Block 6 (Week 11&12) Cardiovascular Physiology Exercise (Lab Exercise Lab Report

Block 6 (Week 11) Cardiovascular Physiology Exercise ( Exercise #6) - Lab Report Example The period of time between the effective refractory period and phase 4 is the ‘relative refractory period’. The refractory period of cardiac muscle is about 250 milliseconds—almost as long as the contraction of the heart. Summation does not occur in the heart muscle contraction. The refractory period of the heart muscles is longer than that in the skeletal muscles, therefore heart twitches do not overlap and hence increased (summed) ventricular contraction is not seen. Summation would result in more powerful contraction of the ventricle causing irregular high cardiac output. Heart might find it diffult to recvoer from this ‘double-twitch’, i.e. repolarization might take a long time. This irregular pumping of heart would cause dysrhythmia. Vagus nerves are the part of para-sympathetic nervous system and act by decreasing the heart rate by direct effect on the SA and AV nodes in the heart atrium. Parasympathetic stimulation by the vagal nerve endings in the atrium results in slowing down of the heart rate and can bring the cardiac output to almost zero. Vagus nerves are parasympathetic and supply to AV and SA nodes. Parasympathetic stimulation result in decrease in the heart rate and cardiac output. Since the vagal fibers are primarily distributed in the atria, they result in a decrease in the heart rate. Decrease in the heart rate along with slight decrease in ventricular contraction can decrease the cardiac output by 50%. The cardiac muscle has inherent autorhythmicity, i.e. they can generate the contraction activity automatically. However, the un-stimulated heart beats at a much slower rate and needs continuous sypathetic stimulation to maintain the nornal heart rate, i.e. 70 pulses a minute. Also, sympathetic stimulation increases the power of the ventricular contraction to as much as double the normal, thereby increasing the volume of blood pumped and increasing the ejection pressure. The vagal nerve endings

The Coach Essay Example for Free

The Coach Essay As a group coaches are often criticized for their overemphasis on winning and their overly serious attitude toward the league experience. Most studies, however, point out that in general Little League coaches get involved for the love of the game and for the love of their participating child. Coaches that angrily shout criticism from the sidelines are not appreciated or liked as are relaxed, supportive, and knowledgeable coaches who emphasize the improvement and learning of new skills. Coaches that develop close and personal relationships with the child and her/his parents are the most likely to contribute to a positive learning experience. Coaches are first and foremost role models and teachers. Good coaching is not about producing winning teams; its about asking every day before practice or a game: Is what were planning to do today in the best interest of the kids? The best lesson a coach can teach is that playing fairly makes everyone a winner, and that: Developing Coaching Philosophy A casual observer of any little league game site will notice the excessive seriousness and tension exhibited by coaches on the sidelines. Coaches and spectating parents get very involved with their childrens game. Some fail to realize the deleterious effects of their vocal protests regarding game referee decisions or disapproval of their childs performance. Several soccer leagues that I am familiar with have on record a very appropriate league philosophy statement. These statements emphasize learning, fair play, fun, equal opportunity, etc over winning. Ironically, the same leagues use trained referees and linesmen, for example, to officiate a game between two teams comprised of nine-year-old players. Players are often assigned to positions in which they are most productive or least destructive. And, coaches, parents and players exhibit excessive celebration when a goal is scored (even when the goal resulted from a clumsy goalie error) or when a game is won. Overly formal game control, early specialization, and excessive celebrations seem incompatible with a child-centered league philosophy. Should the league experience serve best only the most talented and promising individuals at the expense of the less skilled? A typical league reality of winning first, child second, seems to prevail over the same leagues beautifully crafted philosophy statement. The stress associated with coaching a losing team stems from the distorted view that winning equals good coaching and loosing equals poor coaching. The child that is allowed to play a variety of positions will learn and progress irrespectively of her or his teams winning or loosing record. In the soccer league that I joined as assistant coach during the Fall of 1999, the head coach knew which the two best teams on the league were several weeks before kickoff. Who gets the credit for coaching these kids? Four of the kids on our nine-year-old boys team never played the game. How are they going to learn and improve if we are not going to allow them to make mistakes? Sticking to a child-centered game plan can get very tricky and involve tough decisions. A Coaching Philosophy Some coaches get turned off by the word philosophy. They cannot see how any one philosophy can have an impact on their daily problems and work. Ones teaching or coaching philosophy, however, is actually a very practical matter. An analogy to ones philosophy may be equated to a pair of glasses that filter reality through ones personal experiences, opinions, values and beliefs. It has, therefore a direct influence on how we see and understand the world around us, what actions we take, and why we choose to behave in the ways we do. In fact, every coach, whether aware of it or not, is following certain principles or his philosophy while coaching. It may seem reasonable to assume that the philosophy that directs the coachs everyday life thinking and actions would be also applied by her/him to coaching. Yet, this often seems not to be the case. For example, most coaches would agree that a less skilled child with little or no self-confidence needs special attention and time investment. Yet, who are the kids that usually get the most attention, the most playing time, the most praise? Still, let’s assume, for example, that a businessman discovered that the firm he is negotiating with was dishonest. He decides to do his business with another group despite the fact that he may end up paying more for essentially the same product. This may not sound like good business, yet many a businessman I talked to expressed willingness to stick to their principles even if it meant higher expenses. How many coaches do you know that would stick to principles of sportsmanship or fair play rather than win a game? Obviously, we can readily see a gap between what a coach may think is the right thing to do in every day life situations, and the actions he/she ends up taking on the playing field. Developing an Alternative Coaching Philosophy Dr. Rainer Martens, a world renowned sport psychologist and publisher, explains that the development of a functional coaching philosophy involves two major tasks: †¢ become a student of your own feelings and who you are? †¢ prioritize and delineate your coaching objectives †¢ Developing Self-Awareness Children are great imitators. Therefore, you are more likely to shape them into your own image than into what you would actually like them to become. The coach is a very powerful role model. This is why it is important that the coach be honest as he/she evaluates her/himself and get in touch with here/his own feelings. The coach needs to discover whether he really likes who he/she is. A quick subjective self-awareness test would be to ask oneself When I was a child, would I have liked to have my current self as a parent? As a coach? If the answer is yes, explain to yourself why you think the way you do. What is it that makes you a good parent, teacher, coach? If you realize that you do not like everything about yourself, dont panic, nobodys perfect. The key factor is not for every coach to be a perfect individual. It is crucial, however, that the coach be honest with her/himself, and willing to take the appropriate steps to change for the better. Dr. Martens suggests that one such first step would be to form an open door policy and solicit feed back from the kids, assistant coaches and the parents. This, according to Dr. Martens means that the coach needs to learn to listento be attentive to both overt and covert communication patterns. Good listening skills ensure two way communications and thus decrease the filtering effect that often distorts the true message delivered by the other party. Prioritization and Delineation of Coaching Objectives It is an indisputable fact that children are their parents and nations most precious asset. It may seem natural to assume, therefore, that the majority of adults mean well for the kids. Yet, how often do we wish something for our child, and then step back and take the time to find out whether this is what the child really wants? More often than not, adults feel they know better, and thus, exclude children from the decision making process. Youth sport, unfortunately, is a prime example of this phenomenon. In 1987 the Athletic Footwear Association in America sponsored a study of 10,000 students ages 10-18 regarding their feelings about sport. The students reacted to questions such as why they participate, why they quit, and what changes they would make in order to get involved again in a sport they dropped. The most important finding of the study was that winning, which is the most publicized and pursued goal of sports never ranked higher than seventh even among the most competitive athletes. To have fun and to improve my skills were consistently the first two choices why the students chose to play sports. When asked why they dropped from sports three of the first five reasons were I was not having fun, coach was a poor teacher, and too much pressure. How many coaches you know would have predicted this outcome? (Rainer, 1987, 3-14) Dr. Martha E. Ewing and Dr. Vern Seefeld of the Youth Sports Institute of Michigan State University who conducted the study, and Dr. Steven J. Danish, chairman of the Department of Psychology at Virginia Commonwealth University who added psychological and developmental interpretations proposed the following truths about children and sport: Fun is pivotal; if its not fun, young people wont play a sport (Rainer, 1987, 3-14). Skill development is a crucial aspect of fun; it is more important than winning even among the best athletes. The most rewarding challenges of sports are those that lead to self-knowledge. Intrinsic rewards (self-knowledge that grows out of self-competition) are more important in creating lifetime athletes than are extrinsic rewards (victory or attention from others). The American Youth and Sports Participation study authors proposed the following tips for coaches and parents who are willing to develop an alternative coaching philosophy: For Coaches Become a communicator (a listener and a giver of feedback). Recognize the needs of your kids and balance your needs with theirs. Develop perspective: remember what you were like at their age and what you could do then; dont judge the kids by what you can do now. Remember the truths and plan activities with them in mind. Seek out workshops and educational programs that teach not only sports-related skills but also communication and interpersonal skills that will help you work with parents and get the most out of your kids. Try to work with parents and make them part of the team rather than viewing them as critics to be avoided. Coach Development Education, as pedagogical theory so perceptively points out, is a two-way process, which means that both sides of the process have an opportunity to influence each other. Therefore, the coach can expect to be shaped by his team members’ characters and styles in a way that is no less decisive than his or her influence upon them. Realizing it may prove a challenge to many authoritative coaches, yet this impact is undeniable and should not be underestimated. However, in case of a younger team, the coach’s influence is going to exceed that of the children as they, as mentioned before, are great imitators and need a role model to follow. For this reason among others, the coach has to develop certain moral and professional qualities that will form the basis for practical application of one’s coaching philosophy. The tenets of coaching philosophy determine which exactly qualities one needs in order to develop one’s team and bring them to a victory earned in the spirit of fair play sportsmanship. In the first place, a coach has to be a superb organizer. This is the coach’s primary function in the team: to unite a disparate set of players into a coherent whole. Unity in the contest has to stem from psychological unity of the team, the much talked about team spirit. A coach in one’s philosophy has to define how important a place the team occupies in his/her activities and endeavors and what ways of achieving this unity are legitimate and effective. In team sports specifically, the value of team relationships cannot be overrated, since a victory is only a product of collective efforts and rarely a gift of luck.

The Physics of a Parachute

The Physics of a Parachute The parachute is an effective tool for enhanced safety, although it is widely utilized by adrenaline seekers for enjoyment. Gravity is perhaps the most crucial force acting upon the parachute, because without which a parachute would not be needed. Gravity is applied to a mass indiscriminate of its size or shape. is the speed at which a mass will accelerate due to gravity through the air, with no opposing forces acting upon it. Air Resistance is the whole reason why a parachute works. The air is undisturbed until a mass passes through it, when that mass passes through air it is effectively the same as air flowing past a mass. When air cannot travel smoothly past a body it is called drag, when drag is applied to a mass, it slows the object and or the flow of air. When a parachute is opened, air is trapped under the fabric and is forced in a swirl in uneven patterns, when air swirls it increases drag and decreases the speed of a body. When air swirls it also reduces its efficiency, a parachute when passing through the air compromises this and depending on how large the physical size of the parachute it will slow the acceleration of the mass considerably. According to Dictionary.com, terminal velocity is the constant speed that a freely falling object eventually reaches when the resistance of the medium through which it is falling prevents further acceleration.This means that the terminal velocity of a falling mass occurs in free fall when a zero acceleration is felt, this meant that the mass doesnt accelerate anymore because the forces, air resistance and gravity, air resistance will eventually balance the masses weight and therefore will fall at a constant rate, this is terminal velocity. More simply put, terminal velocity is the fastest velocity that an object will fall due to gravity. The equation for terminal velocity is: The physical properties of wind resistance are obvious. When the parachute is opened, the drag is significantly increased, this is due to the massively increased area that: As the size of the canopy increases, the time taken for the parachute to reach the ground will proportionally increase.   Ã‚   As the mass of the object increases or decreases, the time taken for the parachute to reach the ground will increase or decrease consecutively. If the length of the suspension lines is increased, the time taken for the parachute to reach the ground will increase to a curtain point, then level out. Variables Changes made Time (seconds) Average (seconds) Trial 1 Trial 2 Trial 3 Trial 4 Weight 0.01kg 1.3 1.8 1.6 1.2 1.475 0.02kg 1.9 2.4 2.2 2.5 2.250 0.03kg 2.2 2.9 2.5 3.0 2.650 Radius of parachute 0.05m 1.1 1.3 1.5 1.6 1.375 0.10m 1.6 1.5 1.9 1.7 1.675 0.15m 1.8 1.5 1.3 1.8 1.600 0.20m 1.5 1.6 1.9 2.6 1.900 Firstly, a parachute was created using light cloth and string. The diagram below is a representation of the design created. Next, the appropriate mass was attached to the parachute via the suspension lines. The person was positioned on the second floor. The height of the drop was then measured, the preliminary test data was collected. The following results were obtained through experimentation: Variable Changes made Time (seconds) Average (seconds) Weight (Kilograms) Trial 1 Trial 2 Trial 3 Trial 4 0.005 2.03 2.25 2.22 2.34 2.21 0.01 1.96 1.98 1.88 2.04 1.97 0.01 2.07 1.85 1.83 1.75 1.88 0.02 1.32 2.04 1.41 1.53 1.58 0.025 1.42 1.50 1.47 1.46 1.46 0.03 1.56 1.25 1.03 1.41 1.31 Radius of Parachute (Metres) 0.05 2.36 2.37 2.40 2.33 2.37 0.07 2.45 2.42 2.48 2.50 2.46 0.09 2.54 2.56 2.52 2.58 2.55 0.11 2.64 2.69 2.71 2.68 2.68 0.13 2.72 2.83 2.80 2.75 2.78 Length of suspension lines (Metres) 0.05 2.20 2.52 2.58 2.62 2.48 0.07 2.25 2.25 2.24 2.16 2.23 0.09 2.48 2.45 2.10 2.28 2.32 0.10 2.35 2.27 2.45 2.52 2.40 0.12 2.56 2.31 2.23 2.34 3.36 The data was collected and has been analyzed. Patterns have been produced through the previous results. The results have shown that the mass of the object affects the speed at which the parachute falls. As the mass increases, the time shortens proportionally, this demonstrates that the relationship that occurs. The inability to access precise measuring equipment affected the results, as a consequence the results are inconsistent, although the majority of the results were close to the expected time. The As with all results, some of the above results were inconsistent. The results were as expected for the mass and the mass and the radius, the length of the suspension lines however was in consistent with the hypothesis. As the experiment progressed, it became clearer that they were References Basic Assumptions of Modern Physics Not Falsifiable. (2012, 7 13/10/2016). Retrieved from The world as computation: https://claesjohnsonmathscience.wordpress.com/2012/07/02/is-modern-physics-falsifiable/ Bourne, M. (2016, 2 29/10/2016). Differentiation (Finding Derivatives). Retrieved from Interactive Mathematics: http://www.intmath.com/differentiation/differentiation-intro.php Christian, D., Crossley, W. (1987). Essential Physics (Book one). Sydney: Sapphire Books. Davies, P., Harding, J. (Physics around you). 1991. Melbourne: Longman Cheshire. Dictionary.com. (2017). Terminal velocity. Retrieved from Dictionary.com: http://www.dictionary.com/browse/terminal-velocity Duncan, T. (2008). Physics (Fourth Edition). London: Hodder Education. Gaze, T., Lindsay, I., Maddern, D., Stelzer, T. (2006). Physics a Contextual Approach. Port Melbourne. Hall, N. (2015, 5 11/20/2016). conversion of momentum. Retrieved from NASA: https://www.grc.nasa.gov/www/k-12/airplane/conmo.html How does placing objects in liquids affect the mass? (2012). Retrieved from Newtonian Mechanics: http://physics.stackexchange.com/questions/19696/how-does-placing-objects-in-liquids-affect-the-mass Hyper Physics. (2000, 8 21/10/2016). The laws of Newton. Retrieved from Hyper physics: http://hyperphysics.phy-astr.gsu.edu/hbase/newt.html Maccaster, R. (1993). Physics. London: Stanley Thornes. Richcard, W. G. (2001). New Century Physics. Melbourne : Oxford. Skwirk online education. (2013). Law of Conservation of Energy. Retrieved from Skwirk online education: http://www.skwirk.com/p-c_s-4_u-308_t-756_c-2845/law-of-conservation-of-energy/nsw/law-of-conservation-of-energy/force-and-motion/energy Teichroew, D. (1954, june 30). Statistical Analysis of Experimental Parachute Test Data. Retrieved from National Bureau of Standards : http://nvlpubs.nist.gov/nistpubs/Legacy/RPT/nbsreport3493.pdf The Physics Classroom. (2016). Distance and Displacement. Retrieved from The Physics Classroom: http://www.physicsclassroom.com/class/1DKin/Lesson-1/Distance-and-Displacement Workshop Tutorials for Physics. (n.d.). Mechanics activities. Retrieved from Workshop Tutorials for Physics: http://www.physics.usyd.edu.au/super/physics_tut/volume3/mechact.pdf expected for the mass and the mass and the radius, the length of the suspension lines however was in consistent with the hypothesis. As the experiment progressed, it became clearer that the

The Society in Aldous Huxleys A Brave New World Essay -- A Brave New

The Society in Aldous Huxley's A Brave New World The society in A Brave New World is very similar to the society of today. Though the society is scientifically created, it still shows much resemblance to that of our naturally formed society today. The system of classes is nearly identical to the class system of the present. The main difference is the scientific engineering of the people in each class. Obviously, in our society people are not altered scientifically in order to fit into a social class. In any culture, whether it is futuristic or from the past, there are always social classes that are generally alike. There is always a group of rich people, a group of poor people, and a group or multiple groups of middle class people. We see this in A Brave New World as wel...

Capillary Refills

Capillary refill is used for patient’s assessment. This method has been performed since the early days of nursing. Some studies show that the method is not full proof or accurate of the patient status. While other research claims validity to this test. Capillary refill is performed on the patient nail that is free of polish. The finger nails and toe nails could be used for this assessment. The nail is lightly compressed and released, it blanches and it is measured when the color comes back to normal.The measurement is done in seconds if it is less than 3 seconds the patient’s circulation is with in normal limits, if it exceeds three seconds than further assessment is necessary to diagnose the problem (Nursing). The patient could be suffering from dehydration, peripheral vascular disease, hypothermia and shock Capillary refill is primarily used in assessment of pediatrics patient. When combining the lack of capillary refill the dry mucous membrane it could lead to diagno se of dehydration.It is in concurrence with skin assessment to the hand that appears cold to touch; the infant is diagnosed with dehydration. In conjunction with infant when an adult is tested and results are abnormal further inquires is mandated. Anorexics individuals who lack the ingestion of electrolyte feel cold to touch. They may have brittle nails, poor circulation and longer than normal capillary refills.These individuals’ electrolyte counts need to be closely monitored because it could lead to poor circulation, dysrhythmias and many other medical problems ( Dufault). It is important when assessing the patient to include the capillary refills, and closely monitor patient who seem abnormal. References: http://nursing411. org/courses/md0531 . Extracted 10/31/12. Dufault M. , Davis, B. , Garman D. , Hehl R. , Henry J. , Lavin M. , Mullany J. , Stout P. (2008). Translating Best Practice in Assessing Capillary Refill. Worldviews on Evidence-Based Nursing.

Check List for Project Finance Essay

1. Brief description of every project sponsor: company history, establishment date, legal form, ownership, subsidiaries, core activities. Data on sponsor’s experience in the host country and in the project’s industry. Explanation of how the project relates to the sponsor’s strategic direction/goals. 2. Annual reports of the past three years for every project sponsor. Additional requirements in the case of project finance for activities in existing plants: detailed structured data for the past three years and budgets for the next five years on revenues (including a breakdown of export versus domestic foreign currency revenues if any, for countries with non-convertible currency; revenue mix by customer, country, and product) and expenses (in detail; in the case of non-convertible currencies, these need to be grouped separately). 3. Summary of the project concerned, including name, location, purpose, organisational form, ownership, equity, security structure, status of licenses/approvals, local partners, marketing and distribution, financing. 4. Brief characterisation of the role of the host country. For projects with currencies that are not completely freely convertible: description of the measures to avoid convertibility and transfer risk (including escrow accounts). 5. Schematic representation of the contract structure and the significant existing or intended contractual relationships and security. 6.List of references of the general contractor and/or most important suppliers as far as known; list of references of comparable projects to document the proven technological feasibility and the experience in the sector and host country. 7.Information on operator/management company: Company history, ownership, core activities, list of references, documentation of relevant experience in industry and host country. 8.Independent feasibility study reporting on the project’s economic and financial viability and political and environmental acceptability. Information on the level of expertise of the advisers/experts used in terms of subject area and geographic region, as it relates to the project (list of references). 9.The following information, if not already included in the feasibility study: a) Technical description, flow sheet, layout b) Detailed derivation of estimated operating costs (price and quantity details) c)Procurement situation for raw materials and supplies, including corresponding contract documents d) Description of the management, training of staff, staff costs and qualifications e) Environmental aspects, environmental impact assessment report, required environmental approvals and environmental measures, general description of location and emphasis on its specific relevant features, socio-economic and socio-cultural aspects. Also see our detailed requirements for the environmental review. f) Discussion of the amounts and appropriateness of the investment value and the risks regarding time and cost overruns. g) Timetable for construction and commissioning, milestones h) Market information on the project’s products/services, including the price and volume trends for the past 5 to 10 years; competitive situation, current and future supply and demand situation; forecast, identification and geographic location of main customers; marketing and logistics strategy; description of the planned marketing activities and off-take agreements (e.g. take-or-pay agreements) i) Detailed project costs, broken down by main categories of the key construction and commissioning cost items, interest over construction period, financing of working capital j) Projected procurement of funds, including source, amount, currency, time of input k) Cash flow projection over the repayment term of the requested export-credit-insured loan (including sensitivity analysis: a realistic base scenario, an optimistic and a pessimistic scenario), explanation of how any cash deficits will be covered l) Derivation and assumptions of the cash flow projection, including basis for sales quantity and prices, operating and administrative expenses, depreciation, amortization and impairment losses, taxes, inflation, exchange rate movements, export licenses, influence of local government.

Essay on 30125427_Task1_

Essay on 30125427_Task1_ Essay on 30125427_Task1_ The New-Product development process is a method of designing a new product so that it will be successful. The first of eight steps in this process is the new-product strategy, where the company makes a connection between new products and the objectives of the company, this is part of the company’s overall marketing strategy. The second stage is idea generation, this is the process of gathering ideas for potential products, these ideas can come from various sources including, customers, employees, distributors, competitors, research and development, and consultants. The third stage is idea screening, this is where products that either don’t go with the company’s new-product strategy or are obviously inappropriate are rejected. The fourth stage is business analysis, this is where the figures such as demand, cost, sales and profitability are calculated, and any product that would not be profitable to the company would be removed in this process. The fifth stage is development, this is when the product prototype is created by research and development, lab tests would be carried out, and the marketing team would at this time start planning the products packaging, branding and labelling. The sixth stage is test marketing, this is when a product is released to a small population to give the company some insight into the reactions of the customers when the product is released, this can prevent failed products from averting their larger market. The seventh stage is commercialisation, this is when the new product is considered ready for rel ease, in this stage production commences and training is implemented ready for release of the product. The final stage new product is when the product is released to for the customers

Free Essays on Zimbabwe

Population:11,365,366 note: estimates for this country explicitly take into account the effects of excess mortality due to AIDS; this can result in lower life expectancy, higher infant mortality and death rates, lower population and growth rates, and changes in the distribution of population by age and sex than would otherwise be expected (July 2001 est.) Age structure:0-14 years: 38.68% (male 2,223,332; female 2,172,479) 15-64 years: 57.69% (male 3,319,982; female 3,236,286) 65 years and over: 3.63% (male 208,785; female 204,502) (2001 est.) Population growth rate:0.15% (2001 est.) Birth rate:24.68 births/1,000 population (2001 est.) Death rate:23.22 deaths/1,000 population (2001 est.) Net migration rate:0 migrant(s)/1,000 population (2001 est.) note: there is a small but steady flow of Zimbabweans into South Africa in search of better paid employment Sex ratio:at birth: 1.03 male(s)/female under 15 years: 1.02 male(s)/female 15-64 years: 1.03 male(s)/female 65 years and over: 1.02 male(s)/female total population: 1.02 male(s)/female (2001 est.) Infant mortality rate:62.61 deaths/1,000 live births (2001 est.) Life expectancy at birth:total population: 37.13 years male: 38.51 years female: 35.7 years (2001 est.) Total fertility rate:3.28 children born/woman (2001 est.) HIV/AIDS - adult prevalence rate:25.06% (1999 est.) HIV/AIDS - people living with HIV/AIDS:1.5 million (1999 est.) HIV/AIDS - deaths:160,000 (1999 est.) Nationality:noun: Zimbabwean(s) adjective: Zimbabwean Ethnic groups:African 98% (Shona 71%, Ndebele 16%, other 11%), mixed and Asian 1%, white less than 1% Religions:syncretic (part Christian, part indigenous beliefs) 50%, Christian 25%, indigenous beliefs 24%, Muslim and other 1% Languages:English (official), Shona, Sindebele (the language of the Ndebele, sometimes called Ndebele), numerous but minor tribal dialects Literacy:definition: age 15 and over can read and ... Free Essays on Zimbabwe Free Essays on Zimbabwe Population:11,365,366 note: estimates for this country explicitly take into account the effects of excess mortality due to AIDS; this can result in lower life expectancy, higher infant mortality and death rates, lower population and growth rates, and changes in the distribution of population by age and sex than would otherwise be expected (July 2001 est.) Age structure:0-14 years: 38.68% (male 2,223,332; female 2,172,479) 15-64 years: 57.69% (male 3,319,982; female 3,236,286) 65 years and over: 3.63% (male 208,785; female 204,502) (2001 est.) Population growth rate:0.15% (2001 est.) Birth rate:24.68 births/1,000 population (2001 est.) Death rate:23.22 deaths/1,000 population (2001 est.) Net migration rate:0 migrant(s)/1,000 population (2001 est.) note: there is a small but steady flow of Zimbabweans into South Africa in search of better paid employment Sex ratio:at birth: 1.03 male(s)/female under 15 years: 1.02 male(s)/female 15-64 years: 1.03 male(s)/female 65 years and over: 1.02 male(s)/female total population: 1.02 male(s)/female (2001 est.) Infant mortality rate:62.61 deaths/1,000 live births (2001 est.) Life expectancy at birth:total population: 37.13 years male: 38.51 years female: 35.7 years (2001 est.) Total fertility rate:3.28 children born/woman (2001 est.) HIV/AIDS - adult prevalence rate:25.06% (1999 est.) HIV/AIDS - people living with HIV/AIDS:1.5 million (1999 est.) HIV/AIDS - deaths:160,000 (1999 est.) Nationality:noun: Zimbabwean(s) adjective: Zimbabwean Ethnic groups:African 98% (Shona 71%, Ndebele 16%, other 11%), mixed and Asian 1%, white less than 1% Religions:syncretic (part Christian, part indigenous beliefs) 50%, Christian 25%, indigenous beliefs 24%, Muslim and other 1% Languages:English (official), Shona, Sindebele (the language of the Ndebele, sometimes called Ndebele), numerous but minor tribal dialects Literacy:definition: age 15 and over can read and ...

How Did Europeans Profit from the Opium Trade in China Essay

How Did Europeans Profit from the Opium Trade in China - Essay Example Still, Europeans were not allowed to import opium directly into China. As a means of circumventing these trade restrictions and gaining profit, the British had to devise elaborate means of importing opium. In these regards, Europeans would be tea in Canton and use opium that would be smuggled in on British ships to pay for the opium (Fairbank). The high value tea had in Europe resulted in opium functioning as a useful means of gaining profit. In the early 19th century the Chinese ban of trading this commodity was lifted (Waley). Still, a number of years later further restrictions would be placed on this commodity exchange. During this period the then current Chinese dynasty had undergone a shift towards Confucianism, resulting in the restriction of European import of opium (Waley). These restrictions would result in threats to European profits on opium trade in China. As a means of continuing to profit on opium, the British would ultimately involve themselves in the First and Second Opium Wars with China. These wars would result in the opening of British trade of opium into China. 2. How did nationalism serve the needs of statesmen and bureaucrats rather than those of the general population, especially as more people were allowed to vote and hold public office? To a large degree, nationalism served the needs of statesmen and bureaucrats rather than the general population. Nationalism emerged during the early 19th century as statesmen in France sought means of uniting a populace in revolution (Leoussi). During the French Revolution nationalism these statesmen were able to implement nationalistic impulses as a means of inciting riots and elevating their political power (Hobsbawm). With the subsequent shifts in government these individuals assumed control under these nationalistic tendencies, ultimately using this political strategy as much for personal gain as public interest (Hobsbawm). The American Revolution was even clearer in its implementation of nationalis m as a means of advancing the interests of statesmen (Leoussi). In these regards, businessmen and bureaucrats with significant that faced significant economic or political gain in establishing independence from Great Britain implemented nationalism as a means of uniting the populace (Hobsbawm). This period of American history had seen a great amount of public debate over independence with loyalists and patriots debating the opposing positions (Leoussi). In this climate, individuals such as Thomas Paine through his ‘Common Sense’ pamphlets were able to incite the public through nationalistic tendencies as a means of gaining increased public attention or political power. With the increasing amount of nations that shifted to democratic structures allowing people to vote and hold public office the impacts of nationalism as advancing the needs of statesmen and bureaucrats became even more pronounced. This is because the democratic structure opened itself more thoroughly to s tatesman achieving political power through igniting nationalistic impulses in the voting populace. 3. What were the goals and principles of the Congress of Vienna? How did delegates from the great powers respond to the grievances of their people? There were a number of goals and principles of the Congress of Vienna. From an overarching perspective the Congress of Vienna functioned as a means of European states to address many of the complex issues that had

The Beach Boys Research Paper Example | Topics and Well Written Essays - 250 words

The Beach Boys - Research Paper Example Beach Boys’ musical styles and line-ups were and continue to be outstanding among rock artists (Golden & Seldis 84). This follows the fact that amid the numerous challenges that the band faced, its members continued and continues to collaborate and push its interests forward. As a result, their unity and spirit to develop one another has become one of the most significant accolades of the band. Working with various stakeholders in the United States music industry, the band created a rich ground for its exposure and success. A number of the band’s members have died; like Carl and Dennis, Brian suffered immense hardships relating to mental illness, drug and substance abuse, and anxiety attack, and various members of the band went through variant personal difficulties (Badman 199). Despite these challenges, the band remains operational and influential to date. The Beach Boys inspired many rock bands that came after it, and it developed personal and band careers for its members and the people who worked with

Marketing Plan for Jcrew Clothing company Research Paper

Marketing Plan for Jcrew Clothing company - Research Paper Example The youth, men as well as women form the majority of the customers when it comes to the clothing industry. The success of any business opportunity always depends on the positioning of such a business. Business ventures that are well positioned always ensure resounding success. Customers are always the major targets when it comes to positioning of businesses (Kotler and Keller, 27). This business is going to target the potential customers. This will be critical in enhancing the proximity and access by the customers, suppliers and ease the provision of labor. In this reason, it is critical to note that the JCrews online stores is going to have a friendly website that will ensure that majority of people can access some of the products and execute transactions online. It is prudent enough to note that pricing affects the rate at which any product is purchased. Products of high prices always experience low rates of purchase compared to those of cheap prices (Kotler and Keller, 31). This follows that high prices always tend to repel several customers. However, the clothing products of the JCrews online store are going to be of favorable prices. The prices are going to set prices that are affordable to all the customers. This is going to lure several customers to purchase the products. This is therefore crucial in expanding the customer base, thus impacting positively towards the purchase potential. The clothing products of the JCrews online stores are going to be of very high quality and their prices are going to be more affordable compared to that offered by our competitors. In order for any business to thrive well in the competitive world markets, there is need for effective promotion of the products on offer. This is crucial in informing customers of the new products, the improvements as well as the reasons necessary for one to purchase the products. Effective promotional tools are suitable

Public relations news release Assignment Example | Topics and Well Written Essays - 250 words

Public relations news release - Assignment Example h almost 19 years of experience in the academia, impressed the Grove search committee enough to be considered eligible for deanship of the business school at Grove. While having served in different academic positions over the years including vice deanship at a business school, Suarez has never been the dean at any school before. â€Å"This is my dream job and there is no place I’d rather be than at one of the best institutions in the world,† Suarez added. Born and raised in Joplin, Suarez is a married man in his fifties and fathers two children. â€Å"We feel fortunate to be able to secure a person who is so highly qualified to lead our outstanding business program,† said Luke Hammer, 62, a former CEO at Logitech and the current president at Grove. â€Å"We expect great things from Carlos Suarez, and we know he’ll take us to new heights.† Grove College is a private college that seeks to equip its students with the skills and knowledge needed to excel globally. The nationally ranked business school at Grove offers degrees in finance, management, marketing and accounting among others, with a total current enrollment of 10,000 undergraduate and 2,000 graduate

Essay on the topic of validity in Qualitative research

On the topic of validity in Qualitative research - Essay Example Hence to be able to gain these reliable results triangulation has also been implemented. The benefits of triangulation have been mentioned further in the paper. A paradigm can have various meanings. It refers to â€Å"your basic beliefs† and your approach to the world which affects the way you define your research and how you collect and analyse data (Collis & Hussey, 2003, p. 47). The research approaches that can be used in studies comprise of a mixture of both the â€Å"phenomenological paradigm† which is also referred to as a â€Å"qualitative† approaches and the â€Å"positivistic paradigm† also known as the â€Å"quantitative† approach (Collis & Hussey, 2003, p. 47). â€Å"Phenomenological† is based on the word â€Å"phenomenon† which means a fact that happened or an event that was witnessed. With the phenomenological approach the focus is on â€Å"understanding the human behaviour from the participant’s own frame of reference† (Collis & Hussey, 2003, p. 53). As this approach is related to an event within a context of time and place, the aim is to investigate an event by carrying out your own research to â€Å"construct new theory to explain the phenomenon† (Collis & Hussey, 2003, pp. 56-57) or use existing theory. The aim and focus with this approach is â€Å"on the quality and depth of data† (Collis & Hussey, 2003, pp. 56-57). With the positivistic paradigm, the emphasis is on using measurement to find out the relationships between facts and causes of the phenomenon. This is â€Å"an essential element of the research process under this paradigm† (Collis & Hussey, 2003, p. 57). This approach is useful when there is a need to conduct statistical analysis (Collis & Hussey, 2003, p. 56). A positivistic approach will be used and the researcher will be independent, will not be influenced by the subject of research, and will

Public Service Management Essay Example | Topics and Well Written Essays - 1250 words

Public Service Management - Essay Example After giving a brief picture f the values I shall go into detail about each element so as to give a broader view f the topic. An important question, which has to be addressed before moving on, is whether there is so much need for a public service. We are in an era where most f the services offered by government through its public service are already being offered too by the private sector. May I say, most f the times the private sector supplies these services in a more efficient way. People who follow the laissez-faire ideology argue that governments have been involved in activities which are inappropriate and that the size and role f government needs to be drastically cut back. The role f the government and the way it intervenes has always been highly debatable by the various ideologies and surely will remain highly debatable also in the future. (Parsons 1995) As we have mentioned before, most f the activities carried out by government can be allowed to occur through the market system without the need f government intervention. There are a series f circumstances where this does not apply. Such situations include government regulations securing free entry to producers in the market, securing that the consumer is given all the product information, controlling competition, and protecting and regulating all the contractual arrangement set up within the market. The market system does not necessarily bring high employment, price stability and the socially desired rate f economic growth. Public policy from the government is needed to deal with these factors. Adjustments in the social values due to redistribution f wealth through the market system have to be catered for too. The same thing applies also when speaking f market failures resulting from public goods, externalities and situations f natural monopolies or where there is imperfect informa tion. Thus we have seen that a certain level f government intervention is always desirable. The degree f this intervention also depends on the political and social ideologies f the environment where this occurs. If for example we take Malta, there has always been a paternalistic approach to government. The way in which government acts, reflects also in the size f the public sector. In order to deal with education, health care, national defense, environment, public transport, law and order, welfare services etc governments need to have an efficient public service which in turn inevitably becomes f large proportions. Even if nowadays with Malta's future entry in the European Union, government is moving towards a direction where it seeks to reduce the size f the public service in order to operate in the most efficient ways by means f privatization. If we start looking at the values f the public service, the first thing that comes to mind is the bureaucratic way in which it operates. Bureaucracy most f the times is mistakenly associated with a bad image. Bureaucracy is a system f administration in which the horizontal divisions between various elements or departments are complemented by vertical divisions f authority, and filled by professional career specialists. The bureaucracy can be considered as being the

Public relations news release Assignment Example | Topics and Well Written Essays - 250 words

Public relations news release - Assignment Example h almost 19 years of experience in the academia, impressed the Grove search committee enough to be considered eligible for deanship of the business school at Grove. While having served in different academic positions over the years including vice deanship at a business school, Suarez has never been the dean at any school before. â€Å"This is my dream job and there is no place I’d rather be than at one of the best institutions in the world,† Suarez added. Born and raised in Joplin, Suarez is a married man in his fifties and fathers two children. â€Å"We feel fortunate to be able to secure a person who is so highly qualified to lead our outstanding business program,† said Luke Hammer, 62, a former CEO at Logitech and the current president at Grove. â€Å"We expect great things from Carlos Suarez, and we know he’ll take us to new heights.† Grove College is a private college that seeks to equip its students with the skills and knowledge needed to excel globally. The nationally ranked business school at Grove offers degrees in finance, management, marketing and accounting among others, with a total current enrollment of 10,000 undergraduate and 2,000 graduate

Public Service Management Essay Example | Topics and Well Written Essays - 1250 words

Public Service Management - Essay Example After giving a brief picture f the values I shall go into detail about each element so as to give a broader view f the topic. An important question, which has to be addressed before moving on, is whether there is so much need for a public service. We are in an era where most f the services offered by government through its public service are already being offered too by the private sector. May I say, most f the times the private sector supplies these services in a more efficient way. People who follow the laissez-faire ideology argue that governments have been involved in activities which are inappropriate and that the size and role f government needs to be drastically cut back. The role f the government and the way it intervenes has always been highly debatable by the various ideologies and surely will remain highly debatable also in the future. (Parsons 1995) As we have mentioned before, most f the activities carried out by government can be allowed to occur through the market system without the need f government intervention. There are a series f circumstances where this does not apply. Such situations include government regulations securing free entry to producers in the market, securing that the consumer is given all the product information, controlling competition, and protecting and regulating all the contractual arrangement set up within the market. The market system does not necessarily bring high employment, price stability and the socially desired rate f economic growth. Public policy from the government is needed to deal with these factors. Adjustments in the social values due to redistribution f wealth through the market system have to be catered for too. The same thing applies also when speaking f market failures resulting from public goods, externalities and situations f natural monopolies or where there is imperfect informa tion. Thus we have seen that a certain level f government intervention is always desirable. The degree f this intervention also depends on the political and social ideologies f the environment where this occurs. If for example we take Malta, there has always been a paternalistic approach to government. The way in which government acts, reflects also in the size f the public sector. In order to deal with education, health care, national defense, environment, public transport, law and order, welfare services etc governments need to have an efficient public service which in turn inevitably becomes f large proportions. Even if nowadays with Malta's future entry in the European Union, government is moving towards a direction where it seeks to reduce the size f the public service in order to operate in the most efficient ways by means f privatization. If we start looking at the values f the public service, the first thing that comes to mind is the bureaucratic way in which it operates. Bureaucracy most f the times is mistakenly associated with a bad image. Bureaucracy is a system f administration in which the horizontal divisions between various elements or departments are complemented by vertical divisions f authority, and filled by professional career specialists. The bureaucracy can be considered as being the

The Titanic Disaster Essay Example for Free

The Titanic Disaster Essay John Eaton, one of the co-authors of Titanic: Triumph and Tragedy said that in the summer of 1907, J. Bruce Ismay and Lord James Pirrie, a partner in Harland and Wolff, met to discuss plans to build two ocean liners that will surpass anything built to date. This simple meeting set off a chain of events that led to the death of over 1500 people less than five years later. The two ocean liners were to be called the Olympic and the Titanic. A third ship was added to the plans later. The Titanics hull plate was laid in 1909 and a little over two years later, Titanics 26,000 ton hull is launched at Harland and Wolffs shipyard. The ship reached a speed of twelve knots when it slid into the water before six anchor chains and two piles of cable drag chains weighing 80 tons each brought her to a halt. The White Star Line never christened their ships. Many people still consider this to be a bad omen (Eaton 87-90). On April 2, 1912, the Titanic set sail from Belfast and completed her sea trials. A small fire started in boiler room 6 that would smolder for weeks in the coal dust of the starboard bunker due to a spark from one of the boilers. Just eight days later, passengers began to board the ship to take the maiden voyage of the huge ocean liner. Shortly after noon on April 10, the Titanics mooring ropes were cleared and tug boats began to tow her from the dock. According to Colonel Archibald Gracie, a survivor of the wreck and author of the article Out of the Wreck, the movement of Titanics huge mass in the harbor causes all 6 mooring ropes of the ocean liner New York to snap. The New York began to swing towards the Titanics hull, but the tug boat, the Vulcan, managed to catch the New Yorks bow and heads off the collision. After some delay, Titanic is towed from the harbor and begins the 24 mile crossing of the English Channel. By Friday, Titanic is well on her way out to the North Atlantic, running at 21 knots (Eaton 105-109). During Captain Smiths inspection of the engine room on Saturday morning, Chief Engineer Bell reports the fire in boiler room 6 is finally extinguished, however the bulkhead part of the bunker shows signs of heat  damage (Eaton 105-10). Ton Kuntz, editor of the book Titanic Disaster Hearings: The Official Transcripts of the 1912 Senate Investigation, wrote that one survivor told investigators that Smith and Ismay talked at lunch about making New York a day early and grabbing headlines The Titanic began to receive ice warnings from other ships in the area. There were reports of large quantities of field ice 250 miles ahead of Titanic. Captain Smith took this message from the radio operators and later showed it to Bruce Ismay. There was another message was received from the ocean liner America that warned the Titanic of icebergs in its path, but this message was not forwarded to Captain Smith. The Californian later sent a third message warning of ice 50 miles ahead of Titanic. After meeting with Second Officer Lightoller and discussing the unusually calm seas and clear air, Captain Smith retires to his room. Officer Lightoller then cautions lookouts to be careful of ice until morning. The Titanics speed at this time is 22 knots (Kuntz 270-274). A heavy ice pack and iceberg warning is received from the Masaba. Wireless Officers Phillips and Bride ignored the message and proceed with sending personal messages from the passengers. Later, Lightoller passed the watch off to First Officer Murdock. Just a few hours later, Lookout Frederick Fleet rang the bridge by telephone yelling Iceberg right ahead! and rang the crows nest bell 3 times. Sixth Officer Moody acknowledges and relayed the message to Murdock, who orders the ships wheel turned hard-a-starboard and telegraphs the engine room to bring the ship to a full stop followed by the order full a-stern which would cause the propellers to turn backwards and slow the ship. The Titanic began to turn slowly to port but struck an underwater piece of the iceberg on the starboard side 12 feet back from the bow. The side of the ship was scrapped for 300 feet along Titanics side below the waterline,  tearing a hole in five compartments of the ship. First Officer Murdock ordered the wheel turned full to port, trying to corner Titanic around the remainder of the iceberg. He also threw the electric switch closing the water-tight compartment doors. Passengers on the upper decks saw the iceberg as Titanic passed by. Captain Smith arrived on the bridge and ordered Thomas Andrews, Chief Wilde, and Officer Boxhall to go below and inspect the damage (Eaton195-96). The post office on G deck was flooded, trapping and drowning several workers. Thomas Andrews reported that 5 compartments are flooded to the waterline and advised Captain Smith that Titanic can float with 4 compartments filled, but not 5. Less than 3 hours later, the lights flickered once and then went out as the electric generators fail. Titanics hull split from the deck to the keel between the 3rd and 4th funnels. The stern section falls back to the water and then rose up again as the bow broke off and began its decent to the ocean floor. The stern section floods and went down, 2 hours and 30 minutes after the collision. (Gracie 895-97). Over 1500 remaining passengers plunge into the icy water. There are several fields of thought as to what caused the disaster. Many believe that the ship was jinxed from the beginning because it wasnt christened and because of the bad luck of a near collision at beginning of its maiden voyage. According to Logan Morgan the sinking of the Titanic was mainly caused by unusual weather and human error. To begin with, the Titanic was on the southern most of the routes that were used by ocean liners. It was highly unusual for that much ice to be found that far south in April. Also the water and wind were very calm, no chance of spotting a breaker against an iceberg which would have made them much easier to spot. Finally there was no moonlight shining on the water; which made the night very dark. There are also many human errors that were made during that voyage. The  lookouts binoculars had been removed from the crows nest and locked in a cabinet in the second officers cabin and no one aboard had a key. The ship received numerous wireless messages alerting them to ice lying right in their path. Some of these were tacked up on the bridge and forgotten, one wound up in Bruce Ismays pocket and others never made it out of the wireless room (Kuntz. 301-03) Bruce Ismay wanted to make a good impression with his new ship and urged Captain Smith to test the speed of the huge ocean liner. So the Titanic was traveling at a much faster speed than it should have been (Eaton 303). Finally there were too few lifeboats for all the passengers on board and the ship was thought to be unsinkable so many passengers refused to leave the ship for the tiny lifeboats. In conclusion, many bad things happened during the Titanics short maiden voyage from the weather to actions of the crew. Each of these could have been disastrous alone, but a combination of all these factors contributed to a disaster causing the loss of over 1500 lives.

Understanding Key Components Of Performance Management

Understanding Key Components Of Performance Management An effective performance management system integrates organisational, business and individual planning and performance. Performance management systems components include: Development of clear job descriptions The selection of right people with an appropriate selection process Provide effective orientation, training and development. Clarify performance objectives and linking these with organisational business plans. Conduct regular performance appraisal of individuals against the achievement of these objectives. On-going coaching and feedback Recognition or compensation that reward people for their performance Provide career development opportunities Actions to deal with poor performing employees. Evaluate the involvement of individual, team and organisational performance. One of the main issues mentioned in the case study was regarding recognition regarding pay and performance. Research on high performing companies has consistently shown that they have at least one common characteristic: their people understand the strategy of the business and believe that if they perform well, they will be recognized and rewarded by the organization. (Wilson Group, 2010) If Colbran Institute is able to develop a appraisal system where recognition is documented and rewards Colbran Institute will be in a better situation when it comes to employee morale and motivation and be able to achieve company goals. Performance Appraisals Performance appraisals are one of the most important components of performance management and are designed to measure and improve employee performance. Edwin B. Flippo wrote in his book titled Personnel Management that performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job. (Flippo, Edwin B. 1979) The performance appraisal process articulates the standards of work expected of employees and the values and behaviours employees are expected to uphold in meeting their job requirements, communicating and working with others. The information that performance appraisals provide, provides foundations for recruiting and engaging new employees, development and training of existing employees, and maintaining a quality team by adequately and properly rewarding their performance. If a reliable performance appraisal system is not put in place, a human resource management system will fail, resulting in the total waste of the valuable human assets an organisation has. The key objective of appraisal is to provide employees with feedback on their performance provided by the line manager. (Caruth, Donald. 2008). The main objectives of performance appraisals are to: Assess the performance of employees over a period of time Help manage the gap between actual and desired performance Indentify strengths and weaknesses of employees, which in turn will identify training and development needs. Provide feedback on past performance Give clarity of the responsibilities and expectations of the employee in the upcoming appraisal period. Therefore, Performance management leads to higher performance that is more closely directed to the strategic objectives of the organization whereas Performance appraisal and feedback assist employees to understand what work they do well and how they can improve their performance. Issues Identified From reading the case study provided by Colbran Institute there seems to be a number of issues regarding the use of the graphical rating scale performance appraisal system. The graphical rating scale is one of the most popular methods of performance appraisal, it is easy to understand and cost effective to setup and manage. It involves listing subjective traits that the organization considers important for effectiveness on the job for example integrity, reliability, initiative and objective factors such as quality of work. The employee then gets a rating against each trait; these scores are then added up and produce an overall performance score for the employee. As seen with Colbran Institute the graphic rating scale does have a number of disadvantages; issues that have been brought forward include: Rater Errors Generalization of traits No real measurement achieved Issues from pass work history are not reflected. This form of performance appraisal is subject to rating errors mainly due to rater bias which result in incorrect appraisals. Rating errors include central tendency, leniency, severity and the halo effect. In Colbran Institutes situation the rating errors consist of leniency and the halo effect. Leniency is demonstrated when the evaluator rates most employees very highly across performance dimensions rather then spread them throughout the performance scale, in Isabels case she has rated most employees as either good or excellent. Generalisation of traits is another issue that occurs when using the graphical rating system as it might have traits such as creativity which is assessed the same on all employees appraisal. This could become an issue if the employee is working in a position where creativity isnt something that relates to their work. They could be a data entry clerk for example which doesnt involve any creativity; therefore they might get marks down for this because it is unable to be shown; whereas someone that works in marketing would be the completely different. Another issue Colbarn Institute has is the generalities of the documentation produced from the appraisal. Allan suggests to Isabel What is good quality to you might be average to me or someone else and vice versa. This is something that needs to be considered with maybe a review by a second and third level manager. But you will still have the issue so of employees not understanding what is expected from them, for instance an employee is given the rating of 2 on motivation, the question is how is he able to improve this? Another common error in performance appraisal is the halo effect. This occurs when a managers general impression of an employee, after observing one aspect of performance, influences his/her judgment on other aspects of the employees overall performance for the assessment period. This is demonstrated in the case study when Allan asks Isabel about past performance of her employees and she replies with Well in the odd case, a couple of them have let things go a bit. This is not reflected anywhere in the appraisal. Task 2: (500 WORDS) Recommendation An effective performance appraisal system provides guidance so employees understand what is expected of them in their position. It provides flexibility so that employee creativity is encouraged and strengths are utilized. It provides enough control so that employees understand what the organization is trying to achieve. This is why I have put forward Management By Objectives appraisal system as the recommended system that Colbran Institute should take on board. Management by Objectives Management by Objectives was first introduced in 1954 by Peter Drucker in his book The Practice of Management. MBO is an appraisal method where the manager and the subordinate define common objectives and major areas of responsibility, then compare and direct their performance against these objectives. It aims to increase organizational performance by aligning organizational and individual goals throughout the organization. George Odiorne in his thesis describes Management by objectives as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.(Odiorne, George S. 1965) In Management by Objectives appraisal system, objectives are written down for each level of the organization, and individuals are given specific aims and targets. The principle behind this is to ensure that people know what the organization is trying to achieve, what their part of the organization must do to meet those aims, and how, as individuals, they are expected to help. This presupposes that organizations programs and methods have been fully considered. If they have not, start by constructing team objectives and ask team members to share in the process. (Heller, Robert 1998) Advantages and Disadvantages MBO overcomes some of the issues that arise from the Graphical Rate Scale as a result of assuming that the employee traits needed for their job success are the same for the whole organization and can be reliably identified and measured. The MBO method concentrates on actual outcomes, instead of assuming traits. An employee has demonstrated an acceptable level of job performance if the employee meets or exceeds the set objectives. Employees are not judged on their potential for success or on their supervisors subjective opinion of their abilities by on real outcomes. The main principle of the MBO appraisal system is that direct results can be observed, where as the traits (which might not even relate to an employees position) and attributes of employees must be guessed. Management by objectives also has its disadvantages like any appraisal method. The main issue with this appraisal technique is the initial development of objectives can be time consuming, which takes employees and managers away from there actual work. When writing objectives for a performance appraisal it must be realize that in this day and age priorities and goals are constantly changing. This is something organizations have to be able to deal with to keep ahead of the game. The Performance Management scheme The new appraisal system will fit into the overall performance management scheme by aiming to increase organizational performance by aligning goals and management objectives throughout the organization. All managers and staff will participate in the strategic planning process, in order to improve the implement ability of the plan and implement a range of performance systems, designed to help the organization stay on track. Colbran Institute employees will get more input into identifying their objectives, milestones and timelines for completion and have a clear understanding of how their roles and responsibilities contribute to the aims of the organization as well as its strategic goals. Management by objectives also includes ongoing tracking and feedback in the process to reach objectives. MBO would be appropriate for Colbran Institute to take on board because it is a knowledge-based organization where the employees are competent in their jobs. It is appropriate in this situation as we wont to build employees management and self-leadership skills and utilize their creativity and knowledge. Conclusion: This report has analyzed the role of performance management at Colbran Institute. It has taken a look at the current performance appraisal method and put forward a new structure which involves Management by objectives. Management of objectives is an efficient and balanced technique that will allow management to receive maximum results form their current employees by focusing on achievable goals.

Critique On Keynes :: essays research papers

History of Economic Thought: The writer begins with an introduction in which it is stated that the schools of thought were contradictory in their theories. What should have been answered is how and from what perspective: Neo-classical or Keynesian? The main points of her paper are the following: "Neo-classicists, such as Friedman, hold that the U.S. failed to provide liquidity to its banks," which caused the great depression; if the government does not intervene, the economy would then head towards full employment. Keynesian economists, on the other hand, believe that the government should intervene actively through means of fiscal and monetary policy to promote full employment and economic growth (with price stability). Moreover, they believe that the cause of the Great Depression was due to the government not intervening as they should have. The writer assumes that the Great Depression could have been resolved by both the Keynesian method, or the Neo-classical, however, does not state the cause of it or methodology. There may be no wrong or right answer, nonetheless, some reason for it should have been drawn; this approach would clarify what the Keynesian or Neo-classical remedies are. The writer does not develop the main points throughout the paper. She goes on restating the ideas by saying that Friedman believes that the economy is "self-adjusting and regulating" and that "Keynesian economists credit good monetary and fiscal policy with getting an economy out of recessions and periods of low growth. I did not get a sense of what side she was advocating, it seems that she may have been neutral. Furthermore, she did not state the two schools of thought’s analysis of th macroeconomy, which led them to think that their methodology was correct (according to them). In reference to the monetarists (especially Friedman) she did not mention how they advocated steady and consistent growth of money stock. In her conclusion, she stated that "human behavior is complex and often hard to predict. Keynesian ans Neo-classical economists are often trying to make sense of the nonsensical".

Madness and Insanity in Shakespeares Hamlet - Hamlet, the Melancholy

Hamlet, the Melancholy Hero  Ã‚     Ã‚  Ã‚   The reader/viewer finds in Shakespeare’s tragedy Hamlet that the protagonist is a melancholy type; this quality remains with him from beginning to end of the tragedy. And this melancholy hero will be the subject-matter of this essay.    Harry Levin explains in the General Introduction to The Riverside Shakespeare how the dramatist employs imagery in the play to enhance the melancholic dimension of the hero:    The sphere of Shakespeare’s images is so vast and rich in itself that it has been investigated and charted for clues to his personal temperament. But though we can follow up associations of thought through his image-clusters, these are subordinated to his controlling purposes as a playwright. The imagery fulfills a structural and a thematic function, linking together a train of ideas or projecting a scheme of values. It enhances the strain of melancholy in Hamlet by dwelling on sickness and decay. . . (14).    The depressing aspect of the initial imagery of the drama is described by Marchette Chute in â€Å"The Story Told in Hamlet†:    The story opens in the cold and dark of a winter night in Denmark, while the guard is being changed on the battlements of the royal castle of Elsinore. For two nights in succession, just as the bell strikes the hour of one, a ghost has appeared on the battlements, a figure dressed in complete armor and with a face like that of the dead king of Denmark, Hamlet’s father (35).    Horatio and Marcellus exit the ghost-ridden ramparts of Elsinore intending to enlist the aid of Hamlet. The prince is dejected by the â€Å"o’erhasty marriage† of his mother to his uncle less than two months after the funeral of Hamlet’s father. There is ... ...999. Rpt. from Introduction to Hamlet, Prince of Denmark. Ed. Philip Edwards. N. P.: Cambridge University P., 1985.    Levin, Harry. General Introduction. The Riverside Shakespeare. Ed. G. Blakemore Evans. Boston: Houghton Mifflin Co., 1974.    Mack, Maynard. â€Å"The World of Hamlet.† Yale Review. vol. 41 (1952) p. 502-23. Rpt. in Shakespeare: Modern Essays in Criticism. Rev. ed. Ed. Leonard F. Dean. New York: Oxford University P., 1967.    Rosenberg, Marvin. â€Å"Laertes: An Impulsive but Earnest Young Aristocrat.† Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. from The Masks of Hamlet. Newark, NJ: Univ. of Delaware P., 1992.    Shakespeare, William. The Tragedy of Hamlet, Prince of Denmark. Massachusetts Institute of Technology. 1995. http://www.chemicool.com/Shakespeare/hamlet/full.html No line nos.         

Angels Demons Chapter 74-79

74 Langdon saw what he was looking for a good ten yards before they reached it. Through the scattered tourists, the white marble ellipse of Bernini's West Ponente stood out against the gray granite cubes that made up the rest of the piazza. Vittoria apparently saw it too. Her hand tensed. â€Å"Relax,† Langdon whispered. â€Å"Do your piranha thing.† Vittoria loosened her grip. As they drew nearer, everything seemed forbiddingly normal. Tourists wandered, nuns chatted along the perimeter of the piazza, a girl fed pigeons at the base of the obelisk. Langdon refrained from checking his watch. He knew it was almost time. The elliptical stone arrived beneath their feet, and Langdon and Vittoria slowed to a stop – not overeagerly – just two tourists pausing dutifully at a point of mild interest. â€Å"West Ponente,† Vittoria said, reading the inscription on the stone. Langdon gazed down at the marble relief and felt suddenly naive. Not in his art books, not in his numerous trips to Rome, not ever had West Ponente's significance jumped out at him. Not until now. The relief was elliptical, about three feet long, and carved with a rudimentary face – a depiction of the West Wind as an angel-like countenance. Gusting from the angel's mouth, Bernini had drawn a powerful breath of air blowing outward away from the Vatican†¦ the breath of God. This was Bernini's tribute to the second element†¦ Air†¦ an ethereal zephyr blown from angel's lips. As Langdon stared, he realized the significance of the relief went deeper still. Bernini had carved the air in five distinct gusts†¦ five! What was more, flanking the medallion were two shining stars. Langdon thought of Galileo. Two stars, five gusts, ellipses, symmetry†¦ He felt hollow. His head hurt. Vittoria began walking again almost immediately, leading Langdon away from the relief. â€Å"I think someone's following us,† she said. Langdon looked up. â€Å"Where?† Vittoria moved a good thirty yards before speaking. She pointed up at the Vatican as if showing Langdon something on the dome. â€Å"The same person has been behind us all the way across the square.† Casually, Vittoria glanced over her shoulder. â€Å"Still on us. Keep moving.† â€Å"You think it's the Hassassin?† Vittoria shook her head. â€Å"Not unless the Illuminati hires women with BBC cameras.† When the bells of St. Peter's began their deafening clamor, both Langdon and Vittoria jumped. It was time. They had circled away from West Ponente in an attempt to lose the reporter but were now moving back toward the relief. Despite the clanging bells, the area seemed perfectly calm. Tourists wandered. A homeless drunk dozed awkwardly at the base of the obelisk. A little girl fed pigeons. Langdon wondered if the reporter had scared the killer off. Doubtful, he decided, recalling the killer's promise. I will make your cardinals media luminaries. As the echo of the ninth bell faded away, a peaceful silence descended across the square. Then†¦ the little girl began to scream. 75 Langdon was the first to reach the screaming girl. The terrified youngster stood frozen, pointing at the base of the obelisk where a shabby, decrepit drunk sat slumped on the stairs. The man was a miserable sight†¦ apparently one of Rome's homeless. His gray hair hung in greasy strands in front of his face, and his entire body was wrapped in some sort of dirty cloth. The girl kept screaming as she scampered off into the crowd. Langdon felt an upsurge of dread as he dashed toward the invalid. There was a dark, widening stain spreading across the man's rags. Fresh, flowing blood. Then, it was as if everything happened at once. The old man seemed to crumple in the middle, tottering forward. Langdon lunged, but he was too late. The man pitched forward, toppled off the stairs, and hit the pavement facedown. Motionless. Langdon dropped to his knees. Vittoria arrived beside him. A crowd was gathering. Vittoria put her fingers on the man's throat from behind. â€Å"There's a pulse,† she declared. â€Å"Roll him.† Langdon was already in motion. Grasping the man's shoulders, he rolled the body. As he did, the loose rags seemed to slough away like dead flesh. The man flopped limp onto his back. Dead center of his naked chest was a wide area of charred flesh. Vittoria gasped and pulled back. Langdon felt paralyzed, pinned somewhere between nausea and awe. The symbol had a terrifying simplicity to it. Angels & Demons â€Å"Air,† Vittoria choked. â€Å"It's†¦ him.† Swiss Guards appeared from out of nowhere, shouting orders, racing after an unseen assassin. Nearby, a tourist explained that only minutes ago, a dark-skinned man had been kind enough to help this poor, wheezing, homeless man across the square†¦ even sitting a moment on the stairs with the invalid before disappearing back into the crowd. Vittoria ripped the rest of the rags off the man's abdomen. He had two deep puncture wounds, one on either side of the brand, just below his rib cage. She cocked the man's head back and began to administer mouth to mouth. Langdon was not prepared for what happened next. As Vittoria blew, the wounds on either side of the man's midsection hissed and sprayed blood into the air like blowholes on a whale. The salty liquid hit Langdon in the face. Vittoria stopped short, looking horrified. â€Å"His lungs†¦Ã¢â‚¬  she stammered. â€Å"They're†¦ punctured.† Langdon wiped his eyes as he looked down at the two perforations. The holes gurgled. The cardinal's lungs were destroyed. He was gone. Vittoria covered the body as the Swiss Guards moved in. Langdon stood, disoriented. As he did, he saw her. The woman who had been following them earlier was crouched nearby. Her BBC video camera was shouldered, aimed, and running. She and Langdon locked eyes, and he knew she'd gotten it all. Then, like a cat, she bolted. 76 Chinita Macri was on the run. She had the story of her life. Her video camera felt like an anchor as she lumbered across St. Peter's Square, pushing through the gathering crowd. Everyone seemed to be moving in the opposite direction than her†¦ toward the commotion. Macri was trying to get as far away as possible. The man in the tweed jacket had seen her, and now she sensed others were after her, men she could not see, closing in from all sides. Macri was still aghast from the images she had just recorded. She wondered if the dead man was really who she feared he was. Glick's mysterious phone contact suddenly seemed a little less crazy. As she hurried in the direction of the BBC van, a young man with a decidedly militaristic air emerged from the crowd before her. Their eyes met, and they both stopped. Like lightning, he raised a walkie-talkie and spoke into it. Then he moved toward her. Macri wheeled and doubled back into the crowd, her heart pounding. As she stumbled through the mass of arms and legs, she removed the spent video cassette from her camera. Cellulose gold, she thought, tucking the tape under her belt flush to her backside and letting her coat tails cover it. For once she was glad she carried some extra weight. Glick, where the hell are you! Another soldier appeared to her left, closing in. Macri knew she had little time. She banked into the crowd again. Yanking a blank cartridge from her case, she slapped it into the camera. Then she prayed. She was thirty yards from the BBC van when the two men materialized directly in front of her, arms folded. She was going nowhere. â€Å"Film,† one snapped. â€Å"Now.† Macri recoiled, wrapping her arms protectively around her camera. â€Å"No chance.† One of the men pulled aside his jacket, revealing a sidearm. â€Å"So shoot me,† Macri said, amazed by the boldness of her voice. â€Å"Film,† the first one repeated. Where the devil is Glick? Macri stamped her foot and yelled as loudly as possible, â€Å"I am a professional videographer with the BBC! By Article 12 of the Free Press Act, this film is property of the British Broadcast Corporation!† The men did not flinch. The one with the gun took a step toward her. â€Å"I am a lieutenant with the Swiss Guard, and by the Holy Doctrine governing the property on which you are now standing, you are subject to search and seizure.† A crowd had started to gather now around them. Macri yelled, â€Å"I will not under any circumstances give you the film in this camera without speaking to my editor in London. I suggest you – â€Å" The guards ended it. One yanked the camera out of her hands. The other forcibly grabbed her by the arm and twisted her in the direction of the Vatican. â€Å"Grazie,† he said, leading her through a jostling crowd. Macri prayed they would not search her and find the tape. If she could somehow protect the film long enough to – Suddenly, the unthinkable happened. Someone in the crowd was groping under her coat. Macri felt the video yanked away from her. She wheeled, but swallowed her words. Behind her, a breathless Gunther Glick gave her a wink and dissolved back into the crowd. 77 Robert Langdon staggered into the private bathroom adjoining the Office of the Pope. He dabbed the blood from his face and lips. The blood was not his own. It was that of Cardinal Lamasse, who had just died horribly in the crowded square outside the Vatican. Virgin sacrifices on the altars of science. So far, the Hassassin had made good on his threat. Langdon felt powerless as he gazed into the mirror. His eyes were drawn, and stubble had begun to darken his cheeks. The room around him was immaculate and lavish – black marble with gold fixtures, cotton towels, and scented hand soaps. Langdon tried to rid his mind of the bloody brand he had just seen. Air. The image stuck. He had witnessed three ambigrams since waking up this morning†¦ and he knew there were two more coming. Outside the door, it sounded as if Olivetti, the camerlegno, and Captain Rocher were debating what to do next. Apparently, the antimatter search had turned up nothing so far. Either the guards had missed the canister, or the intruder had gotten deeper inside the Vatican than Commander Olivetti had been willing to entertain. Langdon dried his hands and face. Then he turned and looked for a urinal. No urinal. Just a bowl. He lifted the lid. As he stood there, tension ebbing from his body, a giddy wave of exhaustion shuddered through his core. The emotions knotting his chest were so many, so incongruous. He was fatigued, running on no food or sleep, walking the Path of Illumination, traumatized by two brutal murders. Langdon felt a deepening horror over the possible outcome of this drama. Think, he told himself. His mind was blank. As he flushed, an unexpected realization hit him. This is the Pope's toilet, he thought. I just took a leak in the Pope's toilet. He had to chuckle. The Holy Throne. 78 In London, a BBC technician ejected a video cassette from a satellite receiver unit and dashed across the control room floor. She burst into the office of the editor-in-chief, slammed the video into his VCR, and pressed play. As the tape rolled, she told him about the conversation she had just had with Gunther Glick in Vatican City. In addition, BBC photo archives had just given her a positive ID on the victim in St. Peter's Square. When the editor-in-chief emerged from his office, he was ringing a cowbell. Everything in editorial stopped. â€Å"Live in five!† the man boomed. â€Å"On-air talent to prep! Media coordinators, I want your contacts on line! We've got a story we're selling! And we've got film!† The market coordinators grabbed their Rolodexes. â€Å"Film specs!† one of them yelled. â€Å"Thirty-second trim,† the chief replied. â€Å"Content?† â€Å"Live homicide.† The coordinators looked encouraged. â€Å"Usage and licensing price?† â€Å"A million U.S. per.† Heads shot up. â€Å"What!† â€Å"You heard me! I want top of the food chain. CNN, MSNBC, then the big three! Offer a dial-in preview. Give them five minutes to piggyback before BBC runs it.† â€Å"What the hell happened?† someone demanded. â€Å"The prime minister get skinned alive?† The chief shook his head. â€Å"Better.† At that exact instant, somewhere in Rome, the Hassassin enjoyed a fleeting moment of repose in a comfortable chair. He admired the legendary chamber around him. I am sitting in the Church of Illumination, he thought. The Illuminati lair. He could not believe it was still here after all of these centuries. Dutifully, he dialed the BBC reporter to whom he had spoken earlier. It was time. The world had yet to hear the most shocking news of all. 79 Vittoria Vetra sipped a glass of water and nibbled absently at some tea scones just set out by one of the Swiss Guards. She knew she should eat, but she had no appetite. The Office of the Pope was bustling now, echoing with tense conversations. Captain Rocher, Commander Olivetti, and half a dozen guards assessed the damage and debated the next move. Robert Langdon stood nearby staring out at St. Peter's Square. He looked dejected. Vittoria walked over. â€Å"Ideas?† He shook his head. â€Å"Scone?† His mood seemed to brighten at the sight of food. â€Å"Hell yes. Thanks.† He ate voraciously. The conversation behind them went quiet suddenly when two Swiss Guards escorted Camerlegno Ventresca through the door. If the chamberlain had looked drained before, Vittoria thought, now he looked empty. â€Å"What happened?† the camerlegno said to Olivetti. From the look on the camerlegno's face, he appeared to have already been told the worst of it. Olivetti's official update sounded like a battlefield casualty report. He gave the facts with flat efficacy. â€Å"Cardinal Ebner was found dead in the church of Santa Maria del Popolo just after eight o'clock. He had been suffocated and branded with the ambigrammatic word ‘Earth.' Cardinal Lamasse was murdered in St. Peter's Square ten minutes ago. He died of perforations to the chest. He was branded with the word ‘Air,' also ambigrammatic. The killer escaped in both instances.† The camerlegno crossed the room and sat heavily behind the Pope's desk. He bowed his head. â€Å"Cardinals Guidera and Baggia, however, are still alive.† The camerlegno's head shot up, his expression pained. â€Å"This is our consolation? Two cardinals have been murdered, commander. And the other two will obviously not be alive much longer unless you find them.† â€Å"We will find them,† Olivetti assured. â€Å"I am encouraged.† â€Å"Encouraged? We've had nothing but failure.† â€Å"Untrue. We've lost two battles, signore, but we're winning the war. The Illuminati had intended to turn this evening into a media circus. So far we have thwarted their plan. Both cardinals' bodies have been recovered without incident. In addition,† Olivetti continued, â€Å"Captain Rocher tells me he is making excellent headway on the antimatter search.† Captain Rocher stepped forward in his red beret. Vittoria thought he looked more human somehow than the other guards – stern but not so rigid. Rocher's voice was emotional and crystalline, like a violin. â€Å"I am hopeful we will have the canister for you within an hour, signore.† â€Å"Captain,† the camerlegno said, â€Å"excuse me if I seem less than hopeful, but I was under the impression that a search of Vatican City would take far more time than we have.† â€Å"A full search, yes. However, after assessing the situation, I am confident the antimatter canister is located in one of our white zones – those Vatican sectors accessible to public tours – the museums and St. Peter's Basilica, for example. We have already killed power in those zones and are conducting our scan.† â€Å"You intend to search only a small percentage of Vatican City?† â€Å"Yes, signore. It is highly unlikely that an intruder gained access to the inner zones of Vatican City. The fact that the missing security camera was stolen from a public access area – a stairwell in one of the museums – clearly implies that the intruder had limited access. Therefore he would only have been able to relocate the camera and antimatter in another public access area. It is these areas on which we are focusing our search.† â€Å"But the intruder kidnapped four cardinals. That certainly implies deeper infiltration than we thought.† â€Å"Not necessarily. We must remember that the cardinals spent much of today in the Vatican museums and St. Peter's Basilica, enjoying those areas without the crowds. It is probable that the missing cardinals were taken in one of these areas.† â€Å"But how were they removed from our walls?† â€Å"We are still assessing that.† â€Å"I see.† The camerlegno exhaled and stood up. He walked over to Olivetti. â€Å"Commander, I would like to hear your contingency plan for evacuation.† â€Å"We are still formalizing that, signore. In the meantime, I am faithful Captain Rocher will find the canister.† Rocher clicked his boots as if in appreciation of the vote of confidence. â€Å"My men have already scanned two-thirds of the white zones. Confidence is high.† The camerlegno did not appear to share that confidence. At that moment the guard with a scar beneath one eye came through the door carrying a clipboard and a map. He strode toward Langdon. â€Å"Mr. Langdon? I have the information you requested on the West Ponente.† Langdon swallowed his scone. â€Å"Good. Let's have a look.† The others kept talking while Vittoria joined Robert and the guard as they spread out the map on the Pope's desk. The soldier pointed to St. Peter's Square. â€Å"This is where we are. The central line of West Ponente's breath points due east, directly away from Vatican City.† The guard traced a line with his finger from St. Peter's Square across the Tiber River and up into the heart of old Rome. â€Å"As you can see, the line passes through almost all of Rome. There are about twenty Catholic churches that fall near this line.† Langdon slumped. â€Å"Twenty?† â€Å"Maybe more.† â€Å"Do any of the churches fall directly on the line?† â€Å"Some look closer than others,† the guard said, â€Å"but translating the exact bearing of the West Ponente onto a map leaves margin for error.† Langdon looked out at St. Peter's Square a moment. Then he scowled, stroking his chin. â€Å"How about fire? Any of them have Bernini artwork that has to do with fire?† Silence. â€Å"How about obelisks?† he demanded. â€Å"Are any of the churches located near obelisks?† The guard began checking the map. Vittoria saw a glimmer of hope in Langdon's eyes and realized what he was thinking. He's right! The first two markers had been located on or near piazzas that contained obelisks! Maybe obelisks were a theme? Soaring pyramids marking the Illuminati path? The more Vittoria thought about it, the more perfect it seemed†¦ four towering beacons rising over Rome to mark the altars of science. â€Å"It's a long shot,† Langdon said, â€Å"but I know that many of Rome's obelisks were erected or moved during Bernini's reign. He was no doubt involved in their placement.† â€Å"Or,† Vittoria added, â€Å"Bernini could have placed his markers near existing obelisks.† Langdon nodded. â€Å"True.† â€Å"Bad news,† the guard said. â€Å"No obelisks on the line.† He traced his finger across the map. â€Å"None even remotely close. Nothing.† Langdon sighed. Vittoria's shoulders slumped. She'd thought it was a promising idea. Apparently, this was not going to be as easy as they'd hoped. She tried to stay positive. â€Å"Robert, think. You must know of a Bernini statue relating to fire. Anything at all.† â€Å"Believe me, I've been thinking. Bernini was incredibly prolific. Hundreds of works. I was hoping West Ponente would point to a single church. Something that would ring a bell.† â€Å"Fuco,† she pressed. â€Å"Fire. No Bernini titles jump out?† Langdon shrugged. â€Å"There's his famous sketches of Fireworks, but they're not sculpture, and they're in Leipzig, Germany.† Vittoria frowned. â€Å"And you're sure the breath is what indicates the direction?† â€Å"You saw the relief, Vittoria. The design was totally symmetrical. The only indication of bearing was the breath.† Vittoria knew he was right. â€Å"Not to mention,† he added, â€Å"because the West Ponente signifies Air, following the breath seems symbolically appropriate.† Vittoria nodded. So we follow the breath. But where? Olivetti came over. â€Å"What have you got?† â€Å"Too many churches,† the soldier said. â€Å"Two dozen or so. I suppose we could put four men on each church – â€Å" â€Å"Forget it,† Olivetti said. â€Å"We missed this guy twice when we knew exactly where he was going to be. A mass stakeout means leaving Vatican City unprotected and canceling the search.† â€Å"We need a reference book,† Vittoria said. â€Å"An index of Bernini's work. If we can scan titles, maybe something will jump out.† â€Å"I don't know,† Langdon said. â€Å"If it's a work Bernini created specifically for the Illuminati, it may be very obscure. It probably won't be listed in a book.† Vittoria refused to believe it. â€Å"The other two sculptures were fairly well-known. You'd heard of them both.† Langdon shrugged. â€Å"Yeah.† â€Å"If we scan titles for references to the word ‘fire,' maybe we'll find a statue that's listed as being in the right direction.† Langdon seemed convinced it was worth a shot. He turned to Olivetti. â€Å"I need a list of all Bernini's work. You guys probably don't have a coffee-table Bernini book around here, do you?† â€Å"Coffee-table book?† Olivetti seemed unfamiliar with the term. â€Å"Never mind. Any list. How about the Vatican Museum? They must have Bernini references.† The guard with the scar frowned. â€Å"Power in the museum is out, and the records room is enormous. Without the staff there to help – â€Å" â€Å"The Bernini work in question,† Olivetti interrupted. â€Å"Would it have been created while Bernini was employed here at the Vatican?† â€Å"Almost definitely,† Langdon said. â€Å"He was here almost his entire career. And certainly during the time period of the Galileo conflict.† Olivetti nodded. â€Å"Then there's another reference.† Vittoria felt a flicker of optimism. â€Å"Where?† The commander did not reply. He took his guard aside and spoke in hushed tones. The guard seemed uncertain but nodded obediently. When Olivetti was finished talking, the guard turned to Langdon. â€Å"This way please, Mr. Langdon. It's nine-fifteen. We'll have to hurry.† Langdon and the guard headed for the door. Vittoria started after them. â€Å"I'll help.† Olivetti caught her by the arm. â€Å"No, Ms. Vetra. I need a word with you.† His grasp was authoritative. Langdon and the guard left. Olivetti's face was wooden as he took Vittoria aside. But whatever it was Olivetti had intended to say to her, he never got the chance. His walkie-talkie crackled loudly. â€Å"Commandante?† Everyone in the room turned. The voice on the transmitter was grim. â€Å"I think you better turn on the television.†

Analysis of B School Dress Code Essay

Objective – to know the preference of students regarding dress code in a B school Reason – there was a lot of debate relating to the dress code and hence we thought of picking this as the survey topic .Earlier 1st 2 days of the week students were compelled to wear formals which has been lately scrapped creating a lot of confusion in the college . Results of the survey A sample size of 30 comprising of students of Ibs was taken 1. Questions regarding which dress code would be ideal for a B school Formal -16 Casual – 3 Smart casual -9 Any -2 2.should formals be made compulsory in B schhol Yes -11 No-19 3.was the college right in restricting students from wearin capris and sleevless Yes 18 No 12 4.How’s do you rate the dressing of students in B school Good -13 Below average -4 Avg-11 V good – 2 5.Other comments 1. Strict actions should be taken against the students who don’t abide by the rules . 2.everyone has the right to wear whatever they feel they are comfortable with , and there shouldn’t be any compulsion and restriction . 3.no t-shirts with improper sayings or picture 4.students by self should pick on wearing formal clothing as this creates a corporate atmosphere 5.comfort is important where people have to sit forlong hours, so casual but decent clothings should be allowed. Conclusion – maximum students believe formal clothing is the right dress code for a B school , but they need no force for the same . 19 of 30 Students think wearing capris and sleeveless does not suit the b school arena .the current rating on the dressing of the students is a close tuff between good and average . From the comments we conclude that there is a close tiff but all believe indecent clothes should not be selected but comfort can be given preference.