Tysons unacceptable behaviour Essays

Tysons unacceptable behaviour Essays Tysons unacceptable behaviour Essay Tysons unacceptable behaviour Essay Horney asserted that a person who had suffered neglect, loneliness or hostility during childhood could lose touch with their real self by substituting any shortcomings it has for an ideal self. This ideal self then appears in the individuals mind to be more acceptable to other people. This process, along with the socio-cultural conditions surrounding a person during childhood was Horneys theory of the cause of a persons basic anxiety and that this was the stimulus for neurotic behaviour in adulthood. (Corey, 2001) Anxiety however, according to both theorists, could be abated by employing a defence mechanism. (Hough, 1998) Horneys version of these mechanisms states that a person who is suffering from basic anxiety would either move towards people, move against them or move away from them. Freuds description of the defences was slightly more succinct and included mechanisms such as denial, repression and displacement. Although Freuds description is slightly more concise, both theorists agree that when a person suffers from anxiety they will employ a defence mechanism which best suits the situation at hand so that the amount of anxiety suffered is reduced. Whilst both theorists have relatively similar views on the concept of defence mechanisms, they deviate most from each other on Freuds assertion of psychosexual stages of development. Freuds theory of personality included a description of five psychosexual stages of development, namely: Oral, Anal, Phallic, Latency and Genital. In this he asserted that in order for a person to develop normally, their libidinal or sexual energy should travel through each stage to the final one thus allowing them to make the transition into healthy adulthood. However, from this perspective, if a person suffered from a traumatic experience during one of these stages, this could result in them becoming fixated at a particular stage making them vulnerable to crisis in later life. ( Ryckman, 2004, p46) Horney disputed Freuds theory of psychosexual stages, she believed that in order to develop into a mentally healthy adult a person who was treated warmly, fairly and considerately by supportive and respectful parents would develop into a well-adjusted adult. (Hough, 1998) Deviations to this type of upbringing according to Horneys view could result in alienation from the real self and a more ideal self is substituted for it. From Horneys perspective, the more a person deviates from their real self, the more neurotic their behaviour would be in later life. In order to elucidate these two different personality theories, and to determine whether Tyson was biologically determined to behave aggressively, or whether his environment moulded him into acting this way, the following discussion shall compare and contrast them with reference to events in Mike Tysons life. Evidence supporting or disputing parts of the theories shall be suggested and an example of research into a similar situation with other people shall be put forward. Evaluative comments surrounding the theories shall be noted where appropriate and the conclusion shall show that socio-cultural factors are crucial in determining a persons behaviour. It has been noted by Gutteridge Giller, (1996, p14) Tysons Mother felt trapped in an abusive and violent relationship and she sought solace from her harsh existence through alcohol. The authors then go on to state that Tyson felt neglected and unloved by her and this continued until her death. Considering Horneys view of personality, it could be argued here that the feelings of neglect and lack of love experienced by Tyson, from an early age, stimulated within him a need to feel safe. In turn, this need for safety may have evoked feelings of anger and resentment towards his Mother because she did not respond to his needs. However, Tyson could not portray these negative feelings towards his Mother because he depended upon her for food and shelter. From Horneys viewpoint this could be cited as the catalyst for Tysons subsequent violent behaviour. In short, anyone who provoked Tyson into feeling unsafe, just as his Mother had, was then met with an aggressive reaction. Therefore in support of Horneys theory, the socio-cultural conditions Tyson was raised in had a significant influence upon his behaviour as it forced him into reacting aggressively towards anyone who made his safety feel threatened. Further evidence to support this argument is clear when considering Tysons treatment towards women in adult life. Tyson was imprisoned for the rape of one female and arrested for the assault of four other women on different occasions. (Gutteridge Giller, 1996) Arguably, these females did not respond to Tyson in the way he expected and their rebukes made him feel unsafe or unloved. However, Tyson was now independent, rich and had no need for dependency anymore. This change in circumstances enabled him to react aggressively toward anyone who made his safety feel threatened. This example illustrates the cause of Tysons unacceptable behaviour when his safety was under threat. Therefore it should be expected from this that a person would behave in an acceptable manner when their safety was not threatened. This concept is apparent when considering the point made by Hoffer, (1998) He stated that Tyson had the happiest and most content years of his life with his adopted Father Cus DMato. It is extremely noticeable that Tyson did not find himself in trouble during this particular period in his life. Arguably he felt loved, wanted and special by DMato and his family and as his feelings of safety were not under threat, he behaved in an acceptable manner. This illustration goes some way to uphold Horneys theory that a safe and loving environment can have a positive effect on behaviour. However, considering this argument from a Freudian perspective would be quite radically different.

How to Prepare Aqua Regia Acid Solution

How to Prepare Aqua Regia Acid Solution Aqua regia is an extremely corrosive mixture of nitric and hydrochloric acid, used as an etchant, for some analytical chemistry procedures, and to refine gold. Aqua regia dissolves gold, platinum, and palladium, but not the other noble metals. Heres what you need to know to prepare aqua regia and use it safely.​​ Fast Facts: Aqua Regia Aqua regia is a corrosive acid mixture made by combining nitric acid and hydrochloric acid.The usual ratio of acids is 3 parts hydrochloric acid to 1 part nitric acid.When mixing the acids, it is important to add the nitric acid to the hydrochloric acid and not the other way around.Aqua regia is used to dissolve gold, platinum, and palladium.The acid mixture is unstable, so it is usually prepared in small amounts and used immediately. Reaction to Make Aqua Regia Here is what happens when nitric acid and hydrochloric acid are mixed: HNO3  (aq) 3HCl (aq) → NOCl (g) 2H2O (l) Cl2  (g) Over time, nitrosyl chloride (NOCl) will decompose into chlorine gas and nitric oxide (NO). Nitric acid auto-oxidizes into nitrogen dioxide (NO2): 2NOCl (g) → 2NO (g) Cl2  (g) 2NO (g) O2  (g) → 2NO2(g) Nitric acid (HNO3), hydrochloric acid (HCl), and aqua regia are strong acids. Chlorine (Cl2), nitric oxide (NO), and nitrogen dioxide (NO2) are toxic. Aqua Regia Safety Aqua regia preparation involves mixing strong acids. The reaction produces heat and evolves poisonous vapors, so its important to follow safety protocols when making and using this solution: Make and use aqua regia solution inside a fume hood, with the sash down as much as is practical to contain the vapors and protect against injury in case of splashing or glassware breakage.Prepare the minimum volume needed for your application.Make sure your glassware is clean. In particular, you dont want any organic contaminants because they can produce a vigorous or violent reaction. Avoid using any glassware that may be contaminated with a chemical containing a C-H bond. Do not use the finished solution on any material containing an organic.Wear safety goggles.Wear a lab coat.Wear gloves.If you get drops of any of the strong acids on your skin, wipe them off immediately and rinse with lots of water. If you spill acid on clothing, remove it immediately. In the  case of inhalation, move immediately to fresh air. Use the eyewash and seek emergency medical attention in case of eye contact. In the  case of ingestion, rinse the mouth with water and do not induce vomiting.Neutralize any spills with sodium bicarbonate or similar compound. Remember, its best to neutralize a  strong acid with a weak base and not a strong base. Prepare Aqua Regia Solution The usual molar ratio between concentrated  hydrochloric acid and concentrated  nitric acid is HCl:HNO3 of 3:1. Keep in mind, concentrated HCl is about 35%, while concentrated HNO3 is about 65%, so the volume ratio is usually 4 parts concentrated hydrochloric acid to 1 part concentrated nitric acid. A typical total final volume for most applications is only 10 milliliters. Its unusual to mix up a large volume of aqua regia.Add the nitric acid to the hydrochloric acid. Do not add hydrochloric to nitric!  The resulting solution with be a fuming red or yellow liquid. It will smell strongly of chlorine (although your fume hood should protect you from this).Dispose of leftover aqua regia by pouring it over a large amount of ice. This mixture may be neutralized with a saturated sodium bicarbonate solution or 10% sodium hydroxide. The neutralized solution may then be safely poured down the drain. The exception is used solution that contains heavy metals. A heavy metal-contaminated sol ution needs to be disposed of according to your local regulations. Once you have prepared aqua regia, it should be used when its fresh. Keep the solution in a cool location. Do not store the solution for an extended length of time because it becomes unstable. Never store stoppered aqua regia because pressure build-up could break the container. Another potent acid solution is called chemical piranha. If aqua regia isnt suitable for your needs, piranha solution may be what you need.

OnTyme - professional personnel engaged in medicine, technical support Research Proposal

OnTyme - professional personnel engaged in medicine, technical support services or emergency services - Research Proposal Example To succeed, it needs to attract and retain a growing base of satisfied customers. Marketing is the tool to bring in customers to a business and has two important principles. All company policies and activities should be tailored towards customer needs and profitable sales volume is more important than maximum sales volume. An appropriate marketing plan will aim at trying to get visibility for its existing brand of "OnTyme" watches as well as the new teenage brand of watches named "Wotch" it. It is common knowledge that no one product will satisfy all kinds of consumers. Therefore, information about the market is invaluable and timely relevant information needs to be obtained. It is impossible to sell products or services that customers do not want. Learning what customers want, and how to present it attractively, drives the need for marketing research. Market research will also demonstrate trends that may show the necessity to enhance an existing product or create a new one. Demographics, Population shifts, legislation passed, and the economic conditions of a market often determine the purchasing power of the buyer in the market place. Market research may also be employed to ascertain the value of a competitor's product and its associated value so that a comparative perceived value could be created for "OnTyme"s product as well. Most business owners ... Analyzing returned items, asking former customers for their feedback, and looking at competitor's prices are all examples of such research. Formal marketing research provides a framework to organize market information. Conducting survey of a sample population to determine their views on the "OnTyme" and competitor brands, Collecting primary data through mail surveys and email questionnaires Personal surveys in high traffic areas like malls, supermarkets etc Probability sampling that identifies who will be interested in purchase of wristwatches, the teen targeted "wotch" brand and the watch with the built in pager based on age, income and gender preferences. Identifying the target segment The target segment for the "OnTyme" might be adults purchasing a watch for their own use, buying it as a gift for someone else, for the "Wotch It" it would be the teenagers and youth, or adults purchasing it for the younger group as a gift. The watch with the built in pager may look at a different segment that is employed and needs to be on call and reachable at all times or parents of teenagers and youth, because the teenagers are now locatable, thanks to their pagers and is a great relief for the adults. Marketing Strategy Once a wider customer base is identified, "OnTyme" needs to formulate a marketing strategy to serve its customers better and align the product to the identified needs of the customer. Ideally, the strategy should address niche needs of the customer especially if there are gaps that need to be filled. This would ensure potential profitability. A good strategy helps a business focus on the target markets it can serve best. Target Marketing Target Marketing helps the concentration of the efforts in the key market

Economic Growth Essay Example | Topics and Well Written Essays - 1500 words

Economic Growth - Essay Example Other countries like the US have been fortunate to have a series of good leaders to take the country to the apogee of technological advancement and economic growth where they are today. History provides many examples of such countries and their leaders that have played a fundamental role in their economic growth and have brought a radical change in the nations’ fortunes. The decade following the new millennium’s turn is marked by the BRICS countries’ emergence and economic empowerment. These countries include â€Å"Brazil, the Russian Federation, India, China and South Africa—which have come to account for a significant share of economic growth, demand expansion, industrial production and wealth creation in today’s world† (â€Å"Structural Change, Poverty† III). These regional economic powers’ success in the achievement of sustained growth of economy serves as a point of reference for other developing countries to emulate as wel l as for the advanced counrties to regain the dynamism of economy. The pace of a country’s economic growth can be better explained by the policy choices of its leaders than underlying structural conditions, and China provides a potential example of that. ... The three phases are discussed as follows: Rule taking phase China’s leaders have been very cautious in litigation of WTO since the country’s accession in 2006. Owing to its lack of familiarity with WTO’s legal rules in the capacity of a newcomer, China placed emphasis upon grabbing the rules rather than winning any disputes. Aimed at avoiding litigation, the Chinese leaders would settle the disputes with the complainants immediately after the cases were filed even if they were capable of using good arguments to defend their position. An example of this is the settlement of the dispute within four months when in March 2004, the US wanted to consult about a matter involving value-added tax’s rebate over integrated circuits (Gao). Likewise, the government of China announced to scrap the Duties of Anti-dumping within three days of the complaint raised by the US about China’s lack of consistence with the Anti-dumping Agreement in the case of Kraft Liner board in the year 2005 (Nakagawa 48). China’s eagerness to settle the disputes and flexibility of attitude reflect the country’s presence in the rule taking phase in the start of the 21st century. Rule shaking phase Chinese leaders resolved to develop a better understanding of the dispute settlement process by actively participating as a third party in real WTO cases. For instance, China was present as a third party in nearly every panel between 2003 and 2006 (Birkbeck 168). The improved confidence reflects from the answer of Bo Xilai, the Minister of MOFCOM when he was asked if there was any intention of complaining against the countries that were limiting the textile exports of China in the WTO, â€Å"First, China has the right to

Chick-fil-A Customer Service Essay Example for Free

Chick-fil-A Customer Service Essay Chick-fil-A president Dan Cathy greeted employees at the newest Charleston area restaurant with a Bible verse, a prayer and a message about doing business the â€Å"Chick-fil-A Way. † Most people recognize the famous Chick-fil-A cows and their misspelled pleas to â€Å"Eat Mor Chikin. † But not everyone may be aware of Chick-fil-A’s unique way of doing business. With a focus on quality food, superior customer service and dedicated employees, Chick-fil-A has built a restaurant empire. Another freestanding restaurant opened Sept. 29 on Dorchester Road near the Ashley Phosphate Road intersection in North Charleston. Two days before the opening, new employees—called â€Å"team members† in the Chick-fil-A world—served dinner to their family members and listened as Cathy explained the importance of smiling and treating customers with honor, dignity and respect. Chick-fil-A’s mission, he said, is â€Å"to glorify God by being a faithful steward of what is entrusted to us. † Sandwich history Cathy is the son of Chick-fil-A founder S. Truett Cathy, who entered the restaurant business in 1946 when he opened Dwarf Grill in an Atlanta suburb. It would be another 20 years before the world was introduced to Chick-fil-A. In 1961, Truett Cathy accepted leftover pieces of chicken breast from Goode Brothers Poultry. The poultry company provided airlines with boneless, skinless chicken breasts that would fit in the plastic trays used to serve food on airplanes but had plenty of leftover pieces to sell. Truett Cathy had considered adding chicken to his menu and decided to take the poultry company up on its offer to take the leftover pieces too big for the airline trays. Truett Cathy spent months perfecting the recipe and figuring out the best way to cook the chicken quickly. After four years, he had a boneless chicken sandwich. According to Chick-fil-A history, Truett Cathy originally called it a chicken steak sandwich but began thinking of something that could carry a trademark. The best cut of a steak is the fillet, so why not call the sandwich a chicken fillet, he thought. The name morphed into chick fillet and eventually became Chick-fil-A (with a capital â€Å"A† to emphasize quality). The first Chick-fil-A opened in Atlanta’s Greenbrier Mall in 1967. The first freestanding restaurant opened in Atlanta about 20 years later. The restaurant has continued its incredible growth, expanding heavily into the western United States, introducing a breakfast menu and healthier menu options. The Chick-fil-A Way Certainly Chick-fil-A isn’t the only quick service restaurant to make billions, but what sets Chick-fil-A apart is the company’s corporate philosophy, its emphasis on values, customer service and treating employees like family members. Dan Cathy attributes the company’s success to his 84-year-old father, whom he describes as a tremendous influence, a â€Å"patriarch† and â€Å"Moses figure† in the family and in the company. Thanks to his father’s influence, Chick-fil-A has â€Å"stayed the course,† Dan Cathy said. Despite the many potential distractions, the company stays focused on its recipes, hot food, clean restrooms—the things that are important to customers. Interestingly, Dan Cathy refers to his company as being in the hospitality business—not usually the first description that comes to mind when thinking about fast food. But Cathy said the idea of being in the hospitality business began when his family opened its first diner. â€Å"That’s our heritage, our roots,† he said. When the focus is on the customers and employees, success will follow, according to Chick-fil-A’s philosophy. â€Å"It’s all about the people,† Dan Cathy said. â€Å"You can’t have great tasting food until you have a good relationship with your employees. † Chick-fil-A offers $1,000 college scholarships to its employees, having awarded about $20 million during the past 30 years. The company also has a unique agreement with its operators, providing franchisees with the chance to sublease a restaurant for $5,000. Each month operators pay the corporate office 15% of gross sales and 50% of net profits as a franchise fee. Operators are assured a minimum annual income of $30,000. The company continues its long-standing tradition of being closed on Sundays, so employees can spend time with their families and attend a worship service. Despite opportunities to go public, Chick-fil-A remains a private company so it can retain control over its key values. Chick-fil-A has proven a business with values and principles can do well. And not just survive but thrive, Dan Cathy pointed out. In 2004, Chick-fil-A achieved sales of $1. 74 billion—an increase of 13. 8% over 2003. The company is opening 61 new restaurants this year, and customer satisfaction scores are the highest they have ever been, Cathy said. The company will introduce milkshakes to its menu next summer. And a spicy chicken sandwich is being tested in the Tampa, Fla. , area. Family ties have local roots Operating the new Dorchester Road location is Daniel Dickerson, whose family has been operating Chick-fil-A for years. His father was one of the first Chick-fil-A operators, and his brother, Patrick Dickerson, is the operator of the Mount Pleasant Chick-fil-A. Raised in Charleston, Daniel Dickerson previously ran a store in Ocala, Fla. Dickerson said he looks up to the Cathy family and also tries to live up to the legacy his own father left behind. Dickerson oversees 72 part- and full-time employees at his North Charleston store. Many of the employees are teenagers, and Dickerson—following a company tradition—employs students who are involved in their schools and extracurricular activities. Chick-fil-A promotes involvement and works around students’ schedules. Dickerson said he would rather have 20 students with less availability than students who aren’t involved in their schools. At the family night celebration, Dan Cathy assured the parents of the many teenage employees their children would be working in a supportive environment. If grades aren’t maintained, students’ work schedules could be cut back. From providing scholarships to closing on Sundays, Chick-fil-A continues to do business its own way, based on principles Truett Cathy instilled in the company more than 50 years ago. In 2002, Truett Cathy published Eat Mor Chikin: Inspire More People, a book that explains â€Å"Doing Business the Chick-fil-A Way. † Truett Cathy opens a chapter on priorities and commitment by recalling when a reporter asked him how he would like to be remembered. Cathy responded, â€Å"I think I’d like to be remembered as one who kept my priorities in the right order. We live in a changing world, but we need to be reminded that the important things have not changed, and the important things will not change if we keep our priorities in proper order. † Holly Fisher is the supplements editor for the Business Journal.

social science :: essays research papers

I knew then that I wanted to devote my studies to learning how body mechanisms react to varying chemicals. Witnessing innovative pharmaceutical research had only intensified my passion for biochemistry, a subject I had become fascinated with in high school; it had intrigued me because it integrated my love of chemistry with my desire to learn more about biological processes. My A-level studies provided me with a solid introduction to biochemistry; I now seek a greater academic focus and more extensive research opportunities by pursuing a university degree. Throughout high school, my extracurricular activities sharpened skills I will need in my biochemistry course-even if the activities often involved dance and music rather than science. Each week, I spent the majority of my spare time participating in {List school-related music and dance activities}. I also participated in my local parish's band and was elected Band Leader by the other members. Serving in this leadership position has allowed me to shape a community music program and taught me just how much I have learned about time-management and commitment. My busy schedule has required me to carefully divide my time among my academics, extracurricular interests, family and friends; throughout it all, I have prioritised my academics while remaining firmly committed to my outside pursuits. During my biochemistry studies, this balancing act will prove extremely useful as I seriously dedicate myself to my academics while also maintaining time for my hobbies and relationships. Five years ago, I had the opportunity to visit Birmingham, England-and I loved every minute of it. The people, the culture and the location all sparked my interest in one day living in England.

Westye

The first part of the process of selection of an applications software package was to determine what Westye needed. Under this process, they sought to develop criteria for how business solutions companies would address their specific needs. Here, they outlined these through the creation of 160 issues related to Westye’s business processes. The second step included determining the specific small midmarket business solutions that can address Westye’s needs. In here, considerable attention was given by the company towards finding competent providers and was equally reduced to 27 companies who shall then be subjected interview and questioning. The third process that the company took was the selection process. Here, Westye based their choice in the capacity of small midmarket business solutions to address their needs. Given the specific criteria, the company was able to consolidate effective responses coming from Microsoft Business Solutions – Navisione and became the primary choice. The last part involved finding the necessary partner that can help address the issues and problems of Westye. Here, the choice of ICS Advantage revolved around the ability of the company to facilitate better means of integrating a collaborative long term strategy and relationship with Westye. Likewise, the company also sought a committed and driven partners who can fulfill the company’s needs accordingly. Analyzing the specific strategy employed by Westye, it could have improved its selection process if it had tried (1) to set specific standards for choices above the 160 criteria, (2) provided inputs on how the old MAPICS system can be integrated towards the recommended changes, and (3) considering long term strategies and options for employees. Seeing this, the value then of the first input corresponds to the capacity to examine further not only the technical and operational business schemes influencing Westye but also try to integrate it in the way people do business. By setting up these standards, vendors can then align their proposals to meet these realities accordingly. The second part corresponds to allowing Westye proper transition from its old system and incorporating them into the new one. This can help new participants to have a grasp of what the new system is and leverage increased costs in education and training of people. The last part corresponds to outlining how these new strategies impact the workforce in both education and application. By inducing opportunities to include feedback and reaction, it can help facilitate better means of transcending competency and ability to harness effective skills for operation and diversification of tasks by employees within Westye. (2) Analyzing the specific advantages of utilizing a package development, it revolves around (1) revamping the old MAPICS system, (2) effective support mechanism, (3) allows standardization of Westye’s processes and (4) infusing simple means to increase efficiency of production. Here, the first process takes into consideration deriving valuable opportunities for Westeye to address the loopholes and inefficiencies of the old MAPCIS system. By incorporating packaged software, it can veer away from the old system and incorporate new ones that can be synchronized with the companies needs. The second advantage is that technicians can effectively carry out repairs and updates of a packaged system compared to a customized one. Such directions also provides standardization of processes as the new software then incorporates actions by the workforce and takes into account key trends in a more facilitative and effective manner. Lastly, using the tools of a packaged software, it can help Westye align these to infuse efficiency in production and consolidate these with the goals of the company. On the other hand, specific disadvantages of a packaged system revolves around (1) associated costs, (2) lack of innovation, (3) issue of control, and (4) the issue of customization. In the first part, it considers the value of costs related to training employees once again with new processes and how to operate such packaged system. Another hurdle that packaged system can contribute is the lack of innovation wherein companies have the last say in the design and applications included in the design of the software package. The same can be seen with the issue of control. Though ICS provides Westye control over data and inputs, it limits the capacity of businesses to take into consideration establishing a user-interface that is efficient for their use or responsive to their needs. The last one revolves around the process of customization. Here, additional costs can be incurred if new changes and amendments may be undertaken by Westye in expanding its business processes and integrating new means for gathering data necessary for production. Seeing this, the idea of using a Navision package is more suited to the needs of the Westye group. Such analysis revolves around the need to revamp and change the old MAPICS system and consolidate better means of acquiring information in a more effective and efficient manner. By using a packaged solution, the company can cater towards creating better means to address the problem in a faster manner and take advantage of its comparative advantage over its competitors. Similarly, this decision can also align the company’s processes to what is essential to the needs of the company both in its short and long term strategies. (3) Responding to the advantages of Navision compared to ERP, they include (1) filtering inefficient processes, (2) consolidating data effectively, (3) incorporating new technological features, and (4) new structure to cater for the needs of Westye. The value of the first advantage corresponds to taking into consideration changing the loopholes and boundaries within the old MAPICS system and generating better means for analysis and acquisition of data. In the second part, Navision gives better means of consolidating data with its new framework and platform different from that of the old system. Alongside this is the associated new features wherein employees can take advantage of. By using these new technologies, it has developed effective means to cater the needs of Westye in terms of determining inputs and data necessary to transact and establish partnerships with clients. On the other hand, there are also associated disadvantages that Navision has over adding ERP modules which include (1) costs, (2) employee integration and education, (3) adjustments, and (4) value of time. One essential setback by the Navision involves the corresponding costs. Since the overall system shall be revamped, it takes into account changing the business processes. Alongside this are the new means of training personnel and employees of proper procedures and mechanisms necessary. Such then brings about adjustments and puts into the table the question of time in achieving specific goals and objectives. These then create necessary implications for the company especially in the short term as it may affect the overall productivity of the company during these times of adjustment and changes. Though there are indeed associated setbacks with the application of the Navision package, it can be seen that it has consolidated better means for Westye to expand and develop its business processes. By utilizing specific strategies related to determining loopholes in the previous system, it was able to create a new framework that supports the interests and goals of Westye. At the same time, by infusing these directions, the company can then legitimize its opportunities to create competitive advantage and standardize the dynamics related to finding the means to diversify business processes and generate increased productivity. (4) Analyzing the advantages of the customization scheme created by Navsion, they correspond to (1) wider company control, (2) taking into consideration competitive advantage, (3) access to real time data, and (4) consolidating to the needs of employees. In the first one, it caters to the formalization of how employees control the system. The customization process furthered this by giving opportunities for personnel to make important decisions concerning specific business processes. Such dynamic then provided the ability to establish competitive advantage as it opened up means to establish efficiency in decision making and harness the skills in responding to such. Alongside this direction, Westye was also able to provide effective access to trends and data necessary. Since they are heavily reliant in these, the customization process help employees fulfill their roles without having to sort and tabulate trends, hence easier transmission of data to clients. On the other hand, there are also associated negative reactions to such customization. These revolve around (1) re-training of employees, (2) hampering of production, (3) difficulty in establishing technical support, and (4) complexity in administering changes. In here, the customization process hampers employee’s responsibilities because they are given new training about the system and what they do. Such actions then hamper time and capacity to work at their optimal level and in turn hamper production. Another setback is that it creates difficulty in pointing out problems particularly if these processes remain intertwined and correlated with one another. The same can be seen with the application of changes within the system. Since it is designed to fit Westye’s needs, Navision may find it difficult to correlate including new features as it may need to be synchronized with other related processes. 5) Analyzing the point established by the case that Westye’s system provides ‘real-time data access’, it can be argued that it is the same with the term ‘online input’ plus ‘online processing’. Here the idea of real time corresponds to the actual input of data provided by a specific program or software wherein it analyzes specific trends and issues inputted by the user. Seeing this, such process then corresponds to ‘online input ’ plus ‘online processing’ for it utilizes specific measures in generating effective patterns of analysis and justifying its scope and value to whatever purpose it may seek to serve. Seeing this, the company indeed has ‘online input’ plus ‘online processing’. This can be seen in the manner of how the company adheres to its business processes. In here, the derivation and analysis of information remains crucial for the company to remain competitive. That is why it needs up-to-date information to give its clients so as to harness effective means in making crucial business decisions and Westye provides such information to them.

Credit Agricole and BP

PARIS (AFP) – French bank Credit Agricole, one of the biggest European banks by capitalisation, reported a doubling of net profit to 1. 0 billion euros ($1. 42 billion) in the first quarter, on Friday. The price of shares in the bank showed a gain of 1. 40 percent to 11. 23 euros in a market up 0. 57 percent overall. The outcome, marking an increase of 112 percent from the result 12 months ago, was in line with average estimates of analysts as polled by Dow Jones Newswires. At CM-CIC Securities, analyst Pierre Chedeville commented: â€Å"The group is showing its main characteristics again: operating efficiency and an excellent control of charges, very cautious policy for provisioning, and financing and investment activities steady. † Bank chief executive Jean-Paul Chifflet said that Credit Agricole's direct exposure to Greek debt was 631 million euros at the end of March. Credit Agricole is one of the few foreign banks to control a Greek bank, in the form of Emporiki bank. Company History: France's â€Å"green bank† was nicknamed for its roots in agriculture. Credit Agricole, composed of the Caisse Nationale de Credit Agricole and 90 regional banks, which together own 90% of the Caisse Nationale, is a unique cooperative organization and one of the most important banking groups in France. In the mid-1800s, it became clear that there was a need for agricultural credit in France, especially after a crop failure in 1856, which left rural areas in dire straits. One of the main causes of low production was a lack of sufficient credit for farmers, who often could not meet banks' normal credit requirements. In 1861, the government attempted to remedy this problem, asking Credit Foncier to establish a department expressly for agriculture. But the newly formed Societe de Credit Agricole accomplished little. By 1866, though some steps towards improvement had been suggested, the outbreak of the Franco-Prussian War prevented their implementation. The society folded in 1876. Later, several financial cooperatives sprang up independently among farmers, operating in rural towns on a system of mutual credit. In 1885, the first society for agricultural credit was founded at Salins-les-Bains in the Jura; the maximum amount of credit a farmer could get was FFr500, the price of a yoke of oxen. By the end of the century, when talk of modernizing France's agricultural economy became more urgent, it was decided that this system of localized credit was more suitable for the rural population than credit emanating from a big central bank. In 1894, the Chamber of Deputies proposed a law to organize personal or short-term rural credit, based on the methods of the small credit societies already in existence. The law formalized the requirements for the societies' formation, made them exempt from taxes, and gave them a monopoly on state-subsidized loans to farmers. In 1897, the Bank of France made funds available to the banks through the minister of agriculture, and in 1899, a law was passed to create regional banks to act as intermediaries between the local societies and the minister of agriculture. The local cooperatives were self-governing societies with limited liability. Their members were mostly individual farmers. Each local cooperative was affiliated with a regional bank, where it transferred all deposits and obtained funds for loans. The local banks elected a committee to control the regional banks, which were mainly responsible for medium- and long-term loans. Thus, the hierarchy of Credit Agricole was established. One of the reasons Credit Agricole was so successful was its reliance on individual farmers. In the mid-1800s most of France's agricultural produce came from small farms rather than large estates, and the French government wanted to preserve the small family farm for several social and economic reasons. For instance, it was widely believed that small farmers cultivated the soil most intensively and so made better use of it. It was also thought to be better to have many small family farms than to create a â€Å"proletariat† to work on large farms. Nevertheless, France's agricultural methods were in need of modernization, and Credit Agricole helped small farmers buy new equipment and supplies to improve production. In 1910, a law established long-term personal credit for the purchase of land to encourage young men to farm. Only small holdings could acquire these loans, which could not exceed $1,600, and only young farmers were eligible; their characters were the basis for their credit. When World War I broke out in 1914, the European banking system was under severe duress due to difficulties with the gold exchange. However, gold was still in circulation in France and the Bank of France was able to increase its issue of notes, restoring some financial order. Throughout the war, agricultural production was at a minimum, and Credit Agricole, still a young institution, was able to survive only through continued support from the government. Agricultural output did not regain its prewar level until 1930. In 1920, a law was passed to organize the office National du Credit Agricole, a national society run by civil servants and the elected representatives of the regional banks but controlled by the government–the minister of agriculture would name its director. Office National du Credit Agricole also became responsible for the distribution of treasury loan funds and for rediscounting the short-term loans of local and regional societies. In 1926, the name was changed to Caisse Nationale de Credit Agricole (CNCA). As Credit Agricole grew in resources and capacity, it began to help not only individual farmers but also the cooperative trade movement gaining ground among agricultural groups. These new agricultural cooperatives, which organized industries in a way similar to unions, could often not raise the money to organize, and they needed Credit Agricole's support. In turn, the cooperatives helped France's recovery after the war. World War II hurt agriculture less than the first war had, and after the war, there was a period of rapid growth, spurred on by Credit Agricole's loans. Between 1941 and 1945, under the Vichy government, a Bank Control Commission was established and attempts were made to prevent the creation of new banks or branches. After 1945, however, the Bank of France and the other main banks were nationalized. A hierarchy was born, with the Ministry of Finance and the Bank of France at the top, giving the government the ability to sway the distribution of credit. In this sense, it won even more power to help further Credit Agricole. After the war, agriculture underwent a massive modernization plan. Credit Agricole played a major part by supplying capital for fertilizer, equipment, electrification, and improved water supplies. Since agricultural credit was subsidized by the government, and due to the quality of Credit Agricole's decentralized commercial network, agricultural institutions had the most rapid expansion rate of all the banks. Between 1938 and 1946, the capital funds of the regional societies increased from FFr1. billion to FFr28 billion. Credit Agricole extended its medium- and long-term loan operations and the government established special loans for farm equipment, causing a big increase in the number of farmers driving tractors. Financing for small farms continued; as late as 1958, cooperatives were favored over large farms. But France's farm productivity was below that of most other European countries, and some blamed the low productivity partially on the credit advantages given to small farms, which kept competition at bay. Earnings did not improve and the industry remained dependent on loans. About this time, the government began to apply stringent lending ceilings to the whole financial system to restrain the money supply and hold down inflation. This led many banks to diversify into overseas business and the Eurodollar market. A boom in French exports also created a demand for French banking expertise in the export markets. Credit Agricole, however, held back at first from international expansion, while growing rapidly with the French economy. In 1966, the state decided to allow Credit Agricole to widen its operations to become more flexible than a bank strictly for farmers. Under the new reform, Credit Agricole was allowed to make loans to individuals and organizations not specifically connected with agriculture. It was also allowed to create subsidiaries. One of the most important subsidiaries it created was the Union d'Etudes et d'Investissements, which used its resources to finance individual investments. In 1967, the government announced that all resources collected by Credit Agricole's regional and local banks, previously deposited in the French Treasury, would now be deposited with the Caisse Nationale de Credit Agricole. In 1971, the Union d'Etudes et d'Investissements, with an eye on important developments in the food processing business, created another subsidiary, L'Union pour le Developpement Regional, which was mainly to provide loans to agricultural and food processing industries or other similar operations in regions where they would create jobs. In July of the next year, the minister of finance, Giscard d'Estaing, warned Credit Agricole about its diversification, pointing out that its purpose must stay mainly agricultural and its activities balance financial and social profit, a recurring political theme in Credit Agricole's development. Other large banks complained about Credit Agricole's monopoly on farm credit and its tax-free status, which had allowed it to grow into one of the largest banks in France, while those concerned about farm aid worried that the bank's purpose would be diffused. Critics blamed Credit Agricole's expansion on the other banks' inertia and politicians' reluctance to attack Credit Agricole for fear of losing the support of farmers. By 1975, Credit Agricole had begun its international activities, focusing mainly on foreign agricultural loans and export companies. In 1977, when the U. S. dollar was low, Credit Agricole ranked briefly as the biggest bank in the world. In 1978, Credit Agricole's profit of FFr400 million was more than the other three main French banks combined. The bank had begun to finance housing (it is now the leading mortgage lender in France), silo construction, and exports, and had also become a money market lender. After other French banks campaigned for several months against Credit Agricole's advantages, the government finally curtailed those privileges. Credit Agricole's surpluses began to be taxed as profits, and for three years, the bank was prohibited from opening new branches in towns where it had no official purpose and competed unfairly with other banks. The compensation the government offered may have added more to Credit Agricole's growth than the privileges that were taken away. Before the new rules, the bank could only make direct loans in communities of 7,500 people or fewer, but under the new restrictions that limit was extended to 12,000. Credit Agricole continued to push forward with international expansion. In 1979, it opened its first international branch, in Chicago; London soon followed, and a New York City branch opened in 1984. By then, Credit Agricole was also extremely active in funding development in rural areas for roads, telephones, and airports, and the government was encouraging the bank to help out small industry. By 1981. Credit Agricole had several strong subsidiaries: Segespar, which headed the investment-and-deposit service group; Voyage Conseil, a French travel agency; Eurocard France, a payment-card company; Soravie, an insurance company for sales in local branches; Unimat (now Ucabail) and Unicomi, which financed equipment and industrial and commercial building; Unicredit, which provided loans for businesses; and Union d'Etudes et d'Investissements, now heavily involved with rural development. In January, 1981, Credit Agricole's charter was changed again to allow the bank to provide loans to companies with fewer than 100 employees, whether or not they were connected with agriculture. The government also eased its credit limits for farmers and stockbreeders, and Credit Agricole was no longer limited to lending in towns with fewer than 12,000 inhabitants. However, this wider range was balanced by new limits. Credit Agricole's tax bill was put in line with those of other corporations, at 50% of its profits. In addition, some of the bank's earlier surplus earnings had to be channeled back into the government's loan subsidies. In May, 1981, the Socialists won the national election. Soon all major French banks that weren't already nationalized became state controlled, and over the next few years, the government imposed a domestic policy of economic austerity in an attempt to reduce inflation, renew industry, and balance its foreign trade account. The next year, Credit Agricole's foreign assets rose by almost 60%. By 1982, only one-third of its funds went to agriculture. Credit Agricole had already acquired significant experience in the euroloan market, and at the beginning of 1983, it ranked among the most prominent banks in Europe in this area. By 1984, Credit Agricole had opened foreign branches in North America, Europe, Asia, Latin America, Africa, and the Middle East. Some Credit Agricole members were upset by the bank's strengthening international force. In 1984 an official of a farmer's union told Business Week that â€Å"given the dramatic situation of hundreds of thousands of farmers, Credit Agricole has better things to do in France. † Nonetheless, Credit Agricole management insisted that international business could only strengthen the company's ability to help farmers in France. In 1985, Credit Agricole established a subsidiary called Predica to enter the life insurance market. Capitalizing on Credit Agricole's extensive branch network, Predica had become the second-largest life insurer in France by 1988. As the French economy improved, the government began to ease regulations and remove limitations on capital markets. In 1986, a new conservative government came into power, and several Socialist officials were replaced almost immediately, including Jean Paul Huchon, Credit Agricole's general director. A plan to remove CNCA from state control had been brewing for some time; many other banks were in the process of becoming denationalized. Huchon had opposed this plan for Credit Agricole vehemently enough to cause his dismissal. His successor was Bernard Auberger, a former director of Societe Generale with ties to the Gaullist Party, which had campaigned to rid CNCA of state control. The new government also created easier bourse membership rules that allowed outside interests to buy into investment brokers. Following the trend of many banks after this deregulation, in 1988 Credit Agricole purchased controlling stakes in two Paris stockbrokers, Bertrand Michel and Yves Soulie. Finally, in 1987, the government began to take steps towards freeing CNCA from state control. On February 1, 1988, the state sold 90% of CNCA's common stock to its regional banks and the company was incorporated with FFr4. 5 billion in capital stock. Most of the rest of its stock went to employees, and the government holds a small stake. Soon after the mutualization, the newly private Credit Agricole began merging the Caisses Regionales to eliminate redundancies. By January, 1990 the number of district banks had been reduced from 94 to 90 and this number is expected to shrink substantially before the rationalization is over. The transition to private ownership was not completely smooth, though. A boardroom struggle in 1988 led to the exit of Bernard Auberger. Philippe Jaffre, who was the finance ministry's representative on CNCA's board of directors, was Auberger's surprise replacement. In 1989 Credit Agricole ceased to have a monopoly on the shrinking number of subsidized loans to farmers. In losing this monopoly, Credit Agricole lost an important, captive customer group. The bank should be able to compensate for this loss, however, with the new business it expects to pick up as a result of the lifting of restrictions on its business. When Credit Agricole lost its monopoly on subsidized farm loans, it was also freed of the unusual government restrictions on its business. Now Credit Agricole operates in much the same way as any other French bank, and it expects its business to improve rather than suffer as a result of this status. Under Jaffre, Credit Agricole, like all European enterprises, faces the challenges that the 1992 unification of the European Economic Community will bring. The bank has already made a successful transition from a purely agricultural bank into a full-service bank. Privatization should give Credit Agricole the freedom and flexibility it will need to face these challenges, but it will have to struggle with its slightly awkward structure–the 90 regional banks that control parent CNCA diffuse central decision-making power–and tackle operating costs that are much higher than its competitors'. If it can surmount those obstacles and capitalize on its tremendous domestic branch network, Credit Agricole will be an even more formidable European competitor than it already is. Principal Subsidiaries: Union d'Etudes et d'Investissements; Unicredit (98. %); Sopagri (52. 8%); Unimmo France (99. 6%); Unidev; Sofipar (52. 6%); Ucabail; Segespar; Segespar-Titres (50%); Predica (48%); Unibanque; Sogequip; Cedicam (50%). Source: International Directory of Company Histories, Vol. 2. St. James Press, 1990. Credit Agricole in management reshuffle Kit Chellel 01 Dec 2010 The chief executive of Credit Agricole corporate and investment bank has been repla ced after two years in the job as part of sweeping management changes across the French bank under the direction of new group chief executive Jean-Paul Chifflet. Patrick Valroff, aged 62, will stand down to make way for Jean-Yves Hocher, who will also continue in his current role as deputy chief executive of the group. The board of Credit Agricole held a meetings on yesterday and today before announcing a series of management changes. Jean-Paul Chifflet was appointed chief executive in March and has indicated that he intends to overhaul the group’s strategy. The new 10-year strategic plan will be released later this month. Within Credit Agricole's corporate and investment banking unit, a new xecutive structure sees deputy chief executive Pierre Cambefort taking over responsibility for coverage, investment and corporate banking and the international network, while head of risk Francis Canterini has been appointed deputy chief executive in charge of support functions. Elsewhere, Alain Massiera, the deputy chief executive of Credit Agricole CIB has been appointed as head of the private banking business. It is understood that Valroff was b rought in at the height of the financial crisis refocus the business, a role which he has completed successfully following three successive quarters of profits. A spokesperson confirmed he would remain at the bank in another capacity. In August, Credit Agricole recorded an 89% rise in profits to â‚ ¬379m following strong performance in its corporate and insurance divisions. Other management changes unveiled today include the appointments of Yves Nanquette as chief executive of Credit Agricole LCL (retail) replacing Christian Duvillet, and Jerome Grivet as chief executive of the bank’s assurance arm replacing Bernard Michel. Thierry Langreney took over as chief executive of the Pacifica insurance division from Patrick Duplan. All three outgoing chief executives have retired.

partial-birth abortions and abortions

This is about my views on the controversial subject of partial-birth abortions and abortions. There are many views on these so-called practices of neonatal medicine from the extremists who demonstrate how "powerful" they are by blocking abortion clinics, to the protesters that say people have the choice to kill an unborn child. That is why I think that all these protests, "demonstrations", etc. are not only useless but also tarnishes the civility of both opposing organizations. Should modern day man lower himself to the level of legalized killers or should they raise themselves above the people and doctrines they hate so much to destroy the foundations from which they[pro-choice] build upon? I want to start off with saying that I believe that people should not have the choice wether or not to keep an unborn child under any circumstances. They need to suffer the consequences of their actions. They already made the choice of the risk of conception. The two people who concieved the child need to face up to life. The law is sheltering people from life. I think that the people who do have abortions don't see abortion as killing a child, they see it as a solution to an unwanted problem. Teenage pregnancy should not be a problem, there is no reason to have to worry about it, there should be protection used if physical contact should happen. The two people who concieve a child in high school are not at the mentality level for a child. The child is better off in an orphanage. This is where I change sides, if a child is concieved while either person is in high school, an early abortion should be legaly demanded. The high schoolers have their entire lives infront ! of them and a child wont drastically change all of that. I also think that people who concieve from a crime(ie. rape), they also should be allowed to have an abortion. As I have said before that I take no sides, I also don't remain neutral. I am pro-life o

The 44 Phonemic Sounds in English for Spelling

The 44 Phonemic Sounds in English for Spelling When considering a spelling program and how to best help children learn the sounds of the English language you need to remember to choose words that help them understand all of the 44 word sounds, or phonemes. English contains 19 vowel sounds including 5 long vowels, 5 short vowels, 3 diphthongs, 2 oo sounds, 4 r controlled vowel sounds, and 25 consonant sounds. The following lists provide sample words to teach the sounds in the English language. Certainly, you can find more words to fill out word families or align with a sight vocabulary list, such as the Dolch Word Lists.   The 5 Short Vowel Sounds short -a- in and, as, aftershort -e- in pen, hen, lendshort -i- in it, inshort -o- in top, hopshort -u- in under, cup The 6 Long Vowel Sounds long -a- in make, takelong -e- in beet, feetlong -i- in tie, lielong -o- in coat, toelong -u- (yoo) in rulelong -oo- in few, blue The R-Controlled Vowel Sounds -ur- in her, bird, and hurt-ar- in bark, dark-or- in fork, pork, stork The 18 Consonant Sounds C, Q, and X are missing as they are found in other sounds. The C sound is found in the k sounds and in the s sound in words like cereal, city, and cent. The Q sound is found in kw words like backward and Kwanza. The X sound is also found in ks words like kicks. -b- in bed, bad-k- in cat and kick-d- in dog-f- in fat-g- in got-h- in has-j- in job-l- in lid-m- in mop-n- in not-p- in pan-r- in ran-s- in sit-t- in to-v- in van-w- in went-y- in yellow-z- in zipper The Blends Blends are 2 or 3 letters combined to form a distinct spelling-sound. -bl- in blue and black-c- in clap and close-fl- in fly and flip-gl- in glue and glove-pl- in play and please-br- in brown and break-cr- in cry and crust-dr- in dry and drag-fr- in fry and freeze-gr- in great and grand-pr- in prize and prank-tr- in tree and try-sk- in skate and sky-sl- in slip and slap-sp- in spot and speed-st- in street and stop-sw- in sweet and sweater-spr- in spray and spring-str- in stripe and strap The 7 Digraph Sounds -ch- in chin and ouch-sh- in ship and push-th- in thing-th- in this-wh- in when-ng- in ring-nk- in rink The Other Special Sounds Including Diphthongs -oi- in foil and toy-ow- in owl and ouchshort- oo in took and pull-aw- in raw and haul-zh- in vision

Cultural Diversity in clinical laboratory sciences Essay - 1

Cultural Diversity in clinical laboratory sciences - Essay Example Among the Asians, blood is regarded as the energy of life that is passed on to children by the elders and ancestors and therefore should not be given away. Similarly, the elders among Afro American are highly respected and are considered to be the source of wisdom and knowledge (CultureDiversity.Com). Among the Afro Americans, religion is an indispensable and fundamental component of culture. It is central to their health and wellness believing that God is the giver of good health and can also cause illness. On the other hand, Asians believe in the balance of nature whereby balance is accomplished when the body is healthy and illness arises when this balance is lost. In contrast to the Asian community, the Afro Americans are highly sensitive to racism, which is derived from their history of oppression as slaves of American farmers. For example, restraint on a child who is tied on the bed to effectively apply intravenous lines is viewed by the guardian as a form of oppression based on her past experience with white masters. The reference of a black young man as a boy is also considered to be offensive in the Afro American culture, which is a word associated with slavery by the whites. In contrast to the Afro American, the Asian patient is unlikely to talk about his/her feelings of sickness unless the symptoms are notable by others. Under circumstances of ill health, the Afro American turns to prayers (CultureDiversity.Com). Understanding cultural diversity is useful in establishing the appropriate way to interact with patients from varied cultures. For example, it is important to understand restraint among Chinese patients while avoiding actions that may indicate racial tendencies among the Afro Americans. It is important for healthcare professionals to appreciate cultural diversity since they deal with patients from different cultural backgrounds. The first contact with a patient determines his/her