The Questions On Biological Toxins Essay - 1196 Words

Nelsen et al. (2014) presents and discusses what the authors believe to be the inconsistencies among the definitions of poisons, venoms, and toxins, as well as the conflation, or mixing, of these terms within the literature. The three primary classes of toxins, biological, anthropogenic, and environmental, are defined and distinguished so that the authors can further discern the biological toxins using their own classification scheme (Nelsen et al. 2014). Nelsen et al. (2014) presents the necessity of their three-class scheme, which they proposed due to the terminological inconsistencies within and among the literature on biological toxins. I think implementing a new term to detract from the misconstruction of existing toxicological definitions would be constructive, especially with the proposed corresponding binomial classification system. This review aims to discuss the breadth and functionality of the Nelsen et al. (2014) categorization of toxins. Through their new categorical binomial nomenclature system, based on source, delivery mechanism, and storage of toxins, Nelsen et al. (2014) introduces a novel term within the biological toxins to further reduce the ambiguity of toxicological definitions such as venom and poison. Toxungen, or a toxic ointment as stated by Nelsen et al. (2014), is a toxic substance which is actively delivered to the surface of the antagonizing organism and affects without the necessitation of a wound. With the introduction of the term, toxugen,Show MoreRelatedEssay on Biological Warfare: Testing and Researching Toxins2832 Words   |  12 PagesBiological Warfare: Testing and Researching Toxins Biological Warfare is the use and employment of biological agents to harm or kill humans, animals, or plant life. Bio warfare can cause a significant amount of casualties with less preparation and work then other types of attacks. 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How Social Class Is Impacted My Childhood, Deviance And...

Social class is defined as a system of stratification based on access to such resources as wealth, property, power and prestige (186). The social class system is typically passed down from the parent to the child. Our textbook quotes, â€Å"Although children tend to â€Å"inherit† the social class of their parents, during the course of a lifetime they can move up or down levels in the strata† (186). Therefore, this system is not affected by race, ethnicity, gender or age. However, social class may overlap depending on specific variables. Personally, my family’s social class status would be classified as the middle class. The middle class is composed of primarily â€Å"white collar† workers with a broad range of education and income; and make up about 30 percent of the U.S. population (188). Throughout this essay, I will distinguish how my social class has impacted my childhood, deviance and education. From the moment a person is born, they enter the world with an ascribed status. An ascribed status is an inborn status and is usually difficult or impossible to change (116). My ascribed status is that I am a white/caucasian female. Because I come from a white/caucasian family, we would be considered more â€Å"privileged† than others. However, because this system is not based on race or ethnicity, our assigned class in society had everything to do with how my parents worked and lived their lives. When I was younger, my family’s social class status was considered to be the working/lower-middleShow MoreRelatedCriminology1867 Words   |  8 Pagesresearch and studying social and physical factors of why people commit crimes and end up in our prisons. criminologists work is important as their work aids in developing a society that is less prone to acts of criminality and deviance, protecting society. My primary focus will be on why we have prisons, looking at the type of people we find in them, what may cause them to end up t here. Following up with how criminologists respond to the obvious problems. I will be supporting my answer by providingRead MoreAn Evalution of the Attachment Theory Essay13038 Words   |  53 PagesTHE ATTACHMENT THEORY AN EVALUTION OF THE ATTACHMENT THEORY WHEN WORKING WITH CHILDREN IN CARE Gail Walters Dissertation Social Work BA (HONS) Manchester Metropolitan University Tutor: Pauline Black CONTENTS Pages Abstract Read MoreOrganisational Theory230255 Words   |  922 Pages. Organization Theory Challenges and Perspectives John McAuley, Joanne Duberley and Phil Johnson . This book is, to my knowledge, the most comprehensive and reliable guide to organisational theory currently available. What is needed is a text that will give a good idea of the breadth and complexity of this important subject, and this is precisely what McAuley, Duberley and Johnson have provided. They have done some sterling service in bringing together the very diverse strands of work

Strategic Human Resource Management Change Management

Question: Discuss about theStrategic Human Resource Managementfor Change Management. Answer: Introduction The performance of an employee is directly related to the productivity and effectiveness of the organisation. In order to perform a task effectively an individual needs to have prerequisite knowledge and experience. There are various theories in the field of human resource management that may assist in development of organisation (Buller and McEvoy 2012). The paper concerns the case study of Vesna who is highly skilled in her profession but due to lack of experience in performing her duties she is facing challenges at her workplace. Vesna is lacking a clear understanding of the practical aspects of the concept- 360-degree feedback, strategic redundancy and downsizing. This is the primary crisis to be resolved in her career. Through employee assessment the management found that Vesna was incompetent in her work. Therefore, it is necessary to advise Vesna about the practical aspects of theories in relation to 360 degree feedback. I will explain her that 360 degree feedback is a medium to collect behavioural observations in an organisation which also includes self assessment (Millmore 2007). This systemic collection of ones performance is a measure of persons ability to carry out a certain task in a manner that helps in achieving a set of goals. I will explain Vesna that this feedback is not just for developmental purpose but also to be used effectively for decision making and performance appraisal (Birecikli et al. 2016). Without understanding the application of the 360 degree feedback it is difficult for Vesna at her workplace to perform effectively. The rationale for this step is to link her behaviour to the companys performance using the 360 degree feedback. Further, it will enhance Vesnas knowledge of how such behaviour is viewed and applied at workplace by her boss, customers and colleagues. I would further explain her that360 degree feedback is a tool that allows the managers to understand the steps needed for developing leadership effectiveness. This tool helps to raise awareness about individuals strengths and weaknesses. The tool must be aligned to organisational preparedness. The candid data provided by the tool about the participants for channelling staff into interventions and appropriate training programmes (Tee and Ahmed 2014). As per Vesna 15 employee were redundant where the total number of employees were 50. Redundancy refers to a state where an employee has no work available (Hollenbeck and Jamieson 2015). The employers thus lay off their employees when the position they hold in the company cease to exist with a justifiable reason. In such case Vesna is advised that a greater emphasis is laid on the position of the worker in the company rather than the worker himself. I would further explain Vesna that in case an employee is fired then it is not considered to be redundancy. Instead it is called a legal issue. In fact workers are not called redundant because it is the post of the employee that is no more existing in the company. I would further aware Vesna that in many government and private sectors the employers talk of retrenchment when they lay off employees due to redundancy (Millmore 2007). Downsizing on the other hand is the initiative taken by the management of the organisation to improve the overall competiveness and productivity by implementing the set of activities (Millmore 2007). Downsizing in short can be described as the process of decreasing the firms size by reducing the number of employees through layoffs, early retirement, redeployment among others. However, downsizing also adds the risk of losing tactic knowledge from the staff existing in the company. It may increase unnecessary pressure on the organisation. Another method of downsizing is outsourcing where a company may reduce its sectors, management units by recruiting employees only when needed for specific tasks. There are number of factors that need to be considered for downsizing such as competitive position of the organisation in the market. In addition, Vesna must also be clear about the appropriate labour force structure (Jung 2015). This concept will help her in augmenting sustainable performanc e in the organisation. It is paramount for Vesna to acknowledge the essence of leadership in the organisational performance which greatly depends on the management. The leadership based performance is highly recommended although there are several other approaches to streamline the firms performance (Buller and McEvoy 2012). Vesnas weakness was her lack of experience. Consequently, she failed to handle the department. However, her position in the company can be sustained if she aligns her performance with the business strategies. She must implement various management strategies to accomplish the organisational results. I would suggest that 360 degree feedback is an effective tool that she must apply for evaluating performance of the employees and establishing their abilities and weakness. It is advised that instead of evaluating too much on her own she must work in collaboration with human resource department and consult for advice. Redundancy should not be the main option rather Vesna should opt for other management measures for enhancing the competitiveness and the productivity of the business (Jackson et al. 2014). Vesna can successfully implement the 360 feedback collaborating with the human resource department. Vesna should be clear about the organisations scope and goals. Prior to implementing the 360 feedback, Vesna should consider the important role of communication. She can gain commitment for 360 by communicating the benefits such as team effectiveness, employee development, and organisational improvement (Tee et al. 2014). It will help in aligning the system to the competency model to gain the preferred outcome. To implement downsizing Vesna must focus on the remaining employees on the core business. Since the remaining employees may suffer the survivor syndrome Vesna must implement a nominated strategy of support (Bergstrm and Arman 2016). A company implementing this method cuts back even years later. Strategic redundancy is the other option that could be applied. Vesna should use a proactive approach for repositioning the company with the staff levels and the reengineering process. It should include release of resources necessary for reconfiguration of organisation to the desired stage (Davey et al. 2013). The tables given below outlines how Vesna can apply the implementation of strategic redundancies and 360 degree feedback. Table 1: Implementing 360 degree feedback Initiatives Surveys Confidentiality Skilled facilitators Training and support Evaluation Staff preparedness is required prior to 360 feedback Conduct quality surveys with rationale such as education, changing perceptions, building trust and communication For physiological support state confidentiality in all matters Validation of process Use candid data to identify and improve performance Align the training to the competency model Drive innovation using human resources by clear communication of timelines, expectations, roles and how results will be delivered Track attendance at events, open rate of emails, website statistics, video hits, download of materials Table 2: Strategic Redundancy with Basic Elements Redundancy Remaining staff Initiative Consultation with staff Re-assign and re-train staff Reducing resources Development of skills Re-engineer processes Compensations Performance measurement Innovative pay package and increments Budgeting issues Align with objectives Attain objectives Before embarking on the redundancies Vesna should consider some of the issues in the organisations. It includes the loss of tactical knowledge which may be of potential risk to the organisation. Appropriate consideration should be given to the loss of core assets as it is through the people that all the innovations comes through. According to Davey et al. (2013) customers want the companies to respond to their needs by Trends driving innovation. It means the companies should have embedded intelligence and individualisation. Bergstrm and Arman (2016) argued that the communication managers should give considerable weight to the consideration of developing staff to their full capabilities and potential. For successful evaluation Vesna should make allowances for possibility of making mistakes, time and irrelevance (Sharma 2009). In addition to considering the bottom line results Vesna should take a balanced view of the organisational performance. She should emphasise more on the performance of the drives of the results. It will allow Vesna to develop an overall view of the organisation and understand the operating environment of the organisation. Before, releasing the resources and staff Vesna must consider if the resources are operating sustainably and if adding value to the communities. Buller and McEvoy (2012) stated that the impact of downsizing on the company is unsustainable. Repeated downsizing may lead to suspicion regarding the management among the workforce. Therefore, it negatively affects the organisational culture, performance and staff morale. The elements of culture include shared beliefs, values, and expected behaviour. Vesna should ensure to nurture and support these elements throughout the organisation by collaborating with the HR (Andrew et al. 2009). Vesna must also consider the effect of retrenchment in the community that the company is operating. Before embarking on reducing the human resources Vesna should consider the aspect of Compensation. According to Buller and McEvoy (2012) the process of employee separation may be assisted with emotional and financial support. A company can stand in the community based on how it is perceived. Poor perceptions can lead to poor outcomes. Therefore, Vesna should consult employees over the workplace issues with an honest and open approach (Millmore 2007). In summary, Vesna must be clear in concepts that define organisational development. There are various benefits of planning human resource management. For Vesna the mechanism for forecasting the labour demand includes gap analysis and creating solutions. It is beneficial to analyse the organisational skills, intellectual and social skills. Vesna can implement strategic human resource management (SHRM) linking to strategy while focusing HR attention. It may help in generating the detailed audit of human capital. Vesna must combine structure and culture within SHRM because it establishes how people think and behave. Enhancing the work performance of staff is a challenge. The Part and parcel of this challenge is to develop their potential and capabilities (Millmore 2007). SHRM is all about turning resources into capabilities that is essential for driving the business performance. Vesna can use HRM factors such as mentoring the employees having the performance gaps, team building, training and participation through consultation. This will ensure the right balance between the development of staff competencies and strategic goals (Cooke 2007). Further, the key requirement for Vesna is the task of evaluation. She needs to measure the right combination of skills and competencies. Performance matrices are usually developed to established goals and compare the results with it. These metrics help in developing business projects with stronger vision. This assist in accurate decision-making. After, measuring the performance, Vesna may develop synergy by reorganisation the work team. A high performance must look for every small opportunity to add value (Godard 2004). 360 degree feedback is the tool for Vesna by which she can identify the possible gaps in training, and support the staff development. It will help her in measuring the performance and restructuring the work teams to create synergy. In strategic human resource management, retrenchment is the least favoured option. A sound management aims to create value within an organisation. Thus, Vesna is recommended to use resources aligned with strategic direction. It will make the organisation difficult to imitate, more sustainable, and innovative (Cooke 2007). Vesna can use various performance management strategies. Performance management involves managing, planning, reviewing, giving rewards, performance appraisal and developing individual and group performance (Davey et al. 2013). Rewards refer to vertical loading of job (critical job designing- enlarging, rotating, autonomy, feedbacks, and recognitions). Vesna should offer both financial and nonfinancial rewards. It includes a combination of accomplishment, recognition scheme, and staffs personal growth together with bonuses, share schemes, performance loadings, and loadings. It can also be linked to culture (Bernardin and Wiatrowski 2013). The total reward may include a combination of basic pay incentives and benefits. The best action for Vesna would be the package as total reward can be designed to meet the needs of the individual (Kampktter 2016). Internal equity will no longer will be the consideration in the long run. It will be preceded by the market value of jobs, skills of staff and the impact on companys strategy (Mone and London 2014). References Andrew, P.J., Haanaes, K., Michael, D.C., Sirkin, H.L. and Taylor, A., 2009. Innovation 2009, making hard decisions in the downturn.a BCG senior management survey. Bergstrm, O. and Arman, R., 2016. Increasing commitment after downsizing: the role of involvement and voluntary redundancies.Journal of Change Management, pp.1-24. Bernardin, H.J. and Wiatrowski, M., 2013. Performance appraisal.Psychology and Policing,257. Birecikli, B., Alpkan, L., Ertrk, A. and Aksoy, S., 2016. Employees' need for independence, organizational commitment, and turnover intentions: The moderating role of justice perceptions about performance appraisals.International Journal of Organizational Leadership,5(3). Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight.Human resource management review,22(1), pp.43-56. Cooke, W.N., 2007. Multinational companies and global human resource strategy.Oxford Handbook of Human Resource Management, The, p.489. Davey, R., Fearon, C. and McLaughlin, H., 2013. Organizational grief: an emotional perspective on understanding employee reactions to job redundancy.Development and Learning in Organizations: An International Journal,27(2), pp.5-8. Godard, J., 2004. A critical assessment of the high?performance paradigm.British journal of industrial relations,42(2), pp.349-378. Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network analysis: Implications for strategic human resource management.The Academy of Management Perspectives,29(3), pp.370-385. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56. Jung, J., 2015. Shareholder value and workforce downsizing, 19812006.Social Forces,93(4), pp.1335-1368. Kampktter, P., 2016. Performance appraisals and job satisfaction.The International Journal of Human Resource Management, pp.1-25. Millmore, M., 2007.Strategic human resource management: contemporary issues. Pearson Education. Mone, E.M. and London, M., 2014.Employee engagement through effective performance management: A practical guide for managers. Routledge. Sharma, S.K., 2009.Handbook of HRM practices: Management policies and practices. Global India Publications. Tee, D.D. and Ahmed, P.K., 2014. 360 degree feedback: an integrative framework for learning and assessment.Teaching in Higher Education,19(6), pp.579-591.

Pluralism As The Most Descriptive Theory Of American Government Essays

Pluralism As The Most Descriptive Theory Of American Government There are several different theories as to the question of how America is governed. There are those who still espouse the civics book theory, in which the individual is represented by his vote; those who advocate various elitist theories, claiming that we as individuals have no voice, and are merely pawns in some larger game, and there are those others who support what is known as the pluralist theory. Pluralism suggests that policy decisions are not the result of an individual citizen's vote (or a vote of a population of citizens) but instead the result of the interaction and competition of various interest groups. This theory, it can be argued, is the most descriptive of America as we know it. There are several examples on which to draw in order to support this theory. In the April 8th issue of Time Magazine1, there appears an article titled "The New Party Bosses" and subtitled "Who really controls politics? Meet the power brokers who will help decide this year's contest". This is a textbook example of pluralism being a descriptive theory, and I could write this paper based entirely on it, but as the assignment calls for references to the Wilcox book, that's what I'll use.

Health, Behavior and Optimal Aging Essay Example

Health, Behavior and Optimal Aging Essay Example Health, Behavior and Optimal Aging Paper Health, Behavior and Optimal Aging Paper The authors presented a Life Span Development Perspective to help people better understand the process of aging. The experiences and thought patterns of individuals as they accumulate through the years have an important impact in their latter behavior and psychological makeup. If these experiences were processed and internalized well, then the aging individuals could engage in what the authors call Optimal Aging. The health of aging individuals are deteriorating. They no longer have the strength and the vigor they used to have. This could become the source of discontent and frustration if they are not able to handle the process of aging. But as they realize the importance of growing old and they relish what they have done through the years, they can maintain positive behavior and avoid the negative emotions and frustrations so often associated with the process of aging. The rate of aging can also be affected by certain psychosocial factors. The immediate environment of the aging individuals such as the family, the presene of caregivers and the existence of a supportive community can help them deal with the realities of aging and they can still enjoy the company of their friends and their relatives. On the other hand, the process of optimal aging can not be dealt with by an individual alone, it should be with the help of others. Through optimal aging, the individuals going through the process of aging could enjoy adulthood and the late years of life without feeling worthless. If they can engage in physical and social activities suited to their age, they can live meaningfully and happily. Reference Aldwin, CM, Spiro, A, Park, CL (2006). Health, Behavior and Optimal Aging: A Life Span Development Perspective. In Birren, JE Schaei, KW. Handbook of the Psychology of Aging (6th edn). California: Elsevier Academic Press.

Top 6 Environmental Issues

Top 6 Environmental Issues Since around the 1970s, we have made great progress on the environmental front. Federal and state laws have led to greatly reduced air and water pollution. The Endangered Species Act has had notable successes protecting our most threatened biodiversity. Much work has to be done, however, and below is my list of the top environmental issues we are facing now in the United States. Climate Change While climate change has effects that vary by location, everyone is feeling it one way or another. Most ecosystems can probably adjust to climate change up to a point, but other stressors (like the other issues mentioned here) limit this adaptation ability, especially in places that have lost a number of species already. Particularly sensitive are mountain tops, prairie potholes, the Arctic, and coral reefs. I argue that climate change is the number one issue right now, as we all feel the more frequent extreme weather events, the earlier spring, melting ice, and rising seas. These changes will continue to get stronger, negatively affecting the ecosystems we and the rest of biodiversity rely on. Land Use Natural spaces provide habitat for wildlife, space for forests to produce oxygen, and wetlands to clean our freshwater. It allows us to hike, climb, hunt, fish, and camp. Natural spaces are also a finite resource. We continue to use land inefficiently, turning natural spaces into corn fields, natural gas fields, wind farms, roads, and subdivisions. Inappropriate or nonexistent land use planning continues to result in suburban sprawl supporting low-density housing. These changes in land use fragment the landscape, squeeze out wildlife, put valuable property right into wildfire-prone areas, and upset atmospheric carbon budgets. Energy Extraction and Transportation New technologies, higher energy prices, and a permissive regulatory environment have allowed in recent years for a significant expansion of energy development in North America. The development of horizontal drilling and hydraulic fracturing has created a boom in natural gas extraction in the northeast, particularly in the Marcellus and Utica shale deposits. This new expertise in shale drilling is also applied to shale oil reserves, for example in the Bakken formation of North Dakota. Similarly, tar sands in Canada have been exploited at much accelerated rates in the last decade. All these fossil fuels have to be transported to refineries and markets through pipelines and over roads and rails. The extraction and transportation of fossil fuels imply environmental risks such as groundwater pollution, spills, and greenhouse gas emissions. The drill pads, pipelines, and mines fragment the landscape (see Land Use above), cutting up wildlife habitat. Renewable energies like wind and solar a re also booming and they have their own environmental issues, particularly when it comes to positioning these structures on the landscape. Improper placement can lead to significant mortality events for bats and birds, for example.   Ã‚   Chemical Pollution A very large number of synthetic chemicals enter our air, soil, and waterways. Major contributors are agriculture byproducts, industrial operations, and household chemicals. We know very little about the effects of thousands of these chemicals, let alone about their interactions. Of particular concern are endocrine disruptors. These chemicals come in a wide variety of sources, including pesticides, the breakdown of plastics, fire retardants. Endocrine disruptors interact with the endocrine system that regulates hormones in animals, including humans, causing a wide array of reproductive and developmental effects. Invasive Species Plant or animal species introduced to a new area are called non-native, or exotic, and when they rapidly colonize new areas, they are considered invasive. The prevalence of invasive species is correlated with our global trading activities: to more we move cargo across the oceans, and we ourselves travel overseas, the more we carry back unwanted hitchhikers. From the multitude of plants and animals we bring over, many become invasive. Some can transform our forests (for example, the Asian longhorned beetle), or destroy urban trees that have been cooling our cities in the summer (like the emerald ash borer). The spiny water fleas, zebra mussels, Eurasian water-milfoil, and Asian carp disrupt our freshwater ecosystems, and countless weeds cost us billions in lost agricultural production. Environmental Justice While this one is not an environmental issue in itself, environmental justice dictates who feels these issues the most. Environmental justice is concerned with providing everyone, regardless of race, origin, or income, the ability to enjoy a healthy environment. We have a long history of unequal distribution of the burden posed by deteriorating environmental conditions. For a multitude of reasons, some groups are more likely than others to be in close proximity to a waste disposal facility, breathe polluted air, or be living on contaminated soil. In addition, fines levied for environmental law violations tend to be much less severe when the injured party is from minority groups. Follow Dr. Beaudry: Pinterest | Facebook |  Newsletter | Twitter | Google

World Religion Essay Example | Topics and Well Written Essays - 750 words - 1

World Religion - Essay Example Religious teachings are the tenets and wisdom communicated and transmitted from generations to generations that explain and depict basic moral codes, values and belief system of a religious tradition. These can be communicated through different forms of narratives like myths. Religious teachings can be transmitted verbally or inscribed in sacred texts (Matthews, 2012). Religious teachings try to express, explain, and promote an appreciation of the sacred texts to its adherents. For example, the Igbo communities of Nigeria believe that the Earth should be revered and that it is made up of several distinct dimensions. On the other hand, in Christian religions, the fundamental belief is centered on the teachings and life of Jesus Christ (Matthews, 2012). In essence, religious tradition is composed of religious teachings that talk about its beliefs about the world and the position of human beings in it. Beliefs and value systems are shared and observed by the members. Stories that depict these beliefs are recited, either orally or written. Core myths are an important part in the life of Krishna—the Hindu deity— the death and rebirth of Jesus Christ, Buddha’s enlightenment, and so on (Eastman, 1999). Religion is a set of traditions based on an understanding of the sacred. Ethics are generally believed as manifested by the supernatural domain, yet can also be seen as socially created rules (Edwards, 1995). Emotional experiences related to religious traditions are harmony, ecstasy, commitment, piety, reverence, awe, and guilt. A religious tradition also has practices like worship, prayer, pilgrimage, ritual, and so on. For instance, Muslims rinse themselves before prayer; Jews conduct their ritual cleansing using water; and Christians perform baptisms through water immersion. Dusts are also used and valued among religious traditions, which symbolize the spirit domain and death. Indigenous religions use ashes in their dance

Online Discussion for Accounting class Essay Example | Topics and Well Written Essays - 250 words

Online Discussion for Accounting class - Essay Example The financial performance of a company can be analyzed either using single date statements or by comparing the performance across time. The four financial statements are the income statement, balance sheet, statement of retained earnings, and statement of cash flow (Weygandt, Kieso, Kimmel, 2002). These statements provide a summary of the financial performance of a company during a financial period. The balance sheet shows the position of the company at a specific point in time. The use of ratio analysis is one of the best ways to evaluate the performance of a company during a period. Another methodology to assess the performance of a company is by using comparative statements. Two financial techniques that can be used to compare financial statements are vertical and horizontal analysis. I think that techniques that compare performance across time are more effective because they show trends in financial performance. Companies that have rising performance across time are more desirabl e than firms that have declining

Doing Psychotherapy Essay Example for Free

Doing Psychotherapy Essay The book entitled â€Å"Doing Psychotherapy† written by Dr. Michael Franz Basch is renowned as a functional guide that could be used in implementing effective psychotherapy. As such, this book is considered as an insightful composition that is profound in such a manner that it clearly renders factual actions and activities as to how such psychiatric therapy works. Distinct from any other book with the same topic, Dr. Michael Basch’s opus about psychotherapy is not only a representation of his brilliant ideas and views with regard to the relationship between the therapist and its patient but also serves as an essential demonstration of the real occurrence in psychotherapy. Dr. Michael Franz Basch is a Professor of Psychotherapy at Rush Medical College and also serves as a Supervising Analyst at the Chicago Institute of Psychoanalysis (Basch, 1980). In addition to this, he also works as an attending Psychiatrist at Michael Reese Hospital and Medical Center (Basch, 1980). Overview of the Mechanism and Tools The ccomprehensive interpersonal relationship and open communication between the therapist and the patient is one of the major mechanisms presented in the book as this is essential to bring about change. In here, the author gives an emphasis on the behavior of the therapist in which he said that psychoanalyst must not have personal bias and control their emotions against the actions of their client to be able to initiate change in psychotherapy and render positive results for their patients. Moreover, the book has also utilized various system based from reliable clinical protocol without the exclusion of the unavoidable mistakes which the therapist may commit. As such, the book has utilized a profound mechanism in providing the reader a therapeutic discussion through the method used in presenting factual experiences, which essentially occurs in the actual treatment of psycho cases with varying difficulty. Likewise, the author concentrates in discussing the treatment for the patients with light cases that normally receives little concern and are generally disregarded in most of the training guides, but requires essential attention as the personal relationships of these patients are normally unsatisfying, disturbed and habitually unhelpful. Critiques and Concepts Presented In the book, the author clearly states his concept that the quality of the relationship between the psychotherapist and the client is an essential factor in which it has a greater influence in achieving helpful outcomes on the client’s end. As such, this concept tells that a good relationship between the client or patient and the therapist is more inclined to achieve a positive outcome. In addition to this, the author said that in designing psychotherapy, the process of diagnosis must be done accordingly. Hence, the treatment process must be in line with the condition and diagnosis of the client. From a personal point of view, such concepts in psychotherapy may not be as effective as it is perceived by just relying on the stability of relationship between the two parties and the definition of the case. Hence, this should be well-supported with the accorded clinical protocols towards the treatment of psycho disorder. With this, it can be said that a more helpful and positive outcome for the patients as well as for the entire process of therapy is within reach. Conclusion In the end, the approach of Dr. Michael Franz Basch that have developed for the past decades of practicing and teaching in the field psychotherapy is indeed logical and dynamic in which he evidently states that management of the transference relationship is a positive stepping stone for the treatment process. As such, most of his teachings and concepts presented in the book are evidently modern in which his thoughts evades the stiffness that is often associated with the classical psychoanalytical position and seems to be an integration of various techniques from the different disciplines of therapy. Hence, Dr. Basch emphasizes in his concepts that building on the patient’s strengths is more essential and helpful towards effective psychotherapy, rather than concentrating on studying the illness or condition of the patient. Nonetheless, the book â€Å"Doing Psychotherapy† is indeed functional in serving as an ideal guide for the professionals engaged in clinical work. Reference Basch M. (1980). Doing Psychotherapy. Michigan. Basic Books

lung cancer Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Lung cancer is the most common cancer-related cause of death among men and women. Lung cancer can be undetected for many years causing it to become more dangerous and possibly fatal. There is not cure for lung cancer or any cancer, but if detected in an early stage the lung cancer can be detected, treated, and hopefully terminated. There are many new and developing treatments being tested now that may save lives in the future. Through understanding what the lung cancer is, doctors can easily diagnose and assess cancer patients. Lung cancer takes many years to develop. The characteristics of lung cancer the same as any type of cancer but it effects the lungs. Lung cancer is caused by expose to carcinogens or cancer causing materials. After the carcinogens get into you lungs through breathing, the lining of your lungs will develop microscopic usual cells. If the exposure of the carcinogens to the cells increases, the cells will become more cancerous and will start to spread. Each infected cell will not do what it is suppose to do. This can limit the amount of air coming and going into your lungs, preventing the amount of oxygen that gets to your blood. Smoking is leading cause of lung cancer. Smoking causes more than 80% of lung cancer cases. When you smoke you are taking in more that 4,000 different chemicals, which are all proven to be cancerous. Even if you do not smoke you are still at risk for getting lung cancer. Second hand smoke is just as bad as smoking itself. Each of the harmful chemicals can still enter into non-smokers lungs when they are around smokers. Radon is also a leading cause of cancer. Radon is a radioactive gas that is invisible and odorless. Radon can be found in the surface of the earth. When people come in contact with radon it cause the same results as smoking, the cells be come usual. Thus leads to lung cancer. People can also come in contact with carcinogens while they are at work. Many cancer-causing chemicals can be found in the work place such as asbestos, uranium, arsenic, and petroleum. If you are exposed to these carcinogens for long periods of time, just like smoking or radon, you will develop lu ng cancer.   Ã‚  Ã‚  Ã‚  Ã‚  In the early stages of lung cancer it is hard to detect the cancer. The cancer is silent and can grow and develop for years undetected. When the few symptoms... ...t must be careful not to get too much exposure to bright light like sunlight. Many people develop temporary skin darkening, much like having a suntan. Pain is another side effect of PDT. As the diseased tissue breaks down, it causes inflammation, which can cause pain. Fortunately, the pain of PDT is usually mild and is easily controlled with a painkiller. Another side effect of PDT for lung cancer is shortness of breath. This is from the fluid buildup in the lungs after the treatment. It is also caused by the inflammation when the cancer is broken down and removed from the body. The good news about the side effects of PDT is that they are usually temporary. Although lung cancer is the most common form of cancer many new treatments, as well as old treatments, give lung cancer patients a chance at survival. There are many causes of cancer, mainly by being exposed to carcinogens. Most of these causes can be avoided. By understanding what causes lung cancer or even simply not smoking you can lower the chance of developing lung cancer. Through understanding what lung cancer is, what causes it, and how it is treated, patients can make the process of fighting lung caner an easier task.

Joseph Stalin

Spiritual Seminary, which trained him to be a priest. While he was there, he s secretly became infatuated with reading the work of Karl Marx, â€Å"Communist Manifesto. † Josef interest steadily increased, and in 1 899 he claimed he was expelled from the Seminary for Mar exist Propaganda. After Stalin left the school, he joined the militant Bolshevik wing of the Marxism t Social Democratic movement, which was led by Vladimir Lenin. Stalin became an UN detergent political revolutionary who took part in strikes, propaganda distribution, bank heists, and ordered assassinations.He was arrested multiple times and was ultimately ex lied to, and imprisoned in, Siberia. He escaped often times, and was moved up in the rank s of the Bolsheviks. Josef married his first wife, Catering Spavined, in 1906. She died of typhus in 1907, shortly after their son, Yak, was born. Yak died in 1943 as a prisoner of G errand In World War II. Stalin's second wife, Endeared Alluvial, was a daughter of a non there Russian Revolutionary with whom he had several children. This marriage did not last Eng though, ad Endeared committed suicide a few years later.In 1 912 Vladimir Lenin, who was exiled in Switzerland, appointed Stalin to seer eve on the first Central Committee of the Bolshevik Party. The Bolsheviks seized Russ IA in 1917 and was made the Soviet Union in 1922. Lenin was the first leader of the Soviets, a ND by this point Stalin became secretary general of the Central Committee of the Communist Party, with which he gained political support. In 1924, Lenin died and Stalin won a power struggle against Nikolas Buchanan, Level Kinsmen, Alexei Rooky, Mikhail Tomboy, Leon Trotsky, a ND Gregory Genevieve.By the late 1 sass, Stalin was in control of the Communist Party and was the dictator of the Soviet Union. The Soviet Union underwent several longtime plans launched by Stalin to tar misinform it from a overstocking country to an industrial giant. He insisted on a govern interconnec ted economy and on the government taking control farms. Citizens who refuse d to comply with Josephs orders were brutally murdered or exiled. Millions of people died of FAA mine because of the agriculture control. Stalin ruled by striking terror in citizens and possible opponents.He set up a s secret police and encouraged citizens to spy on one another in order to eliminate an Y possible uprising or opposition. Millions Of people were forced into labor or killed if Joss pep considered them a threat. Joseph essentially built a cult around himself by renaming cite s in his honor, having textbooks rewritten to promote him, and tying himself into the Soviet's culture. In 1 939, Joseph Stalin and Doll Hitler signed a nonaggression pact. Stalin the annexed many countries, including Poland, Romania, Estonia, Latvia, Finland and Lithuania.Stalin was warned by America, Britain, and the KGB about a possible break of the Insensitive pact, but chose to ignore the advice. In 1 941, the Nazis inv aded the USSR and approached the capital, Moscow. Stalin ordered any supplies that could be beneficial to the e enemy to be destroyed. In 1 942, the Soviet Army defeated the Germans at the Battle Of SST Leningrad and drove them out of Russia. After this, Stalin took part in conferences with the A Lies. Although Stalin was a loyal ally in WI, he did not abandon the idea of a Com monist empire. Joseph Stalin Spiritual Seminary, which trained him to be a priest. While he was there, he s secretly became infatuated with reading the work of Karl Marx, â€Å"Communist Manifesto. † Josef interest steadily increased, and in 1 899 he claimed he was expelled from the Seminary for Mar exist Propaganda. After Stalin left the school, he joined the militant Bolshevik wing of the Marxism t Social Democratic movement, which was led by Vladimir Lenin. Stalin became an UN detergent political revolutionary who took part in strikes, propaganda distribution, bank heists, and ordered assassinations.He was arrested multiple times and was ultimately ex lied to, and imprisoned in, Siberia. He escaped often times, and was moved up in the rank s of the Bolsheviks. Josef married his first wife, Catering Spavined, in 1906. She died of typhus in 1907, shortly after their son, Yak, was born. Yak died in 1943 as a prisoner of G errand In World War II. Stalin's second wife, Endeared Alluvial, was a daughter of a non there Russian Revolutionary with whom he had several children. This marriage did not last Eng though, ad Endeared committed suicide a few years later.In 1 912 Vladimir Lenin, who was exiled in Switzerland, appointed Stalin to seer eve on the first Central Committee of the Bolshevik Party. The Bolsheviks seized Russ IA in 1917 and was made the Soviet Union in 1922. Lenin was the first leader of the Soviets, a ND by this point Stalin became secretary general of the Central Committee of the Communist Party, with which he gained political support. In 1924, Lenin died and Stalin won a power struggle against Nikolas Buchanan, Level Kinsmen, Alexei Rooky, Mikhail Tomboy, Leon Trotsky, a ND Gregory Genevieve.By the late 1 sass, Stalin was in control of the Communist Party and was the dictator of the Soviet Union. The Soviet Union underwent several longtime plans launched by Stalin to tar misinform it from a overstocking country to an industrial giant. He insisted on a govern interconnec ted economy and on the government taking control farms. Citizens who refuse d to comply with Josephs orders were brutally murdered or exiled. Millions of people died of FAA mine because of the agriculture control. Stalin ruled by striking terror in citizens and possible opponents.He set up a s secret police and encouraged citizens to spy on one another in order to eliminate an Y possible uprising or opposition. Millions Of people were forced into labor or killed if Joss pep considered them a threat. Joseph essentially built a cult around himself by renaming cite s in his honor, having textbooks rewritten to promote him, and tying himself into the Soviet's culture. In 1 939, Joseph Stalin and Doll Hitler signed a nonaggression pact. Stalin the annexed many countries, including Poland, Romania, Estonia, Latvia, Finland and Lithuania.Stalin was warned by America, Britain, and the KGB about a possible break of the Insensitive pact, but chose to ignore the advice. In 1 941, the Nazis inv aded the USSR and approached the capital, Moscow. Stalin ordered any supplies that could be beneficial to the e enemy to be destroyed. In 1 942, the Soviet Army defeated the Germans at the Battle Of SST Leningrad and drove them out of Russia. After this, Stalin took part in conferences with the A Lies. Although Stalin was a loyal ally in WI, he did not abandon the idea of a Com monist empire.

Bat Mitzvah Thank You Speach Essay

I’m am very happy to stand up here in my synagogue as I become Bat Mitzvah knowing that my family has been a part of tbs for many many years. There have been many celebrations on this Bima including my parents wedding and my Dad’s Bar Mitzvah. And, now it’s my turn! Through all the help of my Hebrew School teachers I have not only learned the skills to prepare me for my Bat Mitzvah day but have learned the important mitzvot or commandments of being Jewish. One of those mitzvot is Tikun Olam or making the world a better place. In the next couple of months I will be working on my Mitzvah project. I will be collecting boxes of colored pencils to donate to the unique organization, The Color Pencil Project. This organization is a non-profit organization created to increase the access of art supplies to children in developing countries. I hope you will help me support this wonderful cause. I could not get to this point in my life without the help of many people. So, first off I would like to thank all my family and friends who helped and participated in the service, especially those who have come a great distance to celebrate with me. Thank you to all my Hebrew school teachers especially Morah Sarah who had to deal with me for three years, lead the service Friday night and made my beautiful Tallis. Thank you to Rabbi Scolnic for his support, understanding and guidance. And a big shout out to Marcie (aka Marcielino), for not only being my Halftorah tutor but for being my friend and always having faith in me. btw, stickle it, just a little bit) Thank you Aunt Leslie and Uncle Paul for searching high and low in Jerusalem to find me the perfect Jewish start necklace that I am wearing today! Thank you to Aunt Sharon for having patience and taking me dress shopping and allowing me to borrow these stunning shoes. Thank you to Marissa for being the best cousin and encouraging me to try on my party dress. Thank you to my Grandma for knitting me my Ya lmukah that I will cherish forever. And to my sister, Jess, you have been really patient†¦ not always by chose but, still sat there while I sang my halftorah or doing my work. shes a pretty* good sister for a 17 year old and I love her very berry much(this is where you awww). oh and the most special thank you of them all, to my parents. cant forget that. if my parents weren’t here encouraging me i would honestly only know about 3 verses of the halftorah. I wouldn’t be standing here today without their support and love.

Palestine essays

Palestine essays It can be said that , from the outset, the link between European colonialism in the middle east and the Palestine question, is as strong as the link which exists between the Holy Quran and Muslims, and Jews and the Torah. The reason this statement is accurate is, because the British occupation of Palestine, from 1917 to 1947, was a direct cause of the Palestine question. To understand this point, it is necessary to examine the period in which the British were granted administrative power of Palestine by the League of Nations ,from 1917 to 1948, under the so called Mandate system. The purpose of the mandate was to make the mandated nation capable of self rule by its inhabitants, which in the case of Palestine, was Arab-Palestinians by majority. Instead the British administration in Palestine took Britains self interests into hand and tried to create a national Jewish homeland by Implementing earlier agreements made with Zionist nations, such as the Balfour agreement, Into the manda te which gave them the right to colonize Palestine. This deprived the Palestinians of self-determination and instead made them Another British colony, which led to a Arab revolt. These factors, which must be further looked into to understand there significance to the topic, all contributed to the issue of the Palestinian question , which was placed before the newly formed United nations in April ,1947. To understand the question of Palestine and the conflict which happened because of it Between the Arabs and Jews , we must look to the past of these two groups, for there claims over Palestine have existed since biblical time, and also there religious claims, which adds another Dimension to the conflict. Islam and Judaism have similarities between the two. They both claim from lineage Abraham, the Arab-Muslims from Ishmael, Abraham first son with his handmaiden Hagar. While the Jews, from Isaac, Abrahams and his wife Sarah...

Should You Get a Second Job

Should You Get a Second Job Not making enough to support your lifestyle? Need a little extra in the bank, or for your retirement account (it’s never too early!)? Here are 7 issues to weigh when asking yourself if you should  consider taking a second job. 1. Your Money SituationAre you drowning in debt from a big expense? Anticipating one soon? Or do you need a second job because your primary career isn’t paying you enough to live? If it’s the first thing, proceed. If it’s the second, think about changing jobs instead and shifting into something more lucrative. Otherwise, when contemplating a second job it’s best to make yourself a timeline of how long you’ll work that job to get yourself on more secure footing. Have an exit strategy in mind.2. Your Current Job SecurityIf you’re worried about your job security at your current job, now may be an ideal time to take on a second. You’ll hedge your bets a bit. Just in case anything goes south at your first job , you’ll have a back up plan at least part-time to get you through.3. The Possible PerksSecond jobs can be chosen to benefit you. For example, if you love clothes or makeup or even furniture, a second job in retail can give you access to deep discounts on the stuff you buy the most. That’s two ways you end up richer. Alternatively, you could find a second job in your industry that can increase your skill set and marketability in the long run of your career.4. The Chance to LearnIf you’re contemplating a career or job change down the line, this is a great opportunity to get your feet wet and gain a little experience in another industry. A second job is like a paid internship, giving you a chance to explore your options without any serious commitment.5.  The Realities of Your ScheduleReally budget out your time and schedule- not just your paychecks and your bills. Do you have the time and physical stamina to work two jobs? If you’re up for it, but wary, m ake sure to give yourself an exit date and to consider erring on the side of shorter hours in your second job. There’ll be no use for extra cash if you’re too physically and emotionally exhausted to live your life.6.  Your Current Job and Its DemandsDon’t take a second job only to lose your first because you diluted yourself and eased up on your standard of work. Make sure that you don’t dip in time or energy to compromise what you are already doing.7.  Your Basic PrioritiesThe last thing you need to do is prioritize your life. Would you rather have the time to socialize with friends or to spend with your family or on a hobby- and perhaps draw your financial belt a little tighter? Or is the money your biggest, most dire need? Once you figure out what’s most important, the decision should (almost) make itself.

Plagiarism Essay Example | Topics and Well Written Essays - 1000 words - 4

Plagiarism - Essay Example Plagiarism is a serious offence as it involves intellectual theft which is an offence against the original author. Plagiarism will entail not giving sufficient credit for another author’s ideas or words, claiming to be the author of some work without doing the work and claiming another author’s artistic or scholarly work as your own (Thompson, 2008). Plagiarism is wrong as it involves stealing another authors ideas which is morally not any better than stealing a car, or something else. It is also wrong because it represents information illiteracy as it shows that someone is not capable of researching and presenting one’s own ideas and thoughts, and this means that someone is not capable of handling their own information, which amounts to effective illiteracy. The Internet has made cheating or plagiarism easier than ever before as there are thousands of relevant sources in the Internet and students can simply copy and paste information and use it on their term pap ers or essays. Students may engage in plagiarism for various reasons and it can be intentional or unintentional. At times, students are overwhelmed by workload, and they may have deadlines being the first reason for the lack of understanding of the procedures for citing materials from other sources. Not understanding how to cite will make the student make mistakes while citing sources, and this amounts to unintentional plagiarism. Some students may have bad time management skills, which will result in plagiarizing their assignments or term papers because they do not have enough time to search for information and present it as their own through proper paraphrasing and citation. Deadlines and multiple assignments at the same time make other students plagiarize as they will have not enough time to research and present plagiarism free papers.in the event of trying to hand in assignments on time, students will search the Internet and copy paste information so as to beat the deadlines.

Implementation of ecotourism principles in Pembrokeshire Coastal Essay

Implementation of ecotourism principles in Pembrokeshire Coastal National Park . Success or failure- Conclusion and Abstract - Essay Example The principles of ecotourism as laid down by †¦ have been used as the basis of assessment and the non-compliance with any one of these principles is suggestive of failure. The rationale for the research lies in its interest to the wider community. PNCB in Wales was chosen because of its location and because of the suitability of Wales generally as an ecotourism destination. The collection of data was done by means of survey questionnaires which were done face to face, by telephone interviews and emailed questionnaire. The methodology was both qualitative and quantitative as both served to reinforce and strengthen the other. The findings revealed that even though the visitors to the park were impressed with the scenic beauty and would recommended it as an ecotourism site there were still shortcomings that needed to be addressed. PNCP which was used to test the principles was weak in a number of respects. The management was not able to control the traffic through the park as it is an open area. The full cooperation of the community with the NPA is necessary to facilitate the implementation of the principles of ecotourism. The decision to conserve energy and preserve the environment is currently left to the locals who do not place major importance on the issue at this time. Conclusions, Implications and Recommendations In concluding it is clear from the findings that there is no standard definition for ecotourism. However, the principles have provided sufficient guidelines to indicate that ecotourism principles have not been fully implemented at PNCP. The park is affected by increased tourist visitation with over 4.2 million visitors per year. This problem concurs with Weaver’s (2001) and Butler’s (1991) finding that increased tourist visitation is one of the most persistent problems facing parks and protected areas in the UK. The authorities are unable to control the entrance to the park because it is an open area. There is no real possibility of keeping anybody out. How do you limit the number of visitors in an open area? An additional problem faced in terms of minimising the negative impacts is the fact that ninety nine per cent (99%) of the park is in private hands. This problem may seem irresolvable. However, there is always a way. It simply means that the several owners would have to cooperate in order to facilitate the security of the park for it to implement this particular aspect of the principles of ecotourism. Establishing this principle is and will continue to be the real challenge for PNCP under the existing conditions. This principle, however, may not seem suitable based on the issues on the ground (Diamantis 2004). While people cannot be forced to practice preservation and conservation in terms of the use of energy, recycling and proper disposal of waste, educating them will take some time. It has to start in the schools and other institutions which can help in a positive way. Young children can teach their parents and older siblings a lot. They are the standard bearers of the future. The older folks are already set in their ways and may not think that these efforts will impact their well being in any major way. They are taken up with the daily problems in the economy. However, there are still ways that can be used to get them involved in energy conservation and preservation of the environment. The other major institutions such as the church and local clubs can be used as a means of getting the locals to comply with guidelines. They

Communication, Gender, and Sexuality Blog...I Essay

Communication, Gender, and Sexuality Blog...I - Essay Example nfluenced all aspects of society from the basic family setting where men are viewed as the head of the family with the task of making important family decisions mainly resting on them to the work places where they hold the high esteemed positions. Women have therefore had to fight to be recognized from all fronts. They have learnt how to balance their caring nurturing side with their go-getter side making them a force so powerful. Standpoints have supported strong objectivity whereby marginalized or oppressed people such as women have been made able to create more objective accounts of the world. They have had to adapt to the masculine culture by taking up more male dominated roles like by venturing into fields like engineering which are more technical. In other words they have become bicultural. On the other hand when felt oppressed, they have learnt to stand up for their rights because of the strong objectivity the standpoints have offered them. This is seen vividly when it comes to the issue of women sexuality. They have defended their sexuality from the inhumane practices like rape, domestic violence and harmful demeaning cultural practices. Women have also learnt how to be accountable for the way they articulate their wants and demands. They base their demands on facts that are rational detaching all the emotional aspects that would discredit their plea on the basis that they are weak. Women have learnt how to look out for their

The Leadership Processes Of Daimler Chrysler

The Leadership Processes Of Daimler Chrysler Since its establishment in 1924, Chrysler has been the leading automobile company manufacturing various motor vehicles such as the Chrysler Six; which was the one of the first modern cars to be built. Chrysler Six was claimed to be the first car scoring several firsts, for instance, oil filter, air cleaner, high compression engine, four wheeled hydraulic brakes and other such tech parts. Chrysler took over its competitor, American Motors Corporations in 1987. This was one of its initial mergers and acquisitions that placed Chrysler on the third position of United States auto manufacturers. On the 12th of January 1998, Chrysler Corporation merged with the German company, Daimler. In the period leading up to the merger, both companies were experiencing high profit growths. Daimler admired Chryslers entrepreneurial spirit and innovative thinking while Chrysler respected the methodological engineering and technical capabilities of Daimler. The two companies were interested in a merger as it would complement their capabilities and resources which would produce greater profits. The merger was touted as a corporate merger of equals and held high expectations among all stakeholders of the organizations (Darling, Seristo, Gabrielsson, 2005). Soon after the merger, both subgroups experienced various conflicts due to different national and corporate cultures, business practices, management and leadership styles and inefficient communication networks. Negotiations between senior leaders frizzled and led to the lay-off of then Chryslers CEO, Robert Eaton. Due to the lack of management support, communication and the eventual domination of Daimlers culture over Chryslers, key executives who had been credited with Chryslers success in the 1990s left the organization. This resulted in a management brain drain which evolved into a crisis situation for DaimlerChrysler. Subsequently, an organizational restructuring, production cutbacks and cost cutting measures were announced. However, it was unable to resolve the crisis and thus faced huge losses which eventually resulted in a merger failure. Chrysler dropped from its third position in the United States automobiles chart when it went through a merger with Daimler-Benz. Although it was a merger of equals, it was soon overridden by Daimler-Benz due to Globalization, Classical Approaches, Systems Approaches, Management Styles, Leadership Processes as well as Culture. Soon it was realised that Daimler and Chrysler could not function successfully, and thus in 2009 DaimlerChrysler filed for bankruptcy which left a mark on the history of United States automobiles. The main focus of our report will centre on Chrysler, throughout the period before and during its merger with Daimler, and how internal and external factors affected its operations. GLOBALIZATION When Chrysler first started out, it scored several firsts in the industry such as an oil filter, air cleaner, high compression engine, four-wheel hydraulic brakes, and other advanced Chrysler parts. As the company progressed on, it went through several disturbances in its environment continuing into its merger with Daimler. Globalization started taking its toll on Chrysler.Globalization, according to Miller, K. (2009), is the improvement of transportation and telecommunications system making our world, both on a personal and organizational level ever more connected, efficient and interconnected towards a more global economy (p. 2). Chrysler embarked on its journey of manufacturing efficient automobiles through various improvements such as significantly expanding the electronics and computer content on vehicles, with applications ranging from power train controls for improved fuel economy and reduced emissions, to enhanced safety systems and chassis controls and to on-board communication systems. Moving on in the years, Chrysler developed vehicles using outdated and expensive structures even as its sales and resources shrinked. Since Chryslers business was heavily weighted to North America, this made the organisation more vulnerable to local economic fluctuations and less able to take advantage of developing markets, as stated by the New York Times. Climate change also made an impact on Chrysler. As Stephen J. G. said, The decision to drive cars long distances to work was common among people in North America and Europe in the past 60 years. Cities grew larger. The development of suburbs often placed homes far from work places; massive road construction encouraged extravagant car useà ¢Ã¢â€š ¬Ã‚ ¦Driving a car is the most air polluting act an average citizen commits. Chrysler produced auto vehicles that were manufactured without any consideration to its environment. Stephen J. G. (2008), said that Chrysler faced criticisms for their larger vehicles as they were exploiting the innate human tendency to seek domination over othersà ¢Ã¢â€š ¬Ã‚ ¦Bigger is better. However, in 2009, due to climate change, Chrysler changed their tactics, targeting buyers with their higher fuel efficiency and smaller automobiles. Soon after, Chrysler came up with a Hybrid car which boasted fuel efficiency. Chrysler is further expanding on this idea by following it through till 2011 by making new models of the car but using the same technology, for instance, the electric vehicle Dodge Ev. We can view Chrysler in two different views, namely the Utopian view and the Dystopian view. For the Utopian view, we know that Chrysler will continue to change along with globalization and expand its horizons further than North America. It can also adapt with other cultures and societies by learning from its past and bringing it forward to use it in its future. Despite several downfalls, Chrysler always manages to pick itself up and survive through mergers, with Daimler in 1998 and Fiat in 2009. In terms of the dystopian view, clearly, due to its several changes, Chrysler is losing its original organizational structure. Chrysler is maintaining its image by retaining the Chrysler logo for its automobiles despite merging with various other organizations. Nevertheless, even though Chrysler has worked hard to preserve its external image, it has undeniably lost its charm to potential buyers and its customer base. SYSTEMS APPROACHES During the period of cultural change in the 1990s, Chrysler made some improvements to its organizational system. It increased the involvement of people in its operations which improved the permeability of its operations with its suppliers and customers. Before the merger with Daimler, Chryslers management had allowed permeability in its operations in which there was a two way communication between Chrysler and its customers through feedback and information flows. Recognizing the importance of receiving information from customers for improving their focus on development, Chryslers system processes utilized positive, growth and deviation amplifying feedback. In which, customers were requested to provide feedback about their products. Through processing these inputs from customers and workers, Chrysler modified its products to achieve higher profits (Zatz, 1994). In addition, Chrysler improved its system properties namely, holism and negative entropy. The CEO, designers and assembly line workers held meetings together to create and gather information and ideas. This resulted in the creation of successful products by the company (Zatz, 1994). This shows the property of holism where the end product achieved was greater in value than what the employees could have created individually. Chrysler also practiced negative entropy as it valued customers feedback and provided information of its operations to the public. However, after the merger with Daimler, Chryslers existing organizational system processes and properties were replaced by the dominant Daimlers system. This resulted in organizational restructuring, production cutbacks, cost cutting measures and numerous worker layoffs. The loss of Chryslers successful system resulted in high losses for DaimlerChrysler (Darling et al, 2005). The merger also brought about a high level of uncertainty among employees of Chrysler. According to Cervone, T (2009), communication was an area where DaimlerChrysler fell apart, because there were differences about what needed to be communicated and how to communicate. Daimlers style of communication was solely top-down management communication. However, Chrysler used a more in-depth and extensive communication network with its employees. Therefore as employees were unable to receive important information after the merger, equivocality was high among employees of Chrysler. This was due to the different enactments by employees which created multiple informational environments due to the limited information received in the communication networks. Karl Weicks Theory of Organizing states that reducing equivocality is central to the process of organizing in an organization. It also states that through the use of assembly rules and communication cycles, equivocality should be resolved. In the case of DaimlerChrysler, no effort was made to reduce equivocality and this eventually resulted in the departure of key executives of the organization, creating huge losses for the merger (Darling et al, 2005). The period of merger was a time of uncertainty, disorder and constant conflicts among employees of Daimler and Chrysler. There were various conflicts that stemmed from a vast difference in national and corporate cultures, conflicts on compensation as well as travel expenses. Failure to integrate or assimilate the organizational practices and cultures of both companies created disorder in the merger. Furthermore, the period after Chryslers CEO was fired by Daimler due to differences and the subsequent domination of Daimlers management, pulled Chryslers employees further into disorder (Darling et al, 2005). The New Science Systems Theory states that when systems are at the edge of chaos, order can emerge from disorder. It emphasizes the importance of relationships and being open to information to create new and innovative organizational processes. The high level of disorder present in the merger could have been advantageously used by the management of DaimlerChrysler to create a sustainable and innovative new system. However, as there were problems in the management itself and a lack of information flow and disharmony among employees in the organization, this opportunity was lost to DaimlerChrysler. CLASSICAL APPROACHES As with most German companies, Daimler embodied the concept of absolute formality. There was a high emphasis placed on the respect that junior workers had to show those higher up in the hierarchy, and it was expected of workers to take extreme care not to make mistakes when names and titles were concerned. Chrysler, being an American company, was practically the complete opposite of this. There was very little emphasis placed on hierarchies within the company, and the management encouraged a very comfortable, relaxed atmosphere. Many a time, mid-level executives could make decisions without fear of negative repercussions from higher-ups. In fact, it was this spontaneity and risk-taking attitude that Chryslers success was partially attributed to. (Vance Paik, 2006.) Upon the merger of the two companies, the actions of Daimler-side co-chairman Schrempp made it clear that despite touting the merge as a marriage of equals, Daimler was still fighting to retain dominance in the newly merged DaimlerChrysler. The Chrysler executives were used to ensuring that their opinions were heard by the rest of the board, no matter what their level was in the corporate hierarchy. This style of communication was unheard of in German companies, and Schrempp felt so threatened by this openness that he removed them from the company to preserve his position and power. (Badrtalei Bates, 2007.) Schrempp also axed some individuals from the post-merger management board, and a large majority of those fired hailed from the Chrysler division. Communications-wise, we can see that Daimler favored a top-down, formal style of communication within the company as seen from their strict hierarchy and style of decision-making. Chrysler, on the other hand, preferred to encourage an open floor of discussion, allowing as many employees as possible to participate and took their input into consideration. The main mistake committed by the DaimlerChryslers managerial board was that of being far too rigid when it came to the issue of communications within the company. (Vance Paik, 2006.) In Daimler-Benz, all decisions were made by a board of management executives in the main headquarters in Germany. Those in the lower levels of management had no power in making decisions, as everything would first have to be put past those at the very top of the corporate hierarchy. This cost the company their stability in the time period immediately after the merger, where many problems had the tendency to occur. Despite Chryslers executives being those who were used to making decisions on their own, without having to go through higher levels of authority, they were unable to make any quick decisions which might have saved the company due to Daimlers insistence on forcing them to adopt German style of decision making, which was an arduous, intricate process, and thus took a very long time. Although Frederick Taylors theory of Scientific Management offers that there is only one best way to accomplish any task, the case of DaimlerChryslers failed merger shows that this is not necessarily so there are situations which call for spontaneous, quick thinking as well. (Badrtalei Bates, 2007.) The reason for Chryslers apparent assimilation into Daimler, as opposed to there being a stabilized platform of equals between the two, was made clear by the remark passed by Schrempp in an interview conducted in October 2000. In it, it was insinuated that the German co-chairman had intended for it to be an acquisition of Chrysler instead of a merger of equals from the very beginning. This was ironically the exact same view that Chrysler chairman Robert Eaton had rejected so vehemently. It is then easy to see exactly why such a large majority of the Chrysler executives (about two thirds) had been either fired or left the company and replaced by managers from the Daimler corporate grid (Darling et al., 2005). DaimlerChryslers Hierarchy MANAGEMENT STYLE Despite many labelling the merger of DaimlerChrysler as the deal of the century (Keegan, 2005) where the merger of equals would bring out the best of both organisations, DaimlerChrysler went under major crisis after their merger. According to Darling, Seristo and Gabrielsson (2005), crisis is defined to be situations that interrupt an organisations usual activity and process (pp. 346-347). Crisis occurred within the newly merged company due to a few reasons; Firstly, the merger of Daimler and Chrysler resulted in irreconcilable differences in its managerial and leaderships styles. Managerial-leadership, or the lack of it, makes or breaks an organisation in times of crisis. According to Blake and Moutons Managerial Grid, Chryslers management belonged to the Country club style of management, where organisational leaders exhibited a high concern for its people as compared to the low concern for production. Chrysler, being an American based company, had its managers concentrating efforts on the establishment of a pleasant workplace with friendly and comfortable human relations. On the other hand, Daimler exercised the authority compliance style of management. As quoted from Daimlers Chairman Dieter Zetsche, Daimler systematically train [their] employees so that every one of them clearly understands that compliance is not optional its an integral element of [their] corporate culture (2009), which is characterised as high concern for production and low concern for people. The organisations main objective would be to ensure that its managers focus on arrangements of components in the workplace to maximize efficiency and attain goals. Hence, unlike the American based Chrysler, German Daimler management had little concern for human needs. According to Darling et al. (2005), The DaimlerChrysler merger à ¢Ã¢â€š ¬Ã‚ ¦ was not an ordinary merger. This merger had embedded within it the existence of two very strong yet different organizational cultures that were expected to become integrated to facilitate achievement of the goals and objectives of the merged cross-cultural global enterprise. Failure to successfully integrate the two cultures gave rise to a crisis that à ¢Ã¢â€š ¬Ã‚ ¦ threaten[ed] the existence of DaimlerChrysler. As there was no clear distinction of a culture after the merger, employees from both companies encountered various intergroup conflicts. These conflicts escalated during the interactions of these now interdependent sub bodies of an organisation that lived in mistrust and continued to perceive opposition of goals, aims, and values, each perceiving the other party as potentially interfering with the realization of these goals. Both companies failed to drop their existing organizational culture and find a shared direction or vision. The merger was thus marked by deep distrust between the two subgroups, as could be seen from how Daimler and Chrysler both openly showed their conflict. They failed to reach a compromise, much less a collaboration to solve the differences to resolve the conflict. Many later commented that the DaimlerChrysler merger was nothing more than an outright acquisition of Chrysler by the German automaker (Keegan, 2005). American President of Chrysler group Jim Holden, together with the management, was eventually replaced by Zetsche and the German management from Daimler, who tries to instil the German practice on the American organisation, hence causing the organisational culture of Chrysler to be dominated by the Daimler management. As the merged organisation fought to survive in the highly competitive manufacturing sector, they adopted the Likerts System I due to the Blake and Moutons Authority-Compliance leadership style, the exploitative authoritative organisation, which is characterised by motivation through downward communication, top-level decision making, the giving of orders, and top level control. Although the strict hierarchical regime might have worked with the German Daimler, it only served as a harsh culture shock to American based Chrysler. Chrysler and Daimler succeeded on their own because of their unique features. Merging without collaboration simply meant that their uniqueness had to be sacrificed, hence causing them to lose their edge in the market. LEADERSHIP PROCESSES After the merger of DaimlerChrysler both subgroups experienced a high level of change. Many problems surfaced during the organizational change process. Firstly there was a lack of management support by Daimler and Chryslers management. According to Darling et al. (2005), Chryslers CEO, Robert Eaton who was in charge of the integration of the two companies, lacked the leadership skills or political savvy needed to help the new entity develop a unique culture that represented the best of both worlds. Secondly there was inconsistent action on the part of the management on both sides. Daimler-Benz and Chrysler both had extremely different styles of management and corporate culture. As a result, both companies experienced clashes in operational practices during and after the merger, which quickly escalated in intensity and frequency to the point where the merged company found itself entering a state of crisis (Darling et al, 2005). The leaders of DaimlerChrysler were thus unable to form a clear management vision to be shared with others in the organization. Ownership tension, characterized in this case by these two issues, hampered the successful implementation change efforts and subsequently resulted in a failed merger. In addition, communication between the two subgroups was poor. Daimler practiced an autocratic top down communication style, while Chrysler used an in depth and extensive communication style (Cervone, 2010). As the cultures and communication networks of the two subgroups were not assimilated, there was no clear communication network to both subgroups. Also there were differences about what needed to be communicated. This resulted in uncertainty and anxiety among all organizational members. Despite the multitude of problems experienced by DaimlerChrysler, during the change process, there was no clear effort by the leaders to successfully implement the change process by providing effective management support and reducing uncertainty for organizational members. These problems escalated and subsequently became one of the main factors that caused the merger failure. CULTURE In the early 1990s, Chrysler experienced several problems that stemmed from a lack of a strong culture in the organization. Chrysler was historically known for its innovation but along the years, lost its core value by producing outdated products. Its relationships with its customers and various stakeholders deteriorated. These problems adversely affected the companys profits (Zatz, 1994). In order to boost its falling profits, Chrysler made efforts to create a strong organizational culture that increased individual and organizational performance to greater levels. Chrysler began by revamping its core assumption of innovation with a multitude of effective values. These values supported individual participation, growth and improvement in processes which resulted in an overall increase in organizational performance. They are also described as themes for excellent cultures by Peter and Waterman. The values Chrysler incorporated are; the involvement of people in which ideas were solicited from suppliers, customers wants and needs were collated via customer feedback, assembly line workers were included in the planning process and mechanics were consulted early in the process. The value of learning or the Hands-on, value driven theme in which members actively took part in the analysis of past mistakes and achievements in order to improve their overall processes was implemented. In addition the value of quality was created. Chrysler had in place a product quality improvement partnership program to improve quality by increasing teamwork. This is similar to the theme of Simultaneous loose-tight properties as employees exhibited a unity of purpose of achieving quality through diversity in the form of teamwork. The program was a success as it produced the 1966 Grand Cherokee and Chrysler PT cruiser which consistently appeared at the top of the quality charts (Zatz, 1994). These values were encouraged by top management and in time, supported by all employees. This form of synergy was represented in the organizations behaviours and artefacts. Chrysler adopted a participative decision making style, practised wide communication on all networks, implemented low power distance which resulted in a freewheeling open culture that was indifferent to positions or hierarchy. Chryslers Onion Model in the 1990s In 1998, Chrysler merged with Daimler. The merger was touted as the merger of equals. However, Daimler and Chrysler failed to consider the vast differences in their national cultures during merger negotiations. This led to conflicting corporate cultures, unresolved problems and ultimately a failed merger (Darling et al, 2005). The German culture of Daimler-Benz was generally less individualistic then Americans. They were uncomfortable with anxiety and ambiguity, practised indirectness in communication and gave respect for title, age and background. While, Daimlers culture consisted of an autocratic leadership style, top- down management and limited involvement of employees. Daimler was characterized as being conservative, efficient and safe. This collided with Chryslers values and opposed its American values of a free-wheeling and open culture. They were characterized as being risk-taking and innovative. Therefore, misunderstandings soon occurred due to the differences in their communication styles, planning and decision-making processes and leadership styles (Darling et al, 2005). During the merger, there were long heated discussions between the CEOs of Daimler and Chrysler about the differences in their corporate cultures and behavioural traits. They recognized the differences but were unsure of how to assimilate the cultures. Finally, they decided that if the differences were far apart, they would pick a spot in the middle and they would merge (Cervone, 2010). By doing so, the CEOs failed to recognize that organizational cultures are often ambiguous. There are potentially multiple manifestations to a corporate culture which are diverse and dynamic. Thus, picking a spot in the middle of two different cultures will not create an effective culture for DaimlerChrysler. Also, organizational cultures are not unitary. It is impossible to characterize an organization as having a single culture as there are multitudes of subcultures existing in conflict or harmony with one another. As such, the CEOs decision to pick a culture that is midway between their cultures will not result in success. This would fail to recognize the subcultures within the organization that largely impacts its behaviours and decisions. In addition, organizational cultures are complicated. Integrating two independent companies with divergent cultures into one cohesive organization is a major undertaking (Zatz, 1994). Simply picking a culture will not create a sustainable culture for DaimlerChrysler. This objectifies culture by simplifying it and de-emphasizing the complex processes via which organizational culture is created and sustained. Culture is in actuality pervasive and it affects the everyday business of the firm (Weber, Camerer, 2003). Thus, more effort is needed to collaborate both cultures. The leaders should create joint basic assumptions and related values for the organization. This would create a shared meaning among all employees and subcultures which would in turn create similar behavioural traits. This level of synergy in cultures will result in success for DaimlerChrysler. Furthermore, organizational cultures are emergent. It is a product of constant interrelationships between organizational members in different contexts and settings. After the merger, cultural workshops were put in place to integrate both subgroups of the company. These workshops were not supported by both members and thus failed. Subsequently, no other efforts were made by the management to integrate the members. As no clear distinction of a culture was made, Daimlers culture grew to be more dominant and oppressing to employees of Chrysler. Employees became increasingly dissatisfied and there were constant cultural collisions in the interrelationships between Daimler and Chryslers employees. This led to the departure of key Chrysler executives who had led the company to success in its domestic and international markets for creativity, efficiency and profitability. As a result, the companies faced huge losses (Zatz, 1994). This situation could have been avoided by integrating employees of both corporations. By creating opportunities for employees to interact in settings such as orientation of members to the newly merged company, company events, department dinners or joint work teams, would have increased familiarity and created cohesive relationships between employees. Also, communication networks should be expanded and fully utilized to disseminate information during the merger in order to reduce uncertainty and increase support of the merger. These methods would have allowed a cohesive culture among members of both companies to emerge over time. CONCLUSION Why was Chrysler a success? Chrysler initially pioneered several automobile parts, making it more accepted in the automobile market. After being criticised for not being environmentally friendly, Chrysler replied to the criticisms by introducing a new line of automobiles such as Hybrid cars and electric cars in the Dodge EV series and brought the brand back into demand. Why was DaimlerChrysler a failure? The merger of Daimler and Chrysler did not thrive as many people had predicted. It would have became the collaboration of the century if only they had managed to solve the problems that occurred within the newly formed DaimlerChrysler. The issues they faced were: There were problems with the organizational system processes of the newly merged organization. Chrysler, on its own, constantly strived to improve its system properties, for instance, holism and negative entropy. However after it was merged with Daimler, they went under organizational restructuring, production cutbacks, cost cutting measures and numerous worker layoffs resulting in a high level of uncertainty among employees due to limited information received in communication network. Daimler embodied the concept of absolute formality, while Chrysler placed very little emphasis on hierarchies within the company. Furthermore, Daimler was still fighting to retain dominance in the newly merged DaimlerChrysler. The main mistake committed by the DaimlerChryslers managerial board was them being far too rigid when it came to the issue of communications within the company. The lack of a suitable managerial-leadership also caused a crisis. Daimler exercised the authority compliance style of management over Chryslers style of management of the Country club. The merger was thus marked by deep distrust when they failed to even reach a compromise to resolve their conflict. Chrysler experienced several problems that stemmed from a lack of a strong culture in the organization. Chrysler was historically known for its innovation but along the years, lost its core value by producing outdated products. Daimler and Chrysler failed to consider the vast differences in their national cultures and assimilate them during merger negotiations, thus causing DaimlerChrysler to lose its edge in the market, which ultimately led to a failed merger. What they should have done to solve the problems? During the negotiations prior to the merger, leaders of Daimler and Chrysler should have identified the vast differences in the national and corporate cultures of both companies. As both of the companies merged to complement their capabilities and resources, the domination and oppression of Daimlers culture over Chrysler adversely affected the merger. Chrysler experienced a loss of culture and an erosion of its successful values which reduced its overall capability. Therefore, the leaders of DaimlerChrysler should have exhibited cultural sensitivity and emotional intelligence to facilitate the growth of a cohesive culture. Through the collaboration of shared meanings and values, DaimlerChrysler would have created a successful merger. What happened to Chrysler in the end? Chryslers sales tumbled 30 percent in 2008 and it ended the year with only $2 billion in cash and reliant on a government bailout to keep it afloat. After which Fiat took an interest in Chrysler after thorough research of whether it will have minimal downside and be profitable. As JP Morgans analyst Himanshu Patel said, the merger for both Fiat and Chrysler could help the U.S. automaker secure another round of bailout funds. This is a strategic alliance, said Tim Ghriskey, chief investment officer with Solaris Asset Management in New York By Gilles Castonguay and Poornima Gupta We hope that Chrys