotoxic drugs, but this is not always sustained. Exercise therapy is often suggested to stabilize muscle strength and function, and is frequently advised (Grau Selva-O’Callaghan, 2008). 1.4 Epidemiology Onset of myositis is most common in adults and is generally sporadic, though it has been postulated that there could be some underlying genetic predisposition that could attribute to myositic presentation in some individuals (Cox et al., 2010; Rothwell et al., 2013). Juvenile myositis is less common than the adult form, with dermatomyositis being most prevalent (Dalakas Hohlfeld, 2003); it’s incidence creates discrete age brackets in which IIMs occur. IIMs are regarded as rare, and though there have been numerous attempted epidemiological studies they generally have a low sample size, and it is therefore difficult to determine accurate statistics; also, most statistics are no longer accurate as the old classification of IMMs (Bohan and Peter) could not distinguish between Polymyositis and Inclusion Body Myositis. IMMs have been shown to be most prevalent in women, with DM being the most common diagnosis (Dalakas Hohlfeld, 2003). 1.4 High Mobility Group-box 1 Protein (HMGB1) HMGB1 is a non-histone chromatin associated protein; under typical physiological conditions it is confined within the nucleus where it regulates an array of important transcriptional pathways by binding to and distorting sections of DNA, allowing for the assembly of multi-protein complexes (Bianchi Manfredi, 2004). In response to tissue damage, the normally nuclear protein translocates to the extracellular space and acts as an inflammatory cytokine. Excessive cytokine signalling by HMGB1 has been shown to be fatal in mice (Wang et al., 1999). However, it has been observed that in models of tissue regeneration HMGB1 acts as a chemotactic agent to recruit stem cells such as mesangioblasts in vitro, which indicates it has an in vivo role of favouring muscle regeneration by promoting vessel formation (Vezzoli et al., 2011) (Sachdev et al., 2013). It is therefore interesting that it’s implicated role in IMMs is pathological. 1.5 HMGB1 in IIMs When activated by inflammatory stimulants, HMGB1 is actively secreted from monocytes and macrophages via specialised organelles such as secretory lysosomes (Bianchi Manfredi, 2004); HMGB1 is found to be significantly elevated in patients with IIMs (Grundtman et al., 2010). This translocation is permitted by the hyperacetylation of lysines on HMGB1 (Bonaldi et al., 2003) allowing it to be permanently dissociated from the chromatin, and become packaged in secretory lysosomes. In necrotic cells the cellular membranes lose their integrity and soluble proteins such as HMGB1 are allowed to leak out; this differs from apoptosis where the cell death is not signalled by this leak as HMGB1 remains tightly bound to the chromatin (Bianchi Manfredi, 2004). Necrosis is thought to be the predominant route for cell death in IIMs (Schneider et al., 1996); this allows for HMGB1 to be passively released from the cell. HMGB1 exists in mutually exclusive redox forms that mediate specific inflammatory roles (Venereau et al., 2012). Full reduction of Cysteines 23, 45, and 106 occurs initially, forming all-thiol-HMGB1; in this state it has a cytokine stimulating activity. It is thought that this is the form secreted by activated monocytes to help contribute to the inflammatory response. Later, a disulphide bond forms between C23 and 45 in the HMG-BoxA domain of HMGB1 whilst the Box B C106 remains unpaired and in the thiol state (Venereau et al., 2012). The disulfide form possesses chemoattractant capabilities, causing the migration of leukocytes to the region of inflammation (Venereau et al., 2012). Only the fully reduced form can recruit motile cells, making the cytokine stimulating and chemoattractant activities of HMGB1 also mutually exclusive. Terminal oxidation of HMGB1 fully abrogates its bioactivity, but slight oxidation is required to convert all-thiol HMGB1 to disulphide-HMGB1; it is thought that infiltrating inflammatory cells cause the conversion by maintaining the extracellular oxidative environment as they are a well characterised source of reactive oxygen species (ROS). HMGB1 is a ligand for the Toll-like Receptor 4 (TLR4), a mediator of the innate immune response; though it is found in both healthy individuals and myositis patients, it is proposed to be the receptor for which muscle dysfunction in IIMs is mediated (Zong et al., 2013). The TLR4 plays an important role macrophages and monocytes where it is involved in pathogen recognition. Patient data from a recent study suggests that HMGB1 may induce MHC class 1 expression in patients with IIMs via activation of the TLR4: MHC class 1 and TLR4 have been found to be coexpressed in the muscle fibres of patients with myositis but not healthy individuals (Zong et al., 2013). Another receptor through which HMGB1 signals is the Receptor for Advanced Glycation Endproducts (RAGE); an in-vitro knock out study using intact single fibres demonstrated that HMGB1 acts via the TLR4 and not RAGE to induce muscle MHC class 1 expression and fatigue by decreasing the Sarcoplasmic Reticulum (SR) Ca2+ released by actio n potentials (Zong et al., 2013). However, this may not necessarily be true in-vivo. Nevertheless, the HMGB1-TLR4-MHC 1 pathway seems to be an integral part of the pathogenesis of IMMs and could therefore be a potential therapeutic target. It has been shown that aerobic exercise (a common and beneficial intervention for IIM patients) reduces TLR4 mRNA in skeletal muscle of rats (Zanchi et al., 2010), thus further suggesting that TLR4 plays a key role in IMMs. References Aggarwal R Oddis CV. (2012). Therapeutic advances in myositis. Current opinion in rheumatology 24, 635-641. Bianchi ME Manfredi A. (2004). Chromatin and cell death. Biochimica et Biophysica Acta (BBA) Gene Structure and Expression 1677, 181-186. Bonaldi T, Talamo F, Scaffidi P, Ferrera D, Porto A, Bachi A, Rubartelli A, Agresti A Bianchi ME. (2003). Monocytic cells hyperacetylate chromatin protein HMGB1 to redirect it towards secretion. The EMBO Journal 22, 5551-5560. CARPENTER S, KARPATI G, HELLER I EISEN A. (1978). Inclusion body myositis A distinct variety of idiopathic inflammatory myopathy. Neurology 28, 8-8. Cox S, Limaye V, Hill C, Blumbergs P ROBERTSà ¢Ã¢â€š ¬Ã‚ THOMSON P. (2010). Idiopathic inflammatory myopathies: diagnostic criteria, classification and epidemiological features. International journal of rheumatic diseases 13, 117-124. Dalakas M, London W, Gravell M Sever J. (1986). Polymyositis in an immunodeficiency disease in monkeys induced by a type D retrovirus. Neurology 36, 569-572. Dalakas MC. (1991). Polymyositis, Dermatomyositis, and Inclusion-Body Myositis. New England Journal of Medicine 325, 1487-1498. Dalakas MC Hohlfeld R. (2003). Polymyositis and dermatomyositis. The Lancet 362, 971-982. Grau JM Selva-O’Callaghan A. (2008). Sporadic inclusion body myositis. In Diagnostic Criteria in Autoimmune Diseases, pp. 165-168. Springer. Grundtman C, Bruton J, Yamada T, Ãâ€"stberg T, Pisetsky DS, Harris HE, Andersson U, Lundberg IE Westerblad H. (2010). Effects of HMGB1 on in vitro responses of isolated muscle fibers and functional aspects in skeletal muscles of idiopathic inflammatory myopathies. The FASEB Journal 24, 570-578. Grundtman C, Malmstrà ¶m V Lundberg IE. (2007). Immune mechanisms in the pathogenesis of idiopathic inflammatory myopathies. Arthritis research therapy 9, 208. Lundberg I Chung Y-L. (2000). Treatment and investigation of idiopathic inflammatory myopathies. Rheumatology 39, 7-17. Lundberg I, Ulfgren AK, Nyberg P, Andersson U Klareskog L. (1997). Cytokine production in muscle tissue of patients with idiopathic inflammatory myopathies. Arthritis Rheumatism 40, 865-874. Oddis CV Medsger Jr TA. (1995). Inflammatory myopathies. Baillià ¨res clinical rheumatology 9, 497-514. Potain P. (1875). Morve chronique de anormal. Bull et Mem Hop Paris 12, 314-318. Rothwell S, Cooper RG, Lamb JA Chinoy H. (2013). Entering a new phase of immunogenetics in the idiopathic inflammatory myopathies. Current opinion in rheumatology 25, 735-741. Sachdev U, Cui X Tzeng E. (2013). HMGB1 and TLR4 mediate skeletal muscle recovery in a murine model of hindlimb ischemia. Journal of vascular surgery 58, 460-469. Sato M, Bando T, Hasegawa S, Kitaichi M Wada H. (2000). Recurrent spontaneous pneumothoraces associated with juvenile polymyositis. CHEST Journal 118, 1509-1511. Schneider C, Gold R, Dalakas MC, Schmied M, Lassmann H, Toyka KV Hartung H-P. (1996). MHC Class l-Mediated Cytotoxicity Does Not Induce Apoptosis in Muscle Fibers nor in Inflammatory T Cells: Studies in Patients with Polymyositis, Dermatomyositis, and Inclusion Body Myositis. Journal of Neuropathology Experimental Neurology 55, 1205-1209. Unverricht H. (1887). Polymyositis acuta progressive. Zeitschrift fur Klinische Medizin 12, 533. van der Pas J, Hengstman GJD, ter Laak HJ, Borm GF van Engelen BGM. (2004). Diagnostic value of MHC class I staining in idiopathic inflammatory myopathies. Journal of Neurology, Neurosurgery Psychiatry 75, 136-139. Venereau E, Casalgrandi M, Schiraldi M, Antoine DJ, Cattaneo A, De Marchis F, Liu J, Antonelli A, Preti A Raeli L. (2012). Mutually exclusive redox forms of HMGB1 promote cell recruitment or proinflammatory cytokine release. The Journal of experimental medicine 209, 1519-1528. Vezzoli M, Castellani P, Corna G, Castiglioni A, Bosurgi L, Monno A, Brunelli S, Manfredi AA, Rubartelli A Rovere-Querini P. (2011). High-mobility group box 1 release and redox regulation accompany regeneration and remodeling of skeletal muscle. Antioxidants redox signaling 15, 2161-2174. Wang H, Bloom O, Zhang M, Vishnubhakat JM, Ombrellino M, Che J, Frazier A, Yang H, Ivanova S Borovikova L. (1999). HMG-1 as a late mediator of endotoxin lethality in mice. Science 285, 248-251. Yunis E Samaha F. (1971). Inclusion body myositis. Laboratory investigation; a journal of technical methods and pathology 25, 240. Zanchi NE, Lira FS, de Siqueira Filho MA, Rosa JC, de Oliveira Carvalho CR, Seelaender M, Santos RVT Lancha Jr AH. (2010). Chronic low frequency/low volume resistance training reduces pro-inflammatory cytokine protein levels and TLR4 mRNA in rat skeletal muscle. European journal of applied physiology 109, 1095-1102. Zong M, Bruton JD, Grundtman C, Yang H, Li JH, Alexanderson H, Palmblad K, Andersson U, Harris HE Lundberg IE. (2013). TLR4 as receptor for HMGB1 induced muscle dysfunction in myositis. Annals of the rheumatic diseases 72, 1390-1399.

Separation of Powers UK

Separation of Powers UK What was the purpose of the ‘separation of powers as originally envisaged? How does it operate in contemporary practice? Note: Headers have been removed to show that word count is not breached by more than 10% To answer these questions I will need to identify a few key concepts, firstly Separation of Powers and what this means- Separation of powers is the idea that the three functions of government: Legislation, execution and adjudication should be dealt with by separate branches of government: Legislature, Executive and Judiciary[1]. When it comes to the phrase ‘Originally envisaged it has to be worked out who is being referred to the- Montesquieu is the person generally linked with the phrase separation of powers which he wrote about in The Spirit of the Laws. I will speak about Montesquieu views in the first section of the essay. ‘Originally Envisaged may however also refer to the views of the founding fathers and in particular those that contributed to the Federalist papers as they wrote numerous times about the importance of the separation of powers. (To tackle how it was originally envisaged I will make reference to documents written by these parties and extensively use q uotes from The Spirit of Laws, The Federalist Papers and the American Constitution to back up my points and to analysis what they originally envisaged) I will write about this in the section after discussing Montesquieu and his views on ‘Separation of powers. These two sections will answer the section of the question on how ‘Separation of Powers was ‘Originally envisaged; I will then discuss what the purpose of ‘Separation of Powers was according with relation to Montesquieu The Founding Fathers. I will then go onto answer the second part of the question- Outlining where ‘Separation of Powers is not being strictly followed and where problems exist within the system and where ‘Separation of Powers is followed in Contemporary America. Montesquieu is an important figure when discussing Separation of Powers due to his book The Spirit of the Laws in which he outlines why the Separation of Powers is necessary and how it should be separated. Montesquieu discusses how ‘Democratic and Aristocratic states are not necessarily free ‘Tis necessary that by the very disposition of things power should be a check to power'[2] In other words there should be checks and balances to ensure Liberty can exist. Ensuring Liberty is a key theme in The Spirit of Laws and could be seen as the purpose of the ‘Separation of powers according to Montesquieu. But to be able to tell if this operates successfully in contemporary practice we must look at we must look at how Montesquieu explains it- he uses the British constitution as his main example[3] seeing the British system as one that was a free state[4]. He sees the reason for this is because of the independence that exists between the different bodies- ‘Legislative , Executive and Judiciary stating that There is no liberty, if the power of judging be not separated from the legislative and executive powers'[5] this system of power being restrained by other powers[6] is the reason according to Montesquieu why the British constitution could ensure Liberty. These regulations on power had in Montesquieus opinion the power to stop corruption or tyranny as he believes that ‘Every man invested with power is apt to abuse it'[7] This is an argument for the separation of powers as the statement ‘Every Man suggests that any person given absolute power will ‘abuse it, It is important to note however this does not mean that Montesquieu favoured democracy he simply believes that as long as there is separation of powers liberty is ensured he even states that most Kingdoms of Europe enjoy moderate government[8] Not because of any democratic principle but because ‘the prince who is invested in the first two powers, leaves the third to hi s subject'[9] (The third power referring to the Judiciary). Montesquieu places much emphasis on judicial independence, which is important to note as it will become relevant when looking at how it operates in contemporary practice as the appointments by the executive to the Supreme Court may be a potential problem. Another point to note within this section is how separate Montesquieu intended the different bodies to be- whilst he stated that they should remain separate he also mentions that if ‘The legislature think itself in danger by some conspiracy against the state It might authorise the executive power, for a short and limited time, to imprison suspected persons'[10] this suggests that whilst Montesquieu believed that separation was necessary he also believed that if necessary the different parts of government should be able to interact in such a way if it is deemed necessary. It is also important to make clear that Separation does not mean that the 3 different parts will not be able to communicate, indeed Montesquieu believes it necessary for example the Judiciary to be informed of law from the legislature and that they must follow the ‘exact letter of the law'[11]. To summarise Montesquieus views on Separation of Powers I would say that he believes that the purpose of the Separation of the three bodies of government is to ensure that power is not abused, however as mentioned previously there are some limitations to this separation which can be summed up by Montesquieu himself ‘Should abuses creep into one part, they can be reformed by those that remain sound'[12]. Montesquieu is important as he heavily influenced the founding fathers during the creation of the American Constitution and it can be seen that the founding fathers have built upon Montesquieus writings in The Spirit of the Laws, It should be noted however that although Montesquieu was the first person to write about the Separation of in the way it is contemporary understood, there are many links to Polybius and the concept of a mixed constitution[13], Polybius also mentions separate branches of government[14] and as such is important to note along with Montesquieu when discussi ng separation of powers. I will now discuss what the Founding fathers (Specifically those involved with the drafting and approval of the constitution) thought of the Separation of powers as how they ‘Originally Envisaged is crucial to answering the second part of the question, this section will be less detailed than the section on Montesquieu as they were heavily influenced by Montesquieu (Which I will prove later) so will share much of the same purpose and views on the Separation of powers. I will look at a few key Documents from the Federalist papers- 47 and 51- and also at the American Constitution, the Constitution should give an insight into what was originally envisaged and the Federalist papers should give more of an insight into what the purpose was. Firstly the American constitution- the phrase ‘Separation of Powers is not found in the constitution however the principles are prevalent throughout it and the influence of the concept of ‘Separation of Powers strong, many of the constitutions of individual states specifically mention the need for separation of powers[15] Notably Virginia- ‘That the legislative, executive, and judicial departments of the Commonwealth should be separate and distinct'[16]. Although the American constitution does not cite anything quite as clear as Virginias section on the Separation of powers the way it is built is clearly shows the influence of Separation of powers with legislative power being granted to Congress in the first article ‘All legislative Powers herein granted shall be vested in a Congress'[17] Similarly Executive power granted to the president ‘The executive Power shall be vested in a President'[18] and Judicial power ‘The judicial Power of the United S tates shall be vested in one supreme Court and in such inferior courts'[19]. It is clear that whilst separation of powers is not mentioned as it is in the Virginian constitution the principle is well and truly understood and represented by the Founding Fathers and the Constitution, these three quotes were taken from the first three articles respectively, so it can safely be assumed that the Separation of Powers in some form or another was an aim of the constitution. So as ‘Originally Envisaged the constitution shows that three distinct branches were considered necessary, with regard to what the purpose of it was we need an insight into what the Founding Fathers considered, and the Federalist papers provide such an insight which is extremely useful when trying to find out the purpose of ‘Separation of powers. I will now discuss the relevance of the Federalist papers and conclude on what they saw the purpose as. The Federalist papers were essentially pieces of propaganda designed to gain support for the constitution[20], they were written by Alexander Hamilton, John Jay and James Madison[21] who were all founding fathers- James Madison is of particular importance as he is considered the Father of the constitution and is said to have played a ‘Pivotal Role in the drafting of the document[22], the papers were published anonymously but the two papers I will be looking at are said to be written by- 47 (Madison) 51 (Either Hamilton or Madison)[23]. The reason I have chosen these two papers is because they both make mention of Separation of powers and as Madison is considered the Father of the constitution it will give an insight into what the purpose of Separation of Powers was as originally envisaged by the Founding Fathers in the Constitution. Firstly Paper 47, this paper by James Madison makes it clear what the purpose of Separation of powers is- it states ‘The preservation of libe rty requires that the three great departments of power should be separate and distinct'[24] so like Montesquieu the purpose is Liberty, this paper also acts to support the idea that Montesquieu was a big influence on the American Constitution with the statement ‘The oracle who is always consulted and cited on this subject is the celebrated Montesquieu'[25], as discussed in the section on Montesquieu there are caveats with the separation of powers and Madison also accepts and discusses these in this paper, using Montesquieu as his guide he considers the British constitution and how the three branches and not completely separate[26]. Paper 51 sets out in more detail how the separation of powers will work and further emphasises his purpose of support for the separation of powers ‘The great difficulty lies in this: you must first enable the government to control the governed; and in the next place oblige it to control itself'[27] the important phrase here it to control itsel f, this shows an understanding of the principle of Checks and Balances as this is the way in which the government can control itself, however the general theme and purpose are shown to be the preservation of liberty. So to summarise this section I would say I have shown how both Montesquieu and the Founding fathers are agreed on the purpose of the separation of powers which is to ensure liberty, and they are both generally agreed on the idea of how this will be done- through checks and balances and the separation of the 3 branches of government, however I feel that there is one substantial difference between Montesquieu and the Founding Fathers views on the issue which is- Whilst Montesquieu makes it clear that it neednt be a democracy to ensure Liberty, Madison states that ‘dependence on the people is, no doubt, the primary control on the government'[28] also Montesquieu believes that there is need for a hereditary body[29] which is not considered by Madison or the founding fathers. To start with I will identify the basics of how it operates, at its simplest level separation of powers can be considered to be the split of the 3 Branches of government into Legislative, Executive and Judiciary[30]- In contemporary America these are split thus: Legislative = Congress- including both the Senate House of Representatives Executive = President Judiciary = Supreme Court and lower courts[31] This system operates in that Executive and Legislative are elected by the public and the Judiciary are appointed by the Executive and approved by the Judiciary[32] (I will critique this as a point where Separation of powers does not exist in a later section). With separation of powers the three branches are to act as a limit to the powers of each other[33] (Checks and Balances) so I will now discuss how this operates in practice, one key way in which this exists is through impeachment, this allows the Legislative to remove the Executive from office ‘for, and Conviction of, Treason, Bribery, or other high Crimes and Misdemeanors.'[34], this could be seen as directly meeting Montesquieus statement: ‘Should abuses creep into one part, they can be reformed by those that remain sound'[35] but it also presents a problem as it means that there is an overlap between the different branches however as I have discussed this does not mean a failure of separation of powers, it can however be considered as a potential weakness as ‘Other High Crimes and Misdemeanors is vague and open to interpretation so the ‘Abuses of power Montesquieu could exist here if the executive were to be removed unfairly by a Legislative with ulterior m otives. With the creation of legislation there are numerous checks and balances on the three branches of government I will attempt to point them all out in the explanation of the passage of a bill becoming law- Laws can come from either chamber of congress- and must be passed in both, this is a check on itself and shows the influence of the British model on the American one (as well as on Montesquieu) through the existence of two chambers in the legislature. If the bill is passed by both Chambers it then must be approved by the Executive- who can either veto it or pass it (Which means that the executive has a check on the power of the Legislature), if the executive vetoes it can be overridden by a 2/3 majority in both Chambers of the legislature, which is a check on the power of the executive. If the bill is passed then it has to be approved by the Supreme Court as being constitutional- which is a check on the power of all the other bodies.[36] As can be seen the amount of checks the separat ion of powers works well here other than with the Supreme Court having no check on it and the ability to outright reject a bill. There are a few quirks in the American system that means Separation of Powers is not as clear cut as it could be one issue being that the vice-president is also the president of the senate[37] which is a clear overlap between the Executive and legislative, however as the Vice-President only has a casting vote[38]and does not have as much power as the president in the executive this can be seen as a technical breach rather than a problematic one. Another breach which is possibly more problematic is the appointment of judges to the Supreme Court- these are appointed by the President and confirmed by the senate[39] whilst the fact that they are confirmed by the senate means that there is a check it also means that all 3 branches overlap in this area, it can create problems for the Executive when previous Presidents have appointed judges of a certain political persuasion which can be seen as an abuse of power and therefore Separation of Powers has not been met. To summarise this essay I would say that the Purpose of the Separation of Powers as Originally Envisaged- Which can refer to either Montesquieu or the Founding Fathers- is in both cases the Preservation of Liberty. Whether or not this operates in contemporary practice is debatable, I have been limited in this essay by attempting to answer two questions that potentially could be questions in their own right, I would like to have been able to explore further the Problems and Quirks but with the word limit of a single essay being imposed on two separate questions had to focus more on the questions at hand rather than being able to discuss these issues. I have attempted to use Primary sources as much as possible- My main references being The Spirit of Laws, American Constitution and The Federalist Papers as I feel that this improves the validity of my points. [1] Heywood, Andrew, (2007), Politics third Edition, Palgrave Foundations, Basingstoke, Hampshire, England Pg. 339 [2] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 200 [3] David Boucher Paul Kelly, (2009), Political Thinkers from Socrates to Present, Second Edition, Oxford University Press, Oxford, England Pg. 250 [4] Ibid Pg. 251 [5] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 202 [6] David Boucher Paul Kelly, (2009), Political Thinkers from Socrates to Present, Second Edition, Oxford University Press, Oxford, England Pg. 251 [7] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 202 [8] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 202 [9] Ibid Pg. 202 [10] Ibid Pg.204 [11] Ibid Pg. 203 [12] Ibid Pg. 184 [13] Davis Lloyd, Marshall, Polybius and the Founding Fathers: The Separation of Powers, (Written 22/09/1998 Revised 02/09/2006) Available From: http://www.mlloyd.org/mdl-indx/polybius/intro.htm, (Accessed 12/12/2009) [14] Walbank, F.W., (1990), Polybius, London, England, University of California Press Ltd., Pg. 150 [15] Vile, M.J.C., (1967), Constitutionalism and the separation of powers, Oxford, England, Oxford University Press, Pg. 119 [16] Constitution of Virginia, Article 1 Section 5, Available From http://legis.state.va.us/constitution/a1s5.htm Accessed (12/12/2009) [17] American Constitution Article 1 Section 1, Available From http://www.archives.gov/exhibits/charters/constitution_transcript.html Accessed (12/12/2009) [18] Ibid Article 2 Section 1 [19] Ibid Article 3 Section 1 [20] Dahl, Robert A., (2001), How democratic is the American Constitution?, Yale University Press, United States Pg. 64 [21] Ibid Pg. 64 [22] Library of Congress, http://www.loc.gov/wiseguide/may05/constitution.html, Accessed (12/12/2009) [23] Library of Congress, http://thomas.loc.gov/home/histdox/fedpapers.html, Accessed (12/12/2009) [24] Library of Congress, http://thomas.loc.gov/home/histdox/fed_47.html, Accessed (12/12/2009) [25] Library of Congress, http://thomas.loc.gov/home/histdox/fed_47.html, Accessed (12/12/2009) [26] Ibid [27] Library of Congress, http://thomas.loc.gov/home/histdox/fed_51.html, Accessed (12/12/2009) [28] Library of Congress, http://thomas.loc.gov/home/histdox/fed_47.html, Accessed (12/12/2009) [29] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 206 [30] Heywood, Andrew, (2007), Politics third Edition, Palgrave Foundations, Basingstoke, Hampshire, England Pg. 339 [31] American Constitution, Available From http://www.archives.gov/exhibits/charters/constitution_transcript.html Accessed (12/12/2009) [32] McKay, David (2009), American Politics and Society, Blackwell Publishers, Printed in Singapore by C.O.S. Printers Pte Ltd. Pg. 47 [33] David Boucher Paul Kelly, (2009), Political Thinkers from Socrates to Present, Second Edition, Oxford University Press, Oxford, England Pg. 251 [34] American Constitution, Article 2 Section 4, Available From http://www.archives.gov/exhibits/charters/constitution_transcript.html Accessed (12/12/2009) [35] Montesquieu, Carrithers, David Wallace Ed. (1977), The Spirit of Laws, London, England, University of California Press Ltd. Pg. 184 [36] McKay, David (2009), American Politics and Society, Blackwell Publishers, Printed in Singapore by C.O.S. Printers Pte Ltd. Pg. 47 [37] American Constitution, Article 1 Section 3, Available From http://www.archives.gov/exhibits/charters/constitution_transcript.html Accessed (12/12/2009) [38] Ibid [39] McKay, David (2009), American Politics and Society, Blackwell Publishers, Printed in Singapore by C.O.S. Printers Pte Ltd. Pg. 47

Regions of US after Civil War :: essays research papers

The Civil War left an impressionable mark on the nation as a whole - physically, economically, and furthermore politically. Two of the nations regions most affected was the South and the West. While the south gained political strentgh through a "solid south" Democracy, thier weak reliance on the crop lien system adversel affected thier econmy; meanwhile the farmers migrated to the west because of the Homestead Act, thier economy suffered in part because of over production, but united to form one of the most popular third parties in American history - the Populists. The Civil War is an example of a sectional war whose results left most of American nation in a weak state, which is illustrated especially in the South. Upon the end of the Civil War, a new ideology of th south developed known as the "New South Creed," encouraging Southeners to diversify the economy by industrializing and become independant of northern manufactoring industries. Although the intial intent was well motivated, the South did not industrialized, whith exceptions to textile mills. Instead, because of the heavy reliance of staple cash crops such as tobacco and cotton, the South shifted into a new system of argicultural known as the crop lein system, which resulted in a cycle of debt that led the South further into debt. The system itself designed only to pay farmers once a year, was a failure and a problem to the farmers because it forced them to buy thier tools and land on credit - adding to the exixsting poster war debts. Although the Southern region was weakene d economically because of debt and dependance on "King Cottom," it did gain political strength through the use of "Solid South" Southern politics, after the Civil War, shifted directly into the opposing view of the North, and quickly all of the Confederacy merged, politically speaking, into what has become known as the "Solid South" with most states voting always Democratic.These dems in turn wanted an atenbellum South, but could not achieve it constiutionally. While the South struggled through its failing argicultural system and gained victory in major supremem courty decisions, the West's economy was aided through the opening of western lands, as well as by the formations of a new and popular third partyt known as the Populists which contributed directly to the Democractic Platform. The west, known mostly as the being the most liberal region of the nation, was affected by the Civil War; this region was plagued by low farm prices which in turn affected the economy and politics of the region.

the pianist :: essays research papers

‘The Pianist’ is a film directed by Roman Polanski and based around the life of Wladyslaw Szpilman during the Nazi invasion of Poland. Roman used visual techniques in the opening scenes such as black and white film, camera positioning and motifs to create an atmosphere for the audience. The first scene in the film is a montage of grainy black and white scenes of Polish life before the Nazi invasion on Poland. The footage shows a dated world with old English style building and technology, people are shown walking about the town in aged clothing. The grainy dated look of the film also makes the scenes appear gloomy but relaxed at the same time. These images are used to drive the notion that it is set in a time long ago, in a different era. This scene is a critical part in the film as it refines the time and emotion, in which the film is set, so the audience can relate better to the characters and what is happening to them. Wladyslaw Szpilman is shown in almost every scene at the beginning of the film. This helps us get a better understanding of Szpilman as we can see how he reacts to the situations he gets placed in. When the Szpilman family got notices of rules they would react to the situation and do what they could. Most of the time Wladyslaw was shown in the centre of the scene and things would happen around him. This shows us that Wladyslaw was strong willed and single minded as he resisted the controls of the Nazi. He does not want to leave his home during the invasion which also tells us that he was a dedicated to is country and would not give in that easily to the Nazis. These scenes are important as the show Wladyslaw’s character in depth. Midshots are used through out the most of the opening scenes in the film. Roman used this type of shot while the family was packing up to move out of Warsaw, listening to the radio, and arguing about what to do with the valuables. These shots were used for those scenes as it gives the audience a wide shot of what is going on in the current vicinity. It is able to show how the entire family reacts to the events that are taking place. It also allows the audience to see the expressions and emotions of the characters during the harsh and difficult times.

The Old Man And The Sea :: essays research papers

The book The Old Man and the Sea by Ernest Hemingway, is about an old man, Santiago, and his genuine fondness of the sea. Every day he travels out to sea to go fishing which is his occupation. For the past eighty-four days the old man has not caught a single fish. On the eighty-fifth day he sails out to sea as usual, and this is the day that changes Santiago's life forever. He hooks an unusually immense marlin, and they have an agonizing battle for several days. Hemingway often compares Santiago with the younger fisherman and describes various particular parts about the beautiful sea. This allows the reader to learn that Santiago especially loves the sea and is unlike the other fisherman. While Santiago is going out to sea on the first morning, Hemingway includes numerous details about the setting. Some of the details are to inform the reader that the old man really enjoys and values the ocean. One way which Hemingway shows this is that Santiago refers to the sea as "la mar," a kind and beautiful yet sometimes cruel feminine creature. Younger fishermen refer to the sea as "el mar," which is masculine. Changing this to be masculine means that they do not feel that the sea has any beauty or significance other than for money. Another way that the author tells that the old man appreciates the ocean is in one of his descriptions in the book. "Most people are heartless about turtles because a turtle's heart will beat for hours after it has been cut up and butchered. But the old man thought, I have such a heart too and my feet and hands are like theirs." Since Santiago has spent so many years of his life at sea he sees the beauty of the sea and the beauty of its creatures. This is also noted in another quotation from the book, "The iridescent bubbles were beautiful. But they were the falsest thing in the sea and the old man loved to see the big sea turtles eating them." Santiago finds pleasure about everything in the sea, even after going a disappointing eighty-four days without a fish. All of these are examples of how much the old man appreciates the sea. Other details Hemingway uses are to show Santiago's loneliness. He creates an image that the ocean is practically the old man's home.

Englis Removalist Essay Essay

Engaging texts lead us to think about significant issues within society. Discuss with reference to your prescribed test and of at least ONE other related text. Significant issues within society are effectively explored through engaging texts. The two-act play ‘The Removalists† written by David Williamsons explores significant issues within society in Australia in the seventies. The significant issues discovered throughout â€Å"The Removalists† include abuse of power and corruption. Similarly the empowering film â€Å"Shawshank Redemption† directed by Frank Darabount, also explores issues within society. Unlike David Williamsons â€Å"The Removalists†, â€Å"Shawshank Redemption† explores similar issues within society in America, in the 1940s. A significant issue within society is corruption. Corruption was conveyed throughout the play â€Å"The Removalists†. This is evident when Simmonds states â€Å"We can’t handle anything big because there is only the two of us. We can handle anything small, but then again it’s hardly worth the effort if it’s small†. Even though Simmonds says this area is the geographical centre of crime, which portrays his contradicting statements. Since the sub-branch does not handle anything big or handle anything small, it indicates the corruption within the force. The character Simmonds again reflects corruption throughout the play when he says â€Å"I have never made and arrest in all my twenty three years in the force, Ross† Simmonds uses irony as Simmonds mentioned that this city has the greatest crime rate, and Simmonds is yet to make an arrest in all his time in the force. Through the character Simmonds, corruption is effectively explored throughout The Removalists. In a similar fashion, the social issue of corruption is evident throughout the film Shawshank Redemption. Corruption was evident in the beginning of the movie as throughout Shawshank items were being traded through the currenc y of cigarettes. The fast-paced panning motions were used to show that the trading was illegal but still completed with all the prisoners and some guards. Another way corruption is evident throughout Shawshank Redemption is through the character Andy as he stimulates a large part of corruption throughout Shawshank. â€Å"All I ask for is three beers a piece for each of my co-workers†. Since Andy is doing illegal work for the police Andy asks in a polite tone for something in return for the work he has done. Corruption is also evident when Norton asks another inmate â€Å"would you be able to testify before the judge?† Norton’s asks him in a friendly tone and a low volume so  Norton could let the inmate think he was his friend. The inmate told the truth, which led to the inmate being intentionally killed. This demonstrates in a similar fashion to The Removalists how the social issue of corruption is evident in Shawshank Redemption. The social issue of the abuse of power is evide nt throughout The Removalists. This is evident when Simmonds â€Å"bends down and hoist’s Fiona’s skirt up a little† and say’s â€Å"take a close-up one on her thigh†. Simmonds actions and words portray his abuse of power within the police force to pick on troubled Fiona. The alluring tone Simmonds’s used towards Ross to take a picture of Fiona’s thigh indicated his plan was to try and use his authority and power he has to seduce Fiona. The social issue of the abuse of power is again evident through the character Simmonds. When Simmonds arrests Kenny, Simmonds abuses his power by repeatedly punches Kenny. Simmonds uses force against Kenny when Kenny undermines him. â€Å"Pity about Kate. Sergeant. You would’ve been in like Flynn† Simmonds resorts to violence because he believes that he has the right to, because he doesn’t follow the rulebook. â€Å"Stuff the rule book up your arse†. Through the character Simmonds the social issue of the abuse of power is evident in The Removalists. Similarly, the social issue of the abuse of power is evident throughout Shawshank Redemption. The abuse of power is evident through the warden, Norton. â€Å"Nothing stops! Nothing! Or you will do the hardest time there is. No more protection from the guards† The high modality and commanding tone Norton uses is to remind Andy that he is still the boss, and that Andy is under Norton’s thumb. It also portrays the abuse of power as Norton who abuses his power as the warden in Shawshank by controlling Andy for his tax frauds. The issue of the abuse of power is again evident through Norton. â€Å"There’s going to be a book barbeque at the back if you say anything†. Norton threatens Andy to keep quiet or his six years of work in the prison to get the library will turn into ashes. Norton’s commanding tone to a beaten up Andy was to further intimidate and threaten him. The two acts committed by Norton towards Norton displays the social issue of the abuse of power throughout Shawshank Redemption. Through engaging texts significant issues within society are explored effectively. The texts â€Å"The Removalists† and â€Å"Shawshank Redemption† effectively explore and reflect the significant issues within society.

Functions of Management Essay

This seminar would not have been possible without the assistance of a number of eminent persons. First of all I thank God almighty for blessing this venture and finish successfully. I express my sincere thanks to Head of the Department, MBA Narayanaguru College Of Engineering,Chennai for his encouragement and support for the successful completion for this seminar. I also express my sincere gratitude to my guide, for the kind assistance, supervision, encouragement and constructive criticism, which gave me constant support amidst of her busy schedule throughout my seminar work. I also express my wholehearted gratitude to all my classmates who have co-operated and supported for doing this seminar. I also thank my family members for their loving support. I extend my sincere thanks and gratitude once again to all those who helped me to make this undertaking a success. INTRODUCTION Management is a universal phenomenon. It is a very popular and widely used term. All organizations – business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to Harold Koontz, â€Å"Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals†. According to F. W. Taylor, â€Å"Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way†. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre – determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E. g. : For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost. Management is often included as a factor of production along with‚ machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’sresources in order to achieve the objectives of that policy Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources. One of the first persons to sit down and try to work out what managers do (and what they should do) was a Frenchman called Henri Fayol. Fayol was a mining engineer who became the managing director of an ailing coal mining firm and turned it into a highly successful coal and steel business. All this took place between 1888 and 1918, when he retired. In 1916, after many years of thinking about the job of the manager, he published a small book called General and Industrial Management. Henry Fayol was years ahead of his time in linking strategy and organizational theory and in emphasizing the need for management development and the qualities of leadership. Igor Ansoff, in Corporate Strategy (1965) said that Fayol ‘anticipated imaginatively and soundly most of the more recent analyses of modern business practice,’ although Peter Drucker in his great compendium Management: Tasks, Responsibilities and Practice (1973), criticized the application of Fayol’s functional approach to larger and more complex organizations than the one he knew and managed. Oddly enough, it was years before a translation appeared in English, even though it contains a great deal of wisdom and sense. Henri Fayol, the father of the school of Systematic Management, was motivated to create a theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organisations would require more professional management. Fayol’s legacy is his generic Principles of Management. Of Fayol’s six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The Five Functions of Management that focused on the key relationships between personnel and its management. The Five Functions are: 1. Planning drawing up plans of actions that combine unity, continuity, flexibility and precision given the organisation’s resources, type and significance of work and future trends. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire organisation. Planning must be coordinated on different levels and with different time horizons; 2. Organising providing capital, personnel and raw materials for the day-to-day running of the business, and building a structure to match the work. Organisational structure depends entirely on the number of employees. An increase in the number of functions expands the organisation horizontally and promotes additional layers of supervision; 3. Commanding optimising return from all employees in the interest of the entire enterprise. Successful managers have personal integrity, communicate clearly and base their judgments on regular audits. Their thorough knowledge of personnel creates unity, energy, initiative and loyalty and eliminates incompetence; 4. Coordinating unifying and harmonizing activities and efforts to maintain the balance between the activities of the organisation as in sales to production and procurement to production. Fayol recommended weekly conferences for department heads to solve problems of common interest; 5. Controlling identifying weaknesses and errors by controlling feedback, and conforming activities with plans, policies and instructions. Fayol’s management process went further than Taylor’s basic hierarchical model by allowing command functions to operate efficiently and effectively through co-ordination and control methods. For Fayol, the managing director overlooked a living organism that requires liaison officers and joint committees. The first and last functions—planning and control—are immediately recognizable from the analysis that has just been carried out, and indeed there tends to be less argument generally about these two functions than about others. Organizing is, of course, similar to planning in that it is concerned with preparation for some future events. But whereas planning is the more glamorous activity of deciding on the overall future direction of the business, organization is that tough, demanding business of putting together the elements in such a way that the overall plans succeed. Command is seen as the function that actually makes things happen. It is really derived from military practice, and no doubt in Fayol’s time all employees in organizations responded to command. The very word suggests ‘ordering about’ and has been the subject of a great deal of debate and argument. Fayol did not really intend it to be taken in a very narrow sense, but rather in the sense of making sure that things get done—the actual operations of the organization. As a result, all kinds of substitute words have been used in its place—like ‘direction’ and (horribly) ‘actuating’. The fifth function of management in Fayol’s view is that of co-ordination. It is concerned with harmony, with making sure that all the bits work together, and, like an orchestra under its conductor, play the same tune. This is the only function that does not seem easily to stand on its own and will be found to be part of planning, of organizing, of control, and the key to successful operations themselves. An organization, therefore, begins with a strategic plan or definition of goals, progresses to a structure to put that plan into action, is carried forward by controlled activity between manager and workforce, has the work of its disparate departments harmonized by coordinated management and, finally, is subject to checks on the efficiency of its working, preferably by the ndependent ‘staff’ departments separate from the functional departments. The five functions of management have been adequately discussed, but there are two other aspects of management that Fayol mentioned that must be looked at separately. Fayol believed that a manager obtained the best performance from his workforce by leadership qualities, by his knowledge of the business and his workers, and by the ability to ins till sense of mission. Qualities needed in a manger: †¢ Physical: healthy, vigorous; Mental: ability to understand and learn, judgment, mental vigor, adaptability; †¢ Moral: firmness, acceptance of responsibility, initiative, loyalty, tact; †¢ General Education: good general knowledge; †¢ Special Knowledge: for the work; †¢ Experience Fayol also stressed on the importance of managerial training, ‘steady, methodical training of all employees at all levels’, and made the point that a manager should not ignore his responsibility for his own training. Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested â€Å"some generalized teaching of management† to be a main part of every curriculum at places of higher education and even beginning in â€Å"primary schools† . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: â€Å"Are they [the principles] to have a place in the management code which is to be built up? General discussion will show†. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as â€Å"management code† today. Following are the fourteen principles of management developed by the Henry Fayol: Division Of Work The idea of division of work, or as Adam Smith called it â€Å"division of labour†, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of â€Å"the natural order† comparing it to the organs of the body . â€Å"The object of division of work is to produce more and better work with the same effort†, Fayol describes. This very objective has not been altered in today’s labor. In a sense this principle is the fundamental feature of modern economy, allowing for the largest increases of productivity. Peter F. Drucker informs us, that the 20th century has seen a rate of 3% productivity increase per year, hence productivity has risen 50 fold since the time of Frederick Taylor, who acted as a catalyst in the development of division of work . An example of this fact can come from early industrialization, namely the Ford motor company , where Taylor’s system of a scientific approach was applied. Taylor was interested in skill development by means of standardization and functional specialization . One worker would assemble the dashboard, another would assemble the wheels, and yet another would paint the exterior. The effects of this are well known and lead to Ford becoming not just the predominant car maker but also the inventor of the conveyer-belt production system- revolutionizing many industries. However, one could argue that extremes of division of work could lead to undesired effects. Division of labor can ultimately reduce productivity and increase costs to produce units. Several reasons as causes for reduction in productivity can be thought of. For example, productivity can suffer when workers become bored with the constant repetition of a task. Additionally, productivity can be affected when workers lose pride in their work because they are not producing an entire product they can identify as their own work. Douglas M. McGregor for instance cautions that â€Å"people, deprived of opportunities to satisfy at work the needs which are now important to them, behave†¦with indolence, passivity,†¦lack of responsibility,†¦unreasonable demands for economic benefits† . This circumstance was probably well recognized by Fayol, when he states that the â€Å"division of work has its limits which experience and a sense of proportion teach us may not be exceeded† According to Henry Fayol under division of work, â€Å"The worker always on the same post, the manager always concerned with the same matters, acquire an ability, sureness and accuracy which increases their output. In other words, division of work means specialization. According to this principle, a person is not capable of doing all types of work. Each job and work should be assigned to the specialist of his job. Division of work promotes efficiency because it permits an organizational member to work in a limited area reducing the scope of his responsibility. Fayol wanted the division of work not only at factory but at management levels also. 2. Authority and Responsibility Authority and responsibility go together or co-existing. Both authority and responsible are the two sides of a coin. In this way, if anybody is made responsible for any job, he should also have the concerned authority. Fayol’s principle of management in this regard is that an efficient manager makes best possible use of his authority and does not escape from the responsibility. In other awards when the authority is exercised the responsibility. In other awards when the authority is exercised the responsibility is automatically generated. The division of an enterprise into distinct departments, each independent of the others but subject to a common authority, has diverse causes such as the great growth of business, or a diversity of operations demanding very different capabilities or the physical separation of the various activities. Whatever the cause for which this division into departments exists, one must, under the penalty of duality of command, make sure that each service and each function is clearly defined and delimited. These departments, functions and powers, created arbitrarily, generally have no independent existence; one could always constitute them differently and they can be changed. But as soon as they have been instituted they must be defined and delimited very clearly. If not, certain parts will be neglected or forgotten while other parts will be handled by several authorities at once. Much vigilance is necessary to avoid these twin perils. The definition of departments and functions carries with it, naturally, the specifications of rights, duties and responsibilities for each. Each must know to whom and for what he gives orders, to whom and for what he must obey. On the other hand, each person in authority at every hierarchical level must always be familiar with what is going on in all areas under him. The means that can be used to carry out this responsibility are: direct supervision, control, meetings, reports and a good accounting system. 3. Discipline The Dictionary Larousse defines this as follows: â€Å"A group of unspoken rules or of written rules intended to ensure good order and regularity in a company or an assembly. ’’ This definition seems to me to be exact. Here we are not faced with the principle but an essential rule contingent or dependent on the goal, the constitution, the personalities and so on. These rules, which are as numerous as they are varied, have almost exclusively as their goal the achievement of Unity of Command and its corollaries. The rights, duties, responsibilities, and the place of each person must be determined and specified. Good rules greatly facilitate the progress of events. But whatever the value of these rules might be, their effectiveness and discipline itself will always depend on much tact, much skill and the conduct of the leaders. According to Henry Fayol discipline means sincerity about the work and enterprise, carrying out orders and instructions of superiors and to have faith in the policies and programmes of the business enterprise, in other sense, discipline in terms of obedience, application, energy and respect to superior. However, Fayol does not advocate warming, fines, suspension and dismissals of worker for maintaining discipline. These punishments are rarely awarded. A well disciplined working force is essential for improving the quality and quantity of the production. 4. Unity of Command As an enterprise grows, there comes a time when the leader can no longer provide personal direction to every employee: he therefore appoints intermediaries to transmit directives and to supervise their execution. As the enterprise grows even further, the leader cannot even direct these first level intermediaries and he is obliged to create others to transmit his directives to the first and thus a hierarchy is formed. Its origin is therefore independent of â€Å"Unity of Command’’: it results from a limitation of personal abilities. But the principles of â€Å"Unity of Command’’ requires that the Leader pass through these intermediaries to reach the lower-level employees; departure from these regular channels provokes duality. Such is the â€Å"Hierarchical transmission of orders’’ which is commonly known as the Hierarchical Principle. The results of ignoring this principle are ruffled feelings; discontent, discouragement and conflict, just like the result of ignoring the fundamental principle. Nevertheless, infractions are fairly frequent though sometimes caused by good intentions: for example, perhaps there is an agent at the third level who, finding that the normal channels are too long, gives orders directly to a first-level employee (X1), without passing through X2; meanwhile someone at the fourth level (X4) believing that he hasn’t been understood, or for some other reason, gives direct orders to X2, resulting in a duality of command and the inevitable consequences; discontent, confusion of responsibilities and the work is held up. In practice one constantly has to compromise respect for the hierarchical channel with the need for timely response. A subordinate should take order from only one boss and he should be responsible and accountable to him. Further he claimed that if the unit of command is violated, authority is undermined, disciplined in danger, order disturbed and stability threatened. The violation of this principle will face some serious consequences. In this way, the principle of unity of command provides the enterprise disciplined, stable and orderly existence. It creates harmonious relationship between officers and subordinates, congenial atmosphere of work. It is one of the Fayol’s important essential principle of management. 5. Unity of Direction Fayol summarizes this principle with the words: â€Å"one head and one plan for a group† . Hence, this point is naturally closely connected to the unity of command principle. Again Sloan and GM can serve as an example. Sloan introduced a wide variety of metrics in order to measure the performance of departments and the firms that were part of the GM concern. His attitude is ummarized in his words: â€Å"We have such control over this ship [the GM corporation] that we know exactly where we are at all times† . Or as Fayol said: â€Å"Unity of direction is provided for by sound organization of the body corporate†¦Ã¢â‚¬  . That means first one must know where to take the company and subsequently constantly assure that the plan is still on track. The success story of GM un der Sloan exemplifies the validity of this principleFayol advocates â€Å"One head and one plan† which means that group efforts on a particular plan be led and directed by a single person. This enables effective co-ordination of individual efforts and energy. This fulfils the principles of unity of command and brings uniformity in the work of same nature. In this way the principle of direction create dedication to purpose and loyalty. It emphasizes the attainment of common goal under one head. 6. Subordination of individual interests to general interests The interest of the business enterprise ought to come before the interests of the praise individual workers. In other words, principle of management state that employees should surrender their personnel interest before the general interest of the enterprise. Sometimes the employees due to this ignorance, selfishness, laziness, carelessness and emotional pleasure overlook the interest of the organisation. This attitude proves to be very harmful to the enterprise. An organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that – Employees should be honest & sincere. Proper & regular supervision of work. – Reconciliation of mutual differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc. 7. Fair Remuneration to employees According to Fayol wage-rates and method of their payment should be fair, proper and satisfactory. Both employees and ex-employers sh ould agree to it. Logical and appropriate wage-rate and methods of their payment reduces tension and differences between workers and management, create harmonious relationship and a pleasing atmosphere of work. Further Fayol recommends that residential facilities be provided including arrangement of electricity, water and facilities. 8. Centralization and Decentralization The command exercised by the higher authority and which, be it direct or through successive levels in the organization, reaches all parts of the organization, and the responses which return in the reverse sense, either directly or through the levels, to the central authority, constitute what one has rightly called â€Å"Centralization. ’’ It is not an arbitrary institution nor is it optional. It is an inevitable consequence, enforced, in fact, by Unity of Command. Centralization can be practiced in greatly different ways: the field can be left open for individual initiative, or it can be completely stifled. One finds examples ranging from a rigid structure with only passive obedience, to a vibrant organism where freedom of action spreads out with the most perfect subordination. One leader, having great ability and a great influence can, without inconveniencing a small business, handle all matters, make his own decisions and impose a passive obedience: as the enterprise grows, such a leader will become inadequate and his method will be deplored. Another leader will give a lot of authority to his subordinates, but what happens if these subordinates are only mediocre? It is therefore a matter of degree: one must consider the importance of various circumstances, the special difficulties which they cause, their extent, the distance which separates the various parts of the business and so on: one must also take account of the value of the employees. Only consideration of the circumstances can decide the respective balance between power and initiative, which it may be convenient to give to all employees. At the same time, it seems certain to me, the matter of subordinating being separate, that one must give all employees the largest amount of freedom of action and initiative possible. The strength of the leaders is augmented through the strength brought by lower-level employees and therefore they must be developed to the maximum extent possible. Let us not forget, in passing, that personal satisfaction and self-respect are often stronger than self-interest when it comes to stimulating individual initiative. The great problem of centralization and decentralization can therefore be summarized s follows: compulsory centralization with the greatest possible individual initiative. As for the amount of authority and initiative to be given to each person, each case must be considered separately, it is the eternal question of degree, which is the great and continuing preoccupation of the administrator. Whether one buys or sells, builds or demolishes, recruits or dismisses, punishes or reward s, in a word acts or refrains from action, the line to follow is never clearly defined: one must select from various alternatives. Neither principles nor rules can abolish arbitrary decisions. There should be one central point in the organisation which exercises overall direction and control of all the parts. But the degree of centralization of authority should vary according to the needs of situation. According to Fayol there should be centralization in small units and proper decentralization in big organisation. Further, Fayol does not favor centralization or decentralization of authorities but suggests that these should be proper and effective adjustment between centralization and decentralization in order to achieve maximum objectives of the business. The choice between centralization and decentralization be made after taking into consideration the nature of work and the efficiency, experience and decision-making capacity of the executives. 9. Scalar Chain The scalar chain is a chain of supervisors from the highest to the lowest rank. It should be short-circuited. An employee should feel the necessity to contact his superior through the scalar chain. The authority and responsibility is communicated through this scalar chain. Fayol defines scalar chain as â€Å"the chain of superiors ranging from the ultimate authority to the lowest rank. The flow of information between management and workers is a must. Business opportunities must be immediately avoided of. so we must make direct contact with the concerned employee. Business problems need immediate solution, so we cannot always depend on the established scalar chain. It requires that direct contact should be established. Every orders, instructions, messages, requests, explanation etc. has to pass through Scalar chain. But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank. A Gang Plank is a temporary arrangement between two different In the figure given, if D has to communicate with G he will first send the communication upwards with the help of C, B to A and then downwards with the help of E and F to G which will take quite some time and by that time, it may not be worth therefore a gang plank has been developed between the two. Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations 10. Order: According to Fayol there should be proper, systematic and orderly arrangement of physical and social factors, such as land, raw materials, tools and equipments and employees respectively. As per view, there should be safe, appropriate and specific place for every article and every place to be used effectively for a particular activity and commodity. In other words, principles that every piece of land and every article should be used properly, economically and in the best possible way. Selection and appointment of the most suitable person to every job. There should be specific place for every one and every one should have specific place. This principle also stresses scientific selection and appointment of employees on every job. One knows the formula for material order:â€Å"a place for everything and everything in its place. ’’ At the same time should there not be a specified place for everything and someone designated to put everything in that place? Unity of Command indirectly deals with this matter by imposing delimitation of departments and of the authorities, which are responsible for them. Every act of the enterprise and everything belonging to it must have its respondent, that is to say, someone who is responsible for it. It is order in deeds and with things: it is the means of avoiding waste of material and time and for avoiding conflicts. Thus, Unity of Command appears with its retinue of secondary principles as an important and fundamental natural law, and this impression is only strengthened as one studies the point further. No one denies its importance; many people are vaguely aware of it but its value is only really appreciated by a few and if one considers that as with every good rule of housekeeping it gets in the way of imaginative solutions, one can explain why it is violated so often. Numerous infractions occur, such as orders which arrive at their destination without having followed the hierarchical route, such as the encroachment by one department upon another, such as the stopping or disarray of the administrative mechanism due to the absence of the leader, and so on. At least five times out of ten it is errors of this type, which upset the business. 11. Equity â€Å"Equity and equality of treatment are aspirations to be taken into account in dealing with employees†, Fayol says. Clearly, this standard is not easily achieved, however, today’s work environment is arguably more equipped to tackle this issue than previous generations of corporations. One indication for this claim is to be found in the fact that most companies have appointed officials who deal with complaints of employees against the management, for instance the so-called ombudsman . However, this system is naturally not fool proof and private organizations attempt to draw attention to the victims of mistreatment. One example is an organization taking care of claims of victims of mobbing within the company Novartis . While the problem still persists, Fayol’s principle is being recognized by corporations and enhanced by the public opinion and most importantly the lawmakers . Several nations, e. g. Germany, Sweden and others, intend to tackle the problem of unequal treatment by passing laws that intend to establish a juridical basis for people who fell victim of inequality. The principle of equality should be followed and applicable at every level of management. There should not be any discrimination as regards caste, sex and religion. An effective management always accords sympathetic and human treatment. The management should be kind, honest and impartial with the employees. In other words, kindness and justice should be exercised by management in dealing with their subordinates. This will create loyalty and devotion among the employees. Thus, workers should be treated at par at every level. Equity means combination of fairness, kindness & justice. The employees should be treated with kindness & equity if devotion is expected of them. It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not discriminate with respect to age, caste, sex, religion, relation etc. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate. But equity does not mean total absence of harshness. Fayol was of opinion that, â€Å"at times force and harshness might become necessary for the sake of equity†. 12. Stability of use of personnel It is Fayol’s opinion that it is better to have a â€Å"mediocre manager who stays† than â€Å"outstanding mangers who merely come and go† . Fayol does not only apply this idea to management though, he also points to negative effects of a lack of stability when it comes to employees. While this point might be debatable to some extend it is clear that stability contributes to better planning possibilities. It also allows for a psychologically beneficial state of mind of the employees, hence certainly improving efficiency and the willingness to perform well for the corporation’s good. Apparently however, this rule of requirement has not sunken in generally. This is demonstrated by the fact that most countries have passed employee protection regulations when it comes to the reasons why people can be laid off. Internationally the International Labor Organization, a section of the United Nations, watches over various aspects of employment and also deals with unfair dismissals of employees . While from an employee perspective the protection laws make sense, employers may occasionally view this issue differently. In fact, it is easy to find web-blogs with advice how to fire workers without ensuing lawsuit and some influential individuals, for instance Chandrajit Banerjee, head of the Confederation of the Indian Industry , demands it to become easier to hire and fire in India . Maybe a way out of this dilemma and back to following Fayol’s principle can derive from an example Henry Chesbrough gave when discussing differences in culture between the USA and Japan . Chesbrough describes how little loyalty US-employees exhibit compared to the Japanese counterparts. He also analyses the reason as stemming from the fact that Japanese firms have a tighter relation to their employees. He for example points to a better social security system, like pension plans, in Japan. The spill-over effect that endangers US American companies to loose important innovative advantages by losing skilled employees to other companies is thereby contained in Japan. This example shows that stability of tenure is not only important but connected to social and cultural factors management must take into account if they want to maximize their productive capacity. It also shows, that this principle is a two-way street. While stability is important for the employee it is just as important for the employer. One would think that this leads to both parties pulling in the same direction. But as we can see from the above example, it requires a change of mind in some instances to establish an environment of trust and mutual care. Principle of stability is linked with long tenure of personnel in the organisation. This means production being a team work, an efficient management always builds a team of good workers. If the members of the team go on changing the entire process of production will be disturbed. It is always in the interest of the enterprise that its trusted, experienced and trained employees do not leave the organisation. Stability of job creates a sense of belongingness among workers who with this feeling are encouraged to improve the quality and quantity of work. Fayol emphasized that employees should not be moved frequently from one job position to another i. e. the period of service in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. Time is required for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services†. As a result, the time, effort and money spent on training the worker will go waste. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as w ell as quantity of work. 13. Initiative Fayol summarizes the need for employees to show initiative in the saying, that â€Å"the initiative of all, added to that of the manager†¦represents a great source of strength for businesses† . He suggests to management to â€Å"inspire and maintain everyone’s initiative†. Some modernly run companies have come to find their special ways in order to ensure employee satisfaction, and, concomitantly their initiative. One example is again Google and their policy of â€Å"20% time† . This policy implies that employees get a large part of their time to invest in projects of their choosing. While these projects are not necessarily connected to their immediate work tasks experience has shown, that they often built the basis for spin-off ideas that benefit the firm. Others, like 3M and various Biotech and Pharmaceutical companies have followed suit, and it is said that 3M has developed the post-it notes as a spin-off of an idea conceived during a personal project period . As a Google employee put it: â€Å"the 20 percent policy is as important to attracting and retaining employees as it is to sparking fresh ideas†. Business professor Robert Fulmer at Pepperdine University adds: â€Å"Paradoxically, letting go of employees through independent projects can mean getting more from them. It’s a way to get people to go beyond what’s expected of them†. Apparently, with the right strategies a company can increase employee participation and initiative by given the â€Å"inspiration† Fayol requested from the management. Workers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. Fayol advised that management should provide opportunity to its employees to suggest ideas, experiences& new method of work. It helps in developing an atmosphere of trust and understanding. People then enjoy working in the organization because it adds to their zeal and energy. To suggest improvement in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives. Under this principle, the successful management provides an opportunity to its employees to suggest their new ideas, experiences and more convenient methods of work. The employees, who has been working on the specific job since long discover now, better alternative approach and technique of work. It will be more useful, if initiative to do so is provided to employees. In simple, to ensure success, plans should be well formulated before they are implemented. 14. Espirit De’ Corps (can be achieved through unity of command) It refers to team spirit i. e. harmony in the work groups and mutual understanding among the members. Spirit De’ Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate Espirit De’ Corps following steps should be undertaken – There should be proper co-ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability. Efficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance. Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society. He also cautioned against the more use of Britain communication to the subordinates i. e. face to face communication should be developed. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization. In order to achieve the best possible results, individual and group effort are to be effectively integrated and coordinated. Production is a team work for which the whole-hearted support and co-operation of the members at all levels is required. Everyone should sacrifice his personal interest and contribute his best energies to achieve the best results. it refers to the spirit of loyalty, faithfulness on the part of the members of the group which can be achieved by strong motivating recognition and importance of the members for their valuable contribution, effective coordination, informal mutual social relationship between members of the group and positive and constructive approach of the management towards workers’ welfare SEMINAR 3 MANAGEMENT LEVELS Managers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management: top-level, middle-level, and first-level. These three main levels of managers form a hierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer middle managers, and the fewest managers at the top level. Each of these management levels is described below in terms of their possible job titles and their primary responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurring in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. Top-Level Managers Top-level managers, or top managers, are also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head. Often, a set of these managers will constitute the top management team, which is composed of the CEO, the COO, and other department heads. Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. Top managers in most organizations have a great deal of managerial experience and have moved up through the ranks of management within the company or in another firm. An exception to this is a top manager who is also an entrepreneur; such an individual may start a small company and manage it until it grows enough to support several levels of management. Many top managers possess an advanced degree, such as a Masters in Business Administration, but such a degree is not required. Some CEOs are hired in from other top management positions in other companies. Conversely, they may be promoted from within and groomed for top management with management development activities, coaching, and mentoring. They may be tagged for promotion through succession planning, which identifies high potential managers. Middle-Level Managers Middle-level managers, or middle managers, are those in the levels below top managers. Middle managers’ job titles include: General manager, Plant manager, Regional manager, and Divisional manager. Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units. Middle managers can motivate and assist first-line managers to achieve business objectives. Middle managers may also communicate upward, by offering suggestions and feedback to top managers. Because middle managers are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Jobs in middle management vary widely in terms of responsibility and salary. Depending on the size of the company and the number of middle-level managers in the firm, middle managers may supervise only a small group of employees, or they may manage very large groups, such as an entire business location. Middle managers may be employees who were promoted from first-level manager positions within the organization, or they may have been hired from outside the firm. Some middle managers may have aspirations to hold positions in top management in the future. First-Level Managers First-level managers are also called first-line managers or supervisors. These managers have job titles such as: Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, Store manager. First-line managers are responsible for the daily management of line workershe employees who actually produce the product or offer the service. There are first-line managers in every work unit in the organization. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis, and if the managers perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. In the past, most first-line managers were employees who were promoted from line positions (such as production or clerical jobs). Rarely did these employees have formal education beyond the high school level. However, many first-line managers are now graduates of a trade school, or have a two-year associates or a four-year bachelor’s degree from college. Management Levels And The Four Managerial Functions Managers at different levels of the organization engage in different amounts of time on the four managerial functions of planning, organizing, leading, and controlling. Planning is choosing appropriate organizational goals and the correct directions to achieve those goals. Organizing involves determining the tasks and the relationships that allow employees to work together to achieve the planned goals. With leading, managers motivate and coordinate employees to work together to achieve organizational goals. When controlling, managers monitor and measure the degree to which the organization has reached its goals. The degree to which top, middle, and supervisory managers perform each of these functions is presented in Exhibit 1. Note that top managers do considerably more planning, organizing, and controlling than do managers at any other level. However, they do much less leading. Most of the leading is done by first-line managers. The amount of planning, organizing, and controlling decreases down the hierarchy of management; leading increases as you move down the hierarchy of management. Time Spent on Management Functions at Different Management Levels   Several defining characteristics demarcate management skills and differentiate them from other kinds of managerial characteristics and practices. First, management skills are behavioral. They are not personality attributes or stylistic tendencies. Management skills consist of identifiable sets of actions that individuals perform and that lead to certain outcomes. Skills can be observed by others, unlike attributes that are purely mental or are embedded in personality. Whereas people with different styles and personalities may apply the skills differently, there are, nevertheless, a core set of observable attributes in effective skill performance that are common across a range of individual differences. Second, management skills are controllable. The performance of these behaviors is under the control of the individual. Unlike organizational practices such as â€Å"selectively hiring,† or cognitive activities such as â€Å"transcending fear,† skills can be consciously demonstrated, practiced, improved, or restrained by individuals themselves. Skills may certainly engage other people and require cognitive work, but they are behaviors that people can control themselves. Third, management skills are developable. Performance can improve. Unlike IQ or certain personality or temperament attributes that remain relatively constant throughout life, individuals can improvement their competency in skill performance through practice and feedback. Individuals can progress from less competence to more competence in management skills, and that outcome is the primary objective of this book. Fourth, management skills are interrelated and overlapping. It is difficult to demonstrate just one skill in isolation from others. Skills are not simplistic, repetitive behaviors, but they are integrated sets of complex responses. Effective managers, in particular, must rely on combinations of skills to achieve desired results. For example, in order to effectively motivate others, skills such as supportive communication, influence, empowerment, and self-awareness may be required. Effective managers, in other words, develop a constellation of skills that overlap and support one another and that allow flexibility in managing diverse situations. Fifth, management skills are sometimes contradictory or paradoxical. For example, the core management skills are neither all soft and humanistic in orientation nor all hard-driving and directive. They are oriented neither toward teamwork and interpersonal relations exclusively nor toward individualism and technical entrepreneurship exclusively. A variety of skills are typical of the most effective managers, and some of them appear incompatible. Regardless of organizational level, all managers must have five critical skills: technical skill, interpersonal skill, conceptual skill, diagnostic skill, and political skill. Technical Skill. Technical skill involves understanding and demonstrating proficiency in a particular workplace activity. Technical skills are things such as using a computer word processing program, creating a budget, operating a piece of machinery, or preparing a presentation. The technical skills used will differ in each level of management. First-level managers may engage in the actual operations of the organization; they need to have an understanding of how production and service occur in the organization in order to direct and evaluate line employees. Additionally, first-line managers need skill in scheduling workers and preparing budgets. Middle managers use more technical skills related to planning and organizing, and top managers need to have skill to understand the complex financial workings of the organization. Interpersonal Skill. Interpersonal skill involves human relations, or the manager’s ability to interact effectively with organizational members. Communication is a critical part of interpersonal skill, and an inability to communicate effectively can prevent career progression for managers. Managers who have excellent technical skill, but poor interpersonal skill are unlikely to succeed in their jobs. This skill is critical at all levels of management. Conceptual Skill. Conceptual skill is a manager’s ability to see the organization as a whole, as a complete entity. It involves understanding how organizational units work together and how the organization fits into its competitive environment. Conceptual skill is crucial for top managers, whose ability to see â€Å"the big picture† can have major repercussions on the success of the business. However, conceptual skill is still necessary for middle and supervisory managers, who must use this skill to envision, for example, how work units and teams are best organized. Diagnostic Skill. Diagnostic skill is used to investigate problems, decide on a remedy, and implement a solution. Diagnostic skill involves other skillsechnical, interpersonal, conceptual, and politic. For instance, to determine the root of a problem, a manager may need to speak with many organizational members or understand a variety of informational documents. The difference in the use of diagnostic skill acr0oss the three levels of management is primarily due to the types of problems that must be addressed at each level. For example, first-level managers may deal primarily with issues of motivation and discipline, such as determining why a particular employee’s performance is flagging and how to improve it. Middle managers are likely to deal with issues related to larger work units, such as a plant or sales office. For instance, a middle-level manager may have to diagnose why sales in a retail location have dipped. Top managers diagnose organization-wide problems, and may address issues such as strategic position, the possibility of outsourcing tasks, or opportunities for overseas expansion of a business. Political Skill. Political skill involves obtaining power and preventing other employees from taking away one’s power. Managers use power to achieve organizational objectives, and this skill can often reach goals with less effort than others who lack political skill. Much like the other skills described, political skill cannot stand alone as a manager’s skill; in particular, though, using political skill without appropriate levels of other skills can lead to promoting a manager’s own career rather than reaching organizational goals. Managers at all levels require political skill; managers must avoid others taking control that they should have in their work positions. Top managers may find that they need higher levels of political skill in order to successfully operate in their environments. CONCLUSION * Management has been identified as the systematic body of knowledge based on general principles,concepts,theories and techniques which are variable in terms of business practice. These are embodied in the managerial functions of planning,organising,planning,controlling and directing which form the job of a manager. * In the organisation there are 3 levels called top level,middle level and lower level management ,each one having important role in smooth running of the organisation. * The lack of management skills will lead to poor decision making.