The Odyssey an Example of the Topic Literature Essays by

The Odyssey Composed around 700 BCE (Before the Common Era), Homers Odyssey gives a unique view into Greek culture in the Bronze Age and about the twelfth century BCE. By examining this work closely, we can see how the Greeks saw themselves. Many also consider the work as a kind of continuation of Homers epic The Iliad. The Odyssey is a tale of Odysseus wanderings. Eventually, he returns home to Ithaca, after ten years of war. Need essay sample on "The Odyssey" topic? We will write a custom essay sample specifically for you Proceed Many perse facets of Greek life and culture are reflected from the text. One very important aspect is the importance of gods, goddesses and pinity. Throughout the story the gods help the characters, or show their wrath for them. But what stands out in The Odyssey is Homers depiction of characters, especially Odysseus. Odysseus is bright, intellectual, and rational. He thinks before he acts, which is makes him admirable and competent. Unlike typical heroes Odysseus has the gift of intelligence, in addition to brute force. He does not react to anything spontaneously, and thinks before saying or doing anything. This is clearly evident in many instances in the text. He uses tricks and wit to escape from risky situations. Undergraduates Frequently Tell EssayLab support:I'm not in the mood to write my essay online. I don't have the timeSpecialists suggest:Get The Best Writing Essays Ever In TimeCollege Essay Writing Service Get Paid To Write Papers Pay to Get Assignments Done Buy An Essay For College Odysseus seems to be a perfect blend - he is a good athlete, and has a sharp witty mind. It is Odysseus who employs his strategies which result in the victory of Greece and the fall of Troy. Many critics and scholars agree that this was indeed, unconventional, considering the time The Odyssey is set in. All that was important was war, honor, valor and courage. Defeat was humiliation. Humiliation was disgrace. Brute force was what a mans strength was judged by. But Homers work, in that respect seems to be unconventional and new. His hero was not just a warrior. He was a man with a mind that could reason. But Odysseus does have his weaknesses. And the greatest of those was his conceit. Like many of the male characters of Greek literature, he too has his egotistical pride. Apart from mental capability, another theme that occurs often is that of loyalty. Penelope, Odysseus wife never betrays him. Odysseus maid, Eurycleia recognizes him even though he is disguised as a beggar. Odysseus dog too is faithful to him. Physical strength and manhood were also equally important, with strength deciding who was better, and who was not. In fact, the final completion between Odysseus and Iros reveals that it was indeed muscle that would decide who would win Penelopes love. Eating, drinking, dancing and singing were recreational activities everyone indulged in. But what was most important and fore-most in Greek life and culture was religion. Amply obvious in the text, the pine were given most importance and respect. Fate and future lied in the hands of the Olympian gods. People made countless sacrifices to different gods to earn their goodwill and support. Disrespecting the gods meant invited gods wrath and anger on oneself. Another central aspect was that of progeny. One can conclude that the importance of the father-son relationship was much more than that of any other relation. The role of family life seems to be cardinal in The Odyssey. Odysseus has not returned home after ten years of war. But war does not form the major theme in the Odyssey. Homers epic is about Odysseus journey back home. We learn that he has been trapped by the beautiful Calypso at her island. He has no means of escaping and longs for his home and family. Back at Ithaca, his homeland, a number of rowdy angry suitors are trying to woo Penelope, Odysseus wife, believing him to be dead. Odysseus son Telemachus is enraged, but does not have the power or the authority to throw them out. Here is when gods and goddesses on Mount Olympus make a plan to guide Odysseus back home. Athena, in particular helps Odysseus and Telemachus throughout the story, saving them from disasters several times. Poseidon, the god of the sea though, loathes Odysseus. Odysseus had earlier, blinded Poseidons son - the Cyclops Polyphemus. Zeus, the god of gods holds a neutral bearing. He helps Odysseus, but at times works against him. Zeus helps Odysseus escape from Calypsos island, on a ship. But when Poseidon finds Odysseus sailing alone, he mounts an attack, leaving him at the land of the Phaeacians. The Phaeacians treat him with respect, recognizing who he is, and he relates his story to them. Later the Phaeacians help Odysseus reach Ithaca. Odysseus arrives disguised as a beggar, by Athena. He along with Telemachus formulate a plan to get rid of the rowdy suitors. Odysseus, in his disguise learns many things. Those who truly love him recognize him even in a beggars garb. He arrives in his palace safely, without arousing suspicion, and later, proves to everyone, that indeed, he is the king Odysseus. Homers epic finishes with Odysseus finally reuniting with his family, and with his kingdom. Family in The Odyssey is the focal point of the story. Odysseus wants to see his family desperately. His son sets out on a dangerous perilous journey, risking his life in quest of his long lost father. Penelope, Odysseus wife remains loyal to him even after years of his absence. Poseidon wants to avenge the injustice done to his son. The father-son relation is portrayed in many different dimensions by Homer. But the one common factor in all of them is the veneration of this relation. Both the father and the son respected each other, and understood the significance of their bond. The most significant one is the relation between Odysseus and his son Telemachus. The bond is characterized by not just progeny, but also by a feeling of mutual understanding and belonging. Telemachus grows up in his fathers absence, yet that does not blemish the connection between them. Their bond is characterized by loyalty and protection of their kingdom. But there are other values too that characterize the father-son bond. The bond between Poseidon and his son is fuelled by their anger against Odysseus, rather than a feeling of love. Poseidon will do anything to prevent Odysseus from making it back home. Both Poseidon and Polyphemus have little mutual understanding, but one emotion unites them - the one of hatred, jealousy and resentment for Odysseus. Another father-son relation is the one between Odysseus and his father Laertes. Even though Laertes appears at the end of the story, his presence is significant enough. He is aging and old, but his spirit is revived with his sons return. It is he who saves Odysseus from the bitter suitors; Antinous was the most eager suitor, planning to kill Telemachus to have his way unhindered. Laertes kills Antinouss father, and brings the attack to an end. Odysseus himself kills Antinous. Other examples of father-son relations include Nestor and his son Peisitratus; both help Telemachus in his journey. Homer clearly portrays the idea of continuity between generations. All the sons were like their fathers, and it is evident that they will have the same relations their fathers had with each other. Telemachus, like his father was bright and talented. He fights for the same goals and aims his father fought for. He wants to protect the family estate, but is under constant attack from the suitors. Many claim that he was not as intelligent as his father, but others claim that he was young, would eventually mature into a bright man like his him. Polyphemus too, is like his father Poseidon- bitter and vengeful. A less significant father-son pair of Nestor and Peistrauts also follows the same pattern. Both help Telemachus. In fact, we learn that earlier Nestor had assisted Odysseus. Later his son Peistratus accompanies Telemachus till Sparta to help him. Antinous and his father are both ungrateful and self-seeking. From all these examples, it is clear that even after a generation, the emotions, whether good or bad continue. Even though Homers work was widely acclaimed and loved, many believe that it was too idealistic. Good always triumphed against evil, and the hero was always victorious. But it was not just Homers idealistic plots that made his works successful. Many themes in his play contributed to his success. He blended religion, culture, honor and mystery in a most artful way, and came up with mythological masterpieces. Homers work continues to be one of the most widely read works of Greek literature. His writings have preserved the culture and customs of ancient Greece forever. Works Cited: Bookrags, The Odyssey Booknotes Summary, retrieved from http://www.bookrags.com/notes/od/CHR.html ThinkQuest, Odysseus, the Hero, retrieved from http://library.thinkquest.org/19300/data/Odyssey/odysseus.htm Sparknotes, by Barnes and Noble, The Odyssey, Homer, retrieved from http://www.sparknotes.com/lit/odyssey/canalysis.html

Differences Between Bacteria and Viruses

Differences Between Bacteria and Viruses Bacteria and viruses are both microscopic organisms that can cause disease in humans. While these microbes may have some characteristics in common, they are also very different. Bacteria are typically much larger than viruses and can be viewed under a light microscope. Viruses are about 1,000 times smaller than bacteria and are visible under an electron microscope. Bacteria are single-celled organisms that reproduce asexually independently of other organisms. Viruses require the aid of a living cell in order to reproduce. Where They Are Found Bacteria: Bacteria live almost anywhere including within other organisms, on other organisms, and on inorganic surfaces. They infect eukaryotic organisms such as animals, plants, and fungi. Some bacteria are considered to be extremophiles and can survive in extremely harsh environments such as hydrothermal vents and in the stomachs of animals and humans.Viruses: Much like bacteria, viruses can be found in almost any environment. They are pathogens that infect prokaryotic and eukaryotic organisms including animals, plants, bacteria, and archaeans. Viruses that infect extremophiles such as archaeans have genetic adaptations that enable them to survive harsh environmental conditions (hydrothermal vents, sulphuric waters, etc.). Viruses can persist on surfaces and on objects we use every day for varying lengths of time (from seconds to years) depending on the type of virus. Bacterial and Viral Structure Bacteria: Bacteria are prokaryotic cells that display all of the characteristics of living organisms. Bacterial cells contain organelles and DNA that are immersed within the cytoplasm and surrounded by a cell wall. These organelles perform vital functions that enable bacteria to obtain energy from the environment and to reproduce.Viruses: Viruses are not considered cells but exist as particles of nucleic acid (DNA or RNA) encased within a protein shell. Some viruses have an additional membrane called an envelope that is composed of phospholipids and proteins obtained from the cell membrane of a previously infected host cell. This envelope helps the virus enter a new cell by fusion with the cells membrane and helps it exit by budding. non-enveloped viruses typically enter a cell by endocytosis and exit by exocytosis or cell lysis.Also known as virions, virus particles exist somewhere between living and non-living organisms. While they contain genetic material, they dont have a cell wa ll or organelles necessary for energy production and reproduction. Viruses rely solely on a host for replication. Size and Shape Bacteria: Bacteria can be found in a variety of shapes and sizes. Common bacterial cell shapes include cocci (spherical), bacilli (rod-shaped), spiral, and vibrio. Bacteria typically range in size from 200-1000 nanometers (a nanometer is 1 billionth of a meter) in diameter. The largest bacterial cells are visible with the naked eye. Considered the worlds largest bacteria, Thiomargarita namibiensis can reach up to 750,000 nanometers (0.75 millimeters) in diameter.Viruses: The size and shape of viruses are determined by the amount of nucleic acid and proteins they contain. Viruses typically have spherical (polyhedral), rod-shaped, or helically shaped capsids. Some viruses, such as bacteriophages, have complex shapes which include the addition of a protein tail attached to the capsid with tail fibers extending from the tail. Viruses are much smaller than bacteria. They generally range in size from 20-400 nanometers in diameter. The largest viruses known, the pandoraviruses, are about 10 00 nanometers or a full micrometer in size. How They Reproduce Bacteria: Bacteria commonly reproduce asexually by a process known as binary fission. In this process, a single cell replicates and divides into two identical daughter cells. Under proper conditions, bacteria can experience exponential growth.Viruses: Unlike bacteria, viruses can only replicate with the aid of a host cell. Since viruses dont have the organelles necessary for the reproduction of viral components, they must use the host cells organelles to replicate. In viral replication, the virus injects its genetic material (DNA or RNA) into a cell. Viral genes are replicated and provide the instructions for the building of viral components. Once the components are assembled and the newly formed viruses mature, they break open the cell and move on to infect other cells. Diseases Caused by Bacteria and Viruses Bacteria: While most bacteria are harmless and some are even beneficial to humans, other bacteria are capable of causing disease. Pathogenic bacteria that cause disease produce toxins that destroy cells. They can cause food poisoning and other serious illnesses including meningitis, pneumonia, and tuberculosis. Bacterial infections can be treated with antibiotics, which are very effective at killing bacteria. Due to the overuse of antibiotics however, some bacteria (E.coli and MRSA) have gained resistance to them. Some have even become known as superbugs as they have gained resistance to multiple antibiotics. Vaccines are also useful in preventing the spread of bacterial diseases. The best way to protect yourself from bacteria and other germs is to properly wash and dry your hands often.Viruses: Viruses are pathogens that cause a range of diseases including chickenpox, the flu, rabies, Ebola virus disease, Zika disease, and HIV/AIDS. Viruses can cause persistent infections in which t hey go dormant and can be reactivated at a later time. Some viruses can cause changes within host cells that result in the development of cancer. These cancer viruses are known to cause cancers such as liver cancer, cervical cancer, and Burkitts lymphoma. Antibiotics do not work against viruses. Treatment for viral infections typically involve medicines that treat the symptoms of an infection and not the virus itself. Antiviral drugs are used to treat some types of viral infections. Typically the hosts immune system is relied upon to fight off viruses. Vaccines can also be used to prevent viral infections. Differences Between Bacteria and Viruses Chart Bacteria Viruses Cell Type Prokaryotic Cells Acellular (not cells) Size 200-1000 nanometers 20-400 nanometers Structure Organelles and DNA within a cell wall DNA or RNA within a capsid, some have an envelope membrane Cells They Infect Animal, Plant, Fungi Animal, Plant, Protozoa, Fungi, Bacteria, Archaea Reproduction Binary fission Rely on host cell Examples E.coli, Salmonella, Listeria, Mycobacteria, Staphylococcus, Bacillus anthracis Influenza viruses, Chickenpox viruses, HIV, Polio virus, Ebola virus Diseases Caused Tuberculosis, Food poisoning, Flesh-eating disease, Meningococcal meningitis, Anthrax Chickenpox, polio, flu, measles, rabies, AIDS Treatment Antibiotics Antiviral drugs

The reasons why the FASB and the IASB seeking to converge and improve Essay

The reasons why the FASB and the IASB seeking to converge and improve their respective conceptual frameworks and why the project will take along time to complete - Essay Example Following are some of the reasons for the convergence of accounting standards. †¢ Harmonize the global accounting standards so that the users of financial statements feel harmony with rest of their other counterparts anywhere across the globe. †¢ Making the financial statements of the entities comparable all over the world in respect of the accounting policies used by the entities †¢ Eliminating the impact of biasness and partiality from the financial statements such that integrative and objective financial statements can be prepared †¢ Providing opportunities especially to multinational companies to prepare their financial statements on the basis of single common accounting standards so that the manipulations and misrepresentations can be avoided while formulating the consolidated financial statements of the whole group of companies In bringing more convergence in setting the accounting standards, yet there is a long period of time required for this purpose. Some of the reasons for such possible extended time to be taken are as follows: Legal and regulatory stoppages and restrictions which do not allow the accounting standard boards to bring so early changes in the accounting standards merely on the basis of producing more convergent accounting standards. Laws of the jurisdictions ask some real and substance based reasons to bring such changes in the accounting standards. ... Therefore practically once the accounting standards are reformulated, their adoption takes two to three years by the entities in their implementation. In a nutshell, the main hurdle for setting up the new accounting standards for the purpose of convergence, is posed by the regulatory bodies and persuading them for such changes require substantial amount of time and efforts followed by the time taken by the entities to adopt the new accounting standards after their formulation therefore making it more longer for the accounting standards to be convergent globally. Discuss the problems involved in refining, updating, completing and converging the existing FASB and IASB conceptual frameworks into a common framework, illustrating your discussion with reference to specific issues. Discuss that are controversial and difficult to resolve The major problems that arise in refining, updating, completing and converging the present accounting standards issued by FASB and IASB have significant imp lications. Most of the problems are of technical nature however some administrative issues that hinder the convergence process cannot be altogether ignored. In the following discussion some of those problems are highlighted. Retrospective changes in the financial statements In developing new standards which are more convergent in the form of a common framework, both FASB and IASB have to change their existing frameworks altogether. Due to those changes, the financial statements previously prepared under each of the accounting standards would have to be changed by the entities on retrospective bases under newly developed common framework which may display some material diversions as compared to the previously furnished financial statements. In this way the financial

What are the arguments in favour of electoral reform in britain Essay

What are the arguments in favour of electoral reform in britain - Essay Example While people have greater disregard for politicians, many are looking at them with mistrust, as they feel that politicians have no solutions fro the ills that face the country. As, the country needs more aggressive approach towards politics and the requirement to bring the required changes in political culture and conduct of politics, the methods to do so should include expansion of citizenship and voter education programs. However, the greatest need is to change the voting system, without which the above-mentioned goals may not be achieved. Hence, this paper shall discuss on the merits of the desired changes, which are called as electoral reform for Great Britain. In this direction, the effective application of advantages of â€Å"Single Transferable Vote† (STV), would require massive interaction with the politicians and citizens, encouraging younger blood to participate in elections, analyzing electoral results and reporting of election news by media in a mature and responsible manner.....(Electoral Reform Society, 2009) While the liberal parties have always favored a change in the voting system, conservative parties like the labor party and its allies are happy with the present system of voting. However, the adoption of Proportional Representative method of voting would necessarily change the present system of FPTP. As this system is prevalent in UK and USA, we find number of countries in the continent that follow a liberal proportional representative (PR) system of voting. The present system of FPTP allows for demarcation of constituencies, according to their geographical location and demographic characteristics, while the electorate is divided into such constituencies allowing a candidate to contest polls from a particular territory. Under this system, there is no difference in the winning methodology as any candidate is winner, whether he or she

Purchasing from local farmers can be beneficial to the environment Essay

Purchasing from local farmers can be beneficial to the environment - Essay Example It has been estimated that food travels 1800 miles on the average (Jackson, 2008) when it is being delivered from the farms to the market. These farms are usually located in other countries that grow certain kinds of food. This 1800 mile travel can give at least 800 kgs of CO2 emissions per travel (Webber and Matthews, 2008). If the food is sourced from a local farm, which is nearer to the market and it would not be imported, it would not contribute much to the CO2 emissions of the food, because less transportation would be involved. Because of this, local farmers can be a great help in providing a sustainable alternative when it comes to marketing farm produce, and at the same time, prove beneficial to the environment. As said before, most foods in the market these days are imported from different countries. According to an article by Andy Jerardo, almost 15% of foods in the markets of the United States are imported. This rate rises continually (Brooks, et al). This means that the i mported food travel at least a thousand miles to get to the consumers’ tables. Because of that mileage, transportation takes a huge part in the marketing of foods. At the same time, the impact of transportation is big when it comes to computing a food’s carbon emissions. It is known that the carbon emission of food starts in farms, especially if livestock is the one being farmed. Since the CO2 emissions from beef and poultry are already big, adding CO2 emissions from the transportation needed from the farm to the market route is already a big factor when considering the impact of food in the environment. Therefore, if the farms are locally available, it is more logical for the people to buy there if they are actually conscious of their environment. This is because nearer farms mean low transportation costs and low carbon emissions. Low transportation costs and emissions mean cheaper food and less environmental stress. Local farming also ensures sustainable economy for farming. Since local farmers are, nearer, with figures playing within 100-150 miles from the food source to the table, the taxes that consumers pay when they buy the produce would ultimately go back to the consumers. Helping the local farms is also a good way to support the local economy since it helps in keeping the money within the market. It does not go out from the local territory, unlike in importation where the consumer pays the farmers from other countries from which the food is imported. Having a healthy local economy is good since it lessens our nation’s dependence to other countries, making the nation stronger. Another point to ponder is that local farming is also beneficial to the health of consumers, not only to the environment. It is logical: since the farms are near, the food is delivered fresh because the food does not spend days, even weeks, in a boat or truck to get transported from point A to point B. It is basically like picking foods right from your own ba ckyard. The sellers also get a reduced packaging costs and storing time because these foods have a great turnover. Having local farms are also a good way in preserving a region’s distinct culture. Since food is an extension of culture, it is inevitable for a local place not to have their own food that gives them their own unique identity. Importation with their foreign flavors, generally overtake the local culture when it comes to food. Having local far

Project Management and Leadership in Construction Company

Project Management and Leadership in Construction Company Management There are several key elements that contribute to the success of any organization good management, inspirational leadership, proper service-orientation, and economic stability. Today, little emphasis is placed on the study of an organization’s infrastructure, function, and employees’ behaviors as they relate to successful accomplishment of the organization’s goals. Rather, these concepts are typically taken at face value and accepted for what they are. Employees work and accomplish at a minimum what needs to be done. Within the last century or so studies relating to behavior in organizations began to increasingly emerge resulting in the theoretical framework of this field. The three most notable facets of this framework includes: scientific management, human relations movement and bureaucracy. (Greenberg and Baron, p.12-14). This paper will provide brief information on the theoretical framework of an organization’s structures which in turn will provide an overview of types of management/leadership styles, an assessment of the New York City Department of Design and Construction’s (NYCDDC) style of management, and my personal management preference. According to Greenberg and Baron, one of the earliest pioneers in the study of behavior in organizations, Frederick Winslow Taylor, an engineer, sought ways to change the ineptitudes of employees. His research, the concept of scientific management, â€Å"not only identified ways to design manual labor jobs more efficiently, but also emphasized carefully selecting and training people to perform them.† The second facet of the theoretical framework, the human relations movement, was founded by Elton W. Mayo, an organizational scientist and consultant. The human relations movement â€Å"emphasized the social conditions existing in organizationsthe way employees are treated by management and the relationships they have with each other – influence job performance.† Bureaucracy, the third facet, was initiated by Max Weber, a sociologist. This form of organization is governed by a â€Å"set of applied rules that keep higher-ranking organization officials in charge of lower-ranking workers, who fulfill the duties assigned to them.† (Greenberg and Baron, p.12-14) Today, at least one form of the theoretical framework can be found in any existing organization, and, each form comes with a different type of management leadership style within the organization. So then, what is management? Management, as defined by the Merriam-Webster Online Dictionary as, â€Å"the conducting or supervising of something (as a business or people).† Management) Managers are endowed with the power to lead their organization. They must share that power in conjunction with other leaders in other parts of the organization and wield that power successfully over a designated staff within the organizational hierarchy. Since no one individual is gifted with precise knowledge on every topic, managers must: possess their own particular area of expertise, have an understanding of general organizational psychology, consistently offer creative thinking and innovative views on current issues facing the organization at different levels and guide (supervise) and motivate their team effectively along a predetermined path that will meet their corporate goals in order to insure the success of the entire organization. But not all managers supervise their staff in the same way. The different management leadership styles are noted in the Every Manager’s Desk Reference by Penguin Group, Inc. Some of the styles include: â€Å"dictatorship, the ‘almost’ democracy, the partnership and the transformational leadership.† According to the Every Manager’s Desk Reference In a dictatorship, managers, tend to keep decision- making powers and most critical knowledge to themselves. In the ‘almost’ democracy, the leader â€Å"strives to make sure the group is well informed and participating in the direction of the team as a whole.† In a partnership, the lines between the leader and the members of the group are blurred. The leader â€Å"becomes just one of the group.† And, in the case of the transformational leader, the leader â€Å"goes beyond trying to keep individuals and team performing at the status quohe/she is .one who has the power to bring about change in team members and the organization as a whole. (Penguin Group, Inc., p. 309-312) The theoretical framework and management style employed by an organization determines whether or not it is effectively leading its staff, enhancing and improving the morale and the overall work environment; and, thereby increasing productivity and output quality by employees. Based on some of the characteristics listed by Greenberg and Baron, which includes, â€Å"Formal rules and regulations; Division of Labor; Hierarchical structure; Authority structure, etc†¦Ã¢â‚¬  (Greenberg and Baron, p.14), the theoretical framework employed by the NYCDDC is that of a bureaucracy and a â€Å"directive leadership† style of management. Under a directive leadership, the managers â€Å"give specific guidance to their subordinates.† However, there are limitations associated with the directive leadership style of management because it can be â€Å"redundant, less effective and can reduce a worker’s satisfactions.† (12 Manage Premium, 2009) Additionally, adherence to the agency’s policies and procedures are a strict requirement. There is also a partnership style that applies within the NYCDDC’s various divisions/units. It is essential for all units of the agency to work cohesively together to ensure the agency’s mission, goals and objective of safe, successful, and expeditious completion of projects are met. The day to day management of any organization is one of the most essential factors that will either result in the success of that organization or to its eventual demise. In support of the above statement, Chris Lauer, in his book, â€Å"The Management Gurus,† states, â€Å"Who you are determines what you see and the way you see it†¦and who you are determines how you see others.† (Lauer, p 8) Although, the agency employs the directive leadership method, the style of management most applicable to my personality is, â€Å"the ‘almost’ democracy.† My work ethic parallels the basic characteristics of this style. I encourage â€Å"participation from all team members and welcome their opinions in setting new goals, procedures and direction for the unit.† (Penguin Group, Inc., p.310-311) This form of management creates a trusting environment between management and staff because it welcomes and encourages communication of staff views and ideas. All viable ideas are openly considered. With this style, any given team is motivated to do what is best for the team and for the organization as a whole while displaying adaptability and openness to ideas from peers. This style of management declares that an open line of communication is imperative to the successful relationship between management and staff, but, notes that management is still the leader and must have the final say on any matter without being necessarily obligated to explain its decisions. An assessment of my work ethic corroborate that I utilize â€Å"the almost democratic† style of management when managing my group. My overall personality characteristics reflect openness. I freely admit to not being knowledgeable in every topic. I welcome, encourage and respect the views of others. I can explain decisions I make without hesitation should they come into question. But, I have no difficultly asserting my role as the manager of my group. Overall, I believe that a strong work ethic, two-way communications, an innate trust and a shared common goal to succeed are key principles for positive group dynamics. I also strongly acknowledge individual success and outstanding performances as well as the shared success of the group. I believe that when the manager shares his/her success with the whole team the relationship between management and staff is strengthened and enhanced. The almost democratic style of management has its drawbacks. The line between management and staff can be precarious at times. For example, the staff can develop several creative ideas and suggestions concerning how to improve and increase employee morale. Although some suggestions can and will be taken into consideration and possibly utilized, a contributing member of the team might feel slighted if his or her idea is not adopted. That employee might possibly be offended by the final decision made by management which might result in that employee feeling less motivated. In conclusion, the theoretical framework of management I have outlined acknowledges the three organizational structures: scientific management or division of labor; human relations movement or people oriented; and, the bureaucratic method where managerial emphasis is placed on policies and procedures to run the organization. Along with these facets an array of management styles have been established and employed by managers throughout time. While the NYCDDC employs the bureaucratic management framework and the directive leadership and partnership styles of management, I follow the same organizational framework, but utilize the â€Å"almost democratic† style of management. However, I also, acknowledge that no manager can agree to use only one style of management at all times. Different situations, different groups of people and different tasks require different management styles at any given time. Deviation from the norm will be necessary for success to be accomplished. But, overall, a manager who tends to stay true to what works best for them and his/her subordinates will be viewed as consistent and reliable. My intentions are, whenever possible, to stay true to myself and my staff. The Organization As defined by Jerald Greenberg and Robert Baron in their book, â€Å"Behavior in Organizations,† an organization is â€Å"a structured social system consisting of groups and individuals working together to meet some agreed-upon objectives.† (Greenberg Baron, p.5) However, an organization is much more complex than what this simplistic definition seems to imply. Because it is a society of persons working together, the internal management of the individual steps necessary to attain the overall goals of the organization and the abilities of the managers and specialized workers are intrinsically linked together in order to determine the success or failure of that organization. The essence of any organization lies within its infrastructure. History The New York City Department of Design and Construction (NYCDDC) was established in 1996, with the objective of providing â€Å"design and construction expertise to over 20 City agencies.† (10th Anniversary Magazine Supplement, DDC, 1996, p.1) When originally established and this practice continues to date, the agency is a cultivated agency with the majority of its employees coming from two sister city agencies: the New York City Department of Transportation (NYCDOT) and the New York City Department of Environmental Protection. (NYCDEP) The NYC Department of Transportation (NYCDOT): City agency responsible for any work related to bridges and roadways, including the rehabilitation and reconstruction of them. The NYC Department of Environmental Protection (NYCDEP): City agency responsible for any work related to water mains, storm and sanitary sewers, including the rehabilitation and reconstruction of them. The relationship among these three agencies is that the NYCDDC is the managing agency for the NYCDOT and NYCDEP projects dealing with â€Å"design and construction related to roadways, sewers, water mains, correctional and court facilities; cultural institutions; libraries; and other public building, facilities and structures†¦Ã¢â‚¬  (DDC, 2006, p.ii) Management Philosophy/Style The New York City Department of Design and Construction (NYCDDC) employs over 1,200 employees in numerous professions, including architects, engineers, estimators, project managers, communications and community outreach, auditors and outside consultants. The scope of responsibilities of the 1,200 plus employees is divided into two groups: Design and Construction; the Design Staff covers all five boroughs while the Construction Staff is divided into divisions: Infrastructure and Structure Divisions. The Infrastructure and Structure Divisions’ staff are divided into New York City’s five boroughs: Brooklyn, Bronx, Queens, Staten Island and Manhattan. Although, there is an overall leadership team for the agency, each borough consists of a borough director that administers the day to day operations of his/her respective borough. Although some materials covered in this paper are reflective on the NYCDDC as a whole entity, but, the primary focus will be on the Infrastructure Division. The NYCDDC headquarters is located in Queens at 30-30 Thomson Avenue, Long Island City, New York, 11101, where it currently occupies four floors – the 1st, 3rd, 4th, and 5th floors. While there is an overall bureaucratic management structure that governs the agency and because of the physical structure of the agency, various management philosophies are employed at the headquarters location and the satellite or borough offices. Yet these different, but cohesive, philosophies are essential for the successful governance of the agency. For example, there is a directive leadership that governs the overall agency structure, but, also evident is a partnership amongst units such as the Design and the Office of Community Outreach and Notification Units. Directive leadership is the overall management style of the NYCDDC. Direction and management decisions come from the top and trickle down the organizational chart from management to key supervisory staff. This is internally the same for each unit within the agency and is based on the policies and procedures that must be followed. For example: each borough has a chain of command that is headed by the Borough Director. He/she directs his/her immediate staff (Deputy Borough Director and Borough level staff) on agency philosophy, key initiatives, changes or additions to current policy as well as what to do and how to perform their duties/tasks. These directives are then passed on to the Engineers-In-Charge, then onto the project support staff. The Borough Director oversees all projects in his/her borough and provides the consent/approval for most day to day operations. In addition, the borough director also has a chain of command that must be followed. Certain decisions/approvals have to be reviewed by subordinates as they travel up his/her chain of command: Assistant Commissioner, Associate Commissioner, Deputy Commissioner, and Commissioner. The numbers of approvals that are required from the members of the hierarchy depend on the scope of the issue. The Office of Community Outreach and Notification’s (OCON) staff are comprised of the Director, Deputy Director, Citywide Construction Liaisons, Community Board and Small Business Service Liaisons, Executive Assistant and Graphic Artist. They work in tandem with each of the Borough Office’s Staff – Director, Deputy Directory, Engineers-In-Charge, Resident Engineers, Project Liaisons, and Office Management. This direct partnership between the two entities facilitates the exchange of information necessary to keep all individual projects moving forward. This partnership also helps to address and eliminate any and all complaints and concerns of the affected communities where the work will be or is being performed. Mission The New York City Department of Design and Construction’s (NYCDDC) mission, â€Å"To Deliver The City’s Construction Project In A Safe, Expeditious, And Cost-Effective Manner While Maintaining The Highest Degree Of Architectural Engineering, And Construction Quality.†(DDC, 2006, p.i) With such an overreaching and specific mission statement, all of the organization’s personnel must strive on a daily basis to meet the fundamental goals and objectives set forth by the agency. Goals A goal is defined define as, â€Å"the end toward which effort is directed.† (Goal. 2009) The goals of the NYCDDC are, to build and upgrade the infrastructure and public spaces provided by local government in order to ensure the health, safety as well as the economy of the City of New York. Objectives Objectives are defined as, â€Å"something that ones efforts or actions are intended to attain or accomplish; purpose; goal; target.† (Houghton Mifflin Company, 1995) The objectives of the NYCDDC are, to continue to achieve and maintain excellence in design and construction while adhering to safety and quality standards. The NYCDDC achieves its goals and objectives by continually recruiting and employing highly trained and certified professionals of all disciplines including engineering, architecture, construction management and administration. (DDC, 2006, p.ii) Internal Systems: Strengths and Weaknesses For any organization to succeed it is equally important to provide excellent goods and services to its clients while reviewing and addressing elements its internal infrastructure-the strength and weaknesses of the organization and its personnel. Human Resources: Paid and Unpaid The New York City Department of Design and Construction (NYCDDC) currently staffs approximately 1,200 plus paid employees providing skills needed to execute the daily requirements of projects in the design and construction phases in a timely and efficient manner. In addition to its full-time paid personnel, the agency also offers both paid and unpaid summer internships to students in all areas of the agency’s current working environment. General consensus among workers is they are underpaid and overworked. Employees of NYC agencies are hired under a particular title that comes with an associated salary range. The same rule of thumb applies when employed by the NYCDDC. An employee’s salary is based on the range to which that title has a minimum and maximum amount; if through an employee’s tenure that he or she max out at the range and still in the position hired then he or she will remain at that salary until their unions get involved. The City’s employee unions attempt to compensate its members with percentage and cost of living raises as contracts are renegotiated. Merit raises are sometimes awarded, although, they are few and far in-between. There are occasions when employees are asked to perform tasks beyond their normal required duties. In these cases grievances are usually filed in order to be compensated for out of title work. Additionally, employees of NYC agencies enjoy good job security as it is rare that city workers are removed from their positions. Interns at the NYCDDC experience a cross section of the daily tasks performed at the agency. These internships can often result in promoting the desire of a potential engineer or architect, or changing the focus to a completely different specialty or field. Committees and/or Boards The New York City Department of Design and Construction (NYCDDC) perform its duties under a chain-of-command organizational chart that clearly delineates the units, ranking of officials and the required approval process. Figure I illustrate the overall chain of command for the agency’s various units and Figure II illustrates the overall chain-of-command for the NYCDDC Infrastructure Division’s OCON unit. (See Appendix for the NYCDDC’s Organizational Charts). The NYCDDC’s strength lies in the vested time in developing and maintaining its infrastructure so that the agency could meet its goals and requirements without confusion or question of direct authority. However, the agency’s weakness is noted when at times, even in a structured environment, that things can be overlooked or tasks mistakenly believed to be the responsibilities of another department. Formal And Informal Groups Several formal groups exist at the New York City Department of Design and Construction (NYCDDC) which enhances the overall environment of the agency. These groups include Design and Construction Procurement Services or the Agency Chief Contracting Officer (ACCO). This group is responsible for â€Å"ensuring that the NYCDDC procures goods, services and construction in conformance with City regulations.† (DDC, 2006. p.31) The Project Review Service Unit consists of the agency’s architects and engineers who provide the creativity and oversight of a project in the design stages. The Office of Sustainable Design unit â€Å"identifies and implements cost-effective ways to promote greater environmental responsibility in building design.† (DDC, 2006. p.31) The Research and Development Unit studies â€Å"innovative technologies, construction materials, methodologies and management strategies to improve the design and construction of buildings and infrastructure in New York City.† (DDC, 2006, p.31) The Performance Metrics is when the NYCDDC utilizes the â€Å"Key Performance Indicator (KPI) program† to process the â€Å"Inter-related databases that maintain information about the agency’s projects, contracts, payments and support functions, as well as a multi-level reporting system which extracts data on critical processes in the agency’s operating divisions and presents it in an easy-to-read, yet comprehensive format.† (DDC, 2006, p.31) The Quality Assurance and Construction Safety Unit oversees that safety procedure are adhered to in every aspect of the project for all of the agency’s projects. The Geographical Information Services works with and utilizes the Geographic Information System (GIS). This system allows the agency to clearly oversee the project dimensions of all projects locations on an electronic map and allows the agency to appropriate coordinate their work with other entities. The Technical Supports group works prior to the onset of construction. They conduct investigations, monitor and provide information on â€Å"asbestos, lead, and other environmental contaminants†¦provide research, analyses and survey preparation for property-line, damage and acquisition, new buildings and all roadway, water and sewer projects.† (DDC, 2006, p.31) The Percent for Art Unit works with the NYC Department of Cultural Affairs to integrate arts into a project scope. And, the Peer Review program promotes and enables review and open discussion from the agency’s staff on design issues. (DDC, 2006, p.31) Informal Groups Whether at the New York City Department of Design and Construction (NYCDDC) headquarter office or at the borough office level, the agency encourages frequent informal group discussions. Among the groups are the lunch groups who meet on a daily basis to discuss socio-political-economical issues and the ethnic groups that celebrate religious and national milestones, etc. The strength of the NYCDDC lies both in its employees and in the groups listed above. The presence of both the formal and informal groups enhances, strengthens and excites the overall agency culture. The experience of attending these groups helps to encourage and educate all staff members to address the myriad of concerns the agency faces and promotes cultural diversity; this ensures that each employee feels welcome and accepted as part of his/her work environment. This acceptance helps to alleviate employee stress. As with any organization with such a varied cross-section of personnel, the weaknesses lies in conflicts of many kinds that can occur especially when employees allow personal issues to overrule their professionalism. Therefore, for that organization to be successful it must rely heavily on each individual staff member pulling his/her weight and performing to the best of his/her ability. Material Resources The New York City Department of Design and Construction (NYCDDC) provide an array of free public information materials for the communities they serve and educational materials for its employees. Prior to the onset and for the duration of most projects, the NYCDDC-Office of Community Outreach and Notification (OCON) releases several public information printed resource materials including: Start-Up Advisory Notice which provides essential project information distributed to all affected parties prior to the onset of any project; Project Brochure is the medium used to provide a detailed overview of the project; Bi-Monthly Newsletters provides an update on the project status Work Operation Notices provides all affected parties with work operations that may affect their daily routines including water shut-offs and so forth; Bus Cards are handouts that provides information to affected bus rides if a bus route will be affected because of a project and so forth. The education materials are designed to provide NYCDDC employees with essential information. Some materials include: Employees Manual which Provides employees with all the essential rules for being a successful employee of the agency; the Design Consultant Guide provides vital information including the goals and objectives on the design phases for all of the agency structures projects; the Design Construction Excellence: How the City is Improving its Capital Program is a publication that provides a review and explains the policy changes that were implemented and provides information of design and construction projects. The NYCDDC is a proactive agency that provides the community and its employees with an array of vital information and assistance. This sensitivity illustrates how important the agency values its image and credibility. A major concern is that the information provided to the user is easily accessible, comprehensive and understood by all. A weakness that applies is a manual should be applicable and understanding to all the agency’s personnel rather than a selected group. Constraints Due to its configuration, the New York City Department of Design and Construction (NYCDDC) have both structural and human constraints. Structural. The NYCDDC currently occupies by means of rental, four floors at its current location and has five respective borough offices. This is a costly endeavor for the agency because it has occupancy is five borough offices rather than one. Human (Political, Relationships) The NYCDDC currently employees over 1,200 employees in its overall structure. There are some noted political affiliations; for example, the agency’s Commissioner is appointed by the Mayor of the City of New York. More of than not, if an employee can assist in any means to find advance the career of a friend, associate, acquaintance, then that employee will assist in what means he or she can. There are often scheduling conflicts when planning meetings. These conflicts lead to delays in actions that may need to be taken thus inhibiting the progression of an issue. Additionally, because of the locations of most of the borough offices, traffic and parking are major issues. Because of the five borough offices, more often than not, relationships are formed through emails and telephones. Therefore, personal contact with coworkers is being eradicated at a hasty pace. Relationship To External Systems Collaborative Agreement with Outside Agencies on City/ Local State and Federal Levels. The New York City Department of Design and Construction (NYCDDC) has and maintain collaborative relationships with many municipal entities. These collaborations are essential to the daily operation of the agency’s work flow and for the successful completion of projects. The NYCDDC receives funding from these entities based on the client agency’s annual budget allowances and its specific objectives to be achieved. Accurate accounting is kept of how the monies are spent. There are times when an overrun will occur and additional funds are necessary for the completion of a project; an under-run also can occur when funds remain after the completion of a project. The municipalities, the NYCDDC collaborates which includes: the NYC Comptroller keeps count of all finances and provides oversight to ensure the proper ethical procedures are being adhered to. The Borough Presidents and the NYC Council are entities that collaborate with the agency’s project management on issues dealing with land and zoning matters or if these entities funded any project within their borough or district. The Client Agencies include several external agencies that work with the NYCDDC; these external agencies includes the twenty plus NYC agency clients including: Departments of Children’s Services, Environmental Protection, Parks and Recreation, Transportation and so forth; NYS Office of Court Administration; Office of the Chief Medical Examiner; New York, Queens and Brooklyn Public Libraries, and so forth where the NYCDDC manages the projects from the initial steps in design to the final stages in construction for the projects set forth by these agencies. The Mayor’s Office of Management and Budget provides the NYCDDC with services ensuring all finance related issues dealing with a project are dealt with properly and without conflicts. The NYCDOB is the city agency that provides the NYCDDC with any/all necessary and applicable permits for some projects to occur. The Mayor’s Office of Contract Services ensures that any project bidding operation is done in a fair manner with an open competition amongst contractors providing the opportunity for no conflicts of interest to happen. The NYCDDC collaborates with the fifty-nine NYC Community Boards to hold public meetings with their constituents when a project is being planned for their community. At these meetings, residents’ are given a presentation about the project and its impact on the community. An open forum follows so that concerns and opinions are addressed. The Utilities companies gas, electric, cable and telephone services is a very vital relationship. Clear, proactive cooperation ensures the progression of the project and limits the opportunity for problems surrounding limiting/eliminating services to their constituents. The NYCDDC’s OCON Unit is a proactive unit that reaches out to affected communities, ameliorates problems and concerns and addresses all public inquiries. The NYDDC collaborates with the NYC Art Commission to bring approved public arts to the appropriate projects. (DDC, 2006, p.29) The history, management philosophy, mission, internal and external systems all play vital roles in the structure of any organization. These entities must interact, have a directional flow and coexist with each other for the day to day operations of the organization to proceed smoothly. Since there are times when conflicts arise, it is imperative that such issues be dealt with properly and in an appropriate manner. For example, failure to hire the appropriate personnel can and will lead to the decrease in the services the agency aims to provide to its clients; hence, a decrease in the credibility of not only the employees but the reputation of the agency. The NYCDDC has a proven reputation for providing excellent goods and services to its clients. Its leadership role in implementing new facets of technologies and its innovative thinking when applying new management models into the agency’s overall infrastructure clearly enhance its ability to accomplish its mission statement. The Target Service Area For any business or organization to succeed in providing the professional services it offers, it first must assess, analyze and fully understand the service area(s) and the target audience(s) it hopes to provide its services to. The New York City Department of Design and Construction (NYCDDC) services the five boroughs of New York City by â€Å"building and upgrading the City’s infrastructure and public spaces.† (

inaugural address Essay -- essays research papers

On Thursday January 20th 2005, President Bush delivered his second inaugural address after being sworn in for his second term. In his address Bush promised to keep his word and fulfill his duty as president of the United States. These duties have not been upheld according to the numerous protestors who showed up at his Inauguration. In his Inaugural Address Bush discussed many things.   Ã‚  Ã‚  Ã‚  Ã‚  The inaugural address was a speech which would reassure the American people that President Bush will lead us to victory. In the Address Bush promises to fulfill the oath that he has sworn. He said â€Å" The survival of liberty in our land increasingly depends on the success of liberty in other lands The best hope for peace in our is the expansion of freedom in all the world† (www.cnn.com). This meant that in order to maintain peace and freedom we must help the countries who suffer in dictatorship and terrorism. Peace and freedom are America’s vital interests. Every person in this world is said to have equal rights. â€Å" No one deserves to be a slave† said Bush (www.cnn.com). The address says that the United States policy is to support the growth of democratic movements. Bush also said that he will tighten security. The government is working to improve security tactics and make sure its is strong and effective. Bush will make clear to other nations the choice between oppression and freedom. He said that the people do not and will not be â€Å"bullied†. He wants them to stand fo...

Back to the Future and Idioms Sabrina Ramos

Clean up the air- To get rid of doubts or hard feelings. All right, let's discuss this frankly. It'll be better if we clear the air. 2. Keep at arm's length- To keep at a distance; not to allow to come into close contact. 3. Have ones back on the wall- to have very serious problems which limit the ways in which you can act. With rising labor costs, industry has its back to the wall. 4. Bend over backwards- To betray someone.I wish you would not gossip about me. There is no need to stab me in the back. 5. Kill two birds with one stone- To solve two problems at one time with a single action. John was killing two birds with one stone while he learned the words to his part in the play while peeling potatoes. 6. Bite the hands that feed you- to treat someone badly who has helped you in some way. Leaving the company atter they've spent three years training you up – i biting the hand that feeds you. 7. Once in a blue mood- very rarely.My sister lives in Alaska, so I only get to see h er once in a blue moon 8. Break the ice- To attempt to become friends with someone. He tried to break the ice, but she was a little cold. . Out on a limb- If you go out on a limb, you state an opinion or you do something which is very different to most other people. I dont think we're going out on a limb in claiming that global warming is a problem that must be addressed. 10. My lips are sealed- I will tell no one this secret or this gossip. I promise I won't tell anyone, my lips are sealed. 1 . Read between the lines- to infer something; to try to understand what is meant by something that is not written explicitly or openly. After listening to what she said, if you read between the lines, you can begin to see what she really means. 12. Have two left feet- to be very awkward with one's feet. (Often refers to awkwardness at dancing. ) I'm sorry, I can't dance better. I have two left feet. 13. With no strings attached- Unconditionally; with no obligations or conditions attached.My pa rents gave me use of their car without any strings attached. 14. A drop in the ocean- a very small amount in comparison to the amount that is needed. A hundred thousand may seem a lot but it's a drop in the ocean compared to the millions that need to be spent. 15. Turn the tables- To change a situation so that someone's position is the opposite of what it was She urned the tables by playing a better game and recently has won most of her matches. 16 Hold ones tongue- To refrain from speaking; to refrain from saying something unpleasant.I felt like scolding her, but I held my tongue 17. Steal (someone's) thunder- To do something that takes attention away from what someone else has done I kept quiet about my pregnancy because Cathy was getting married, and I didn't want to steal her thunder. 18. Know the ropes- knowledge of how to do something; how to work something I'll be able to do my Job very well when I know the ropes. 19. Call the shots- To decide on the course of action; to be i n charge. Sally always wants to call the shots, and Mary doesn't like to be bossed around. 20.

Kickstart Your Freelance Writing Career

Kickstart Your Freelance Writing Career Kickstart Your Freelance Writing Career Kickstart Your Freelance Writing Career By Daniel Scocco Have you ever considered making some money with your writing skills? If you have youll be pleased to know that our Freelance Writing Course is open for enrollment again. Its basically a 6-week program that aims to give you all the information and tools you need to start a freelance writing career online. Here are the six modules youll go through: Maximizing Your Writing Productivity to Multiply Your Profits Website Setup, Promotion and Guest Blogging Writing Content For The Web, A Totally Different Beast Finding Clients and Developing High Paying Jobs Running A Freelance Writing Business Efficiently Using Social Media To Promote Yourself and Land More Writing Jobs On top of that youll get access to a members-only forum, a section with a list of online tools you can use to boost your productivity, an aggregator of online writing jobs from all over the web, and a bunch of bonuses you can download right away. Over 1000 students joined the course in previous editions, and heres what some of them said about it: What you supplied has far exceeded my expectations, both in content and value for money. I congratulate you on a job well done. (Margaret Huggins, Australia) I want to share with you how much I enjoyed and benefited from the Freelance Writing Course. There are two things in particular that made the course beneficial for me. The first one was the private forums and your active participation in them. Second was the fact that I could work through the course materials at my own pace. I should also mention that you guys definitely deliver more than you promise. The bonus materials that you made available are quite valuable.(Shlomo Skinner, Israel) I just wanted to let you know how much I enjoyed the online course. I have been researching content on how to establish a freelance writing career since earlier this year and your course provided information that I just havent been able to find anywhere else. Thanks for taking the time to develop this in a straight-forward and manageable fashion. (Yvonne Smith, United States) If you want to get the details and enroll visit the course page here. Enrollment closes within a week, so dont miss out! Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:Has vs. HadThat vs. WhichLetter Writing 101

The Role of Social Work in Discrimination Issues Essays

The Role of Social Work in Discrimination Issues Essays The Role of Social Work in Discrimination Issues Paper The Role of Social Work in Discrimination Issues Paper Essay Topic: Social Issues Social Issues Through the use of adequate studies done by social work experts as discussed in this paper, racial discrimination is referred both as an asset and weakness of a social organization designed to help the people in the communities. It is more often than not though that the lack of effective ways in facing the challenges of racial discrimination to an organization, many social groups fail in controlling the dilemma of the issue. As Anne Rosegrant Alvarez mentioned in her Article â€Å"A look at cultural diversity† that proper handling of disputes regarding racial discrimination within social organizations bring considerably fine results for both the association and the individual performance of each member towards the fulfillment of their goals as a group (2006, 13). The following are the six ways in which social workers are able to control if not completely eliminate the dreadful effects of racial discrimination to organizations aiming to serve the community. As these six practices are implied within the rules and regulations of the organization in dealing within the organization and with the people in the community, the goals of the organization is observed to have easier ways in achieving their goals as a group. These practices are as follows: Having oriented as social equalizers, the social workers become more capable of handling disputes and controlling both their fellow social workers and themselves in dealing with social discrimination. Seeing everyone as a part of an important purpose in the society helps every social worker to work well with their colleagues as well as serve all people of all races amidst all the differences they have against others. Having the aim to give pure and undoubted service to everyone also allows the social worker to serve the people with purpose, disregarding the accent or the color of the skin of any person they ought to serve in the community. Being considerate with what the person needs and not where the person cam from is also an important factor to be considered by the social workers. As repeatedly mentioned, the main focus of social groups is to be of service to others, and failing to do such an aim is a betrayal to the profession. Having fair views of everyone may not be that easy, especially if the person has significant cultural background that has a negative impact on the other. However, if both parties would be able to consider the fact that social work is bounded by love for one’s fellowmen, the hatred brought about by discrimination could as well be covered by concern for others welfare. Making the best out of one’s time and neglecting unnecessary details about senseless things could as well help a social worker see the importance of doing â€Å"first things first. These means that prioritizing social service above all could drown the ideas of racial discrimination completely. (Source: Gutierez, 2006, Pp 4, 5). Indeed, considering the six major practices of ethical social service given by an excellent social worker to his or her fellow workers and to the people, gives a promising successful result of hard work for a certain social group. As clearly seen, the researches have been able to put concrete and relevant details down into writing for the benefit of the social workers in enhancing their servicing skills. These informations were taken into consideration since they are all sourced out from people who have actually put the principles of social work into practice in their own experiences of rendering services to other people. Having been able to see the importance of proper handling of racial disputes and racial discrimination in both internal and external setting of the relationship of the social workers to the community, it is also important to know how effective the practices mentioned above are when it comes to actual practice of social service operations.

Systemic Lupus Erythematosus Essay Example | Topics and Well Written Essays - 1750 words

Systemic Lupus Erythematosus - Essay Example However, the disease epidemiology is incompletely understood (Rahman & Isenberg, 2008). The disease involves the production of IgG autoantibodies that are specific for self-antigens including DNA, nuclear proteins as well as cytoplasmic components. The disease, therefore, is characterized by inflammation, vasculitis, vasculopathy. Further, a deposition of the immune complex especially in the renal glomeruli leads to a systemic inflammatory response through activation of complement (C5), or of Fc{gamma}R-mediated neutrophil and macrophages. While the activation of former leads to the formation of membrane attack complexes (C5b-9) or anaphylatoxin and cell activator C5a; that of latter causes release of oxidants and proteases; both leading to injury (KEGG, 2009). The mechanism of the disease development has been proposed to involve an abnormal apoptosis followed by elevated levels of cell death and immune intolerance. Cellular antigen redistribution to the cell surface coupled with lym phocytes targeting them leads to injury and inflammation (Andrade et al., 2000). Treatment Diagnosis of SLE is based on the detection of high levels of antinuclear and other antibodies in the blood along with symptoms of SLE. The techniques used for the detection include urinalysis, CBC, ESR, complement levels, ANA (antinuclear antibody test) and other antibody tests, skin and kidney biopsy along with quarterly follow-ups. The treatment involves control of disease symptoms and is determined by the severity of the symptoms. Acute SLE involving CNS, cardiovascular and renal diseases are treated with high doses of intravenous steroids and cytotoxic therapy involving corticosteroids, immunosuppressives, antimalarials, and antipsychotic medication (D’Cruz, 2006). Prognosis Early detection is the key factor in the improved prognosis of SLE. Prognosis in severe cases to has shown marked improvement during the recent years as a consequence of aggressive treatments available. Common c omplications associated with SLE include deep vein thrombosis, pulmonary embolism, hemolytic anemia, pericarditis, endocarditis, myocarditis etc (Makover, 2011). Health Disparity SLE exhibits high correlation with women of childbearing age and therefore has been associated with exogenous hormone intake (Costenbader et al., 2007). Lower socioeconomic status further has been linked to higher disease prevalence as well as resultant mortality. Prevalence and Epidemiology The National Arthritis Data Working Group reports that approximately 250,000 Americans have SLE, the worldwide prevalence rates vary with race, being higher in people with African and Asian origins. The disease is more common in the female sex and in individuals within the age group of 20-40yrs. (D’Cruz, 2006).

Parallels In U.S. History Essay Example | Topics and Well Written Essays - 1250 words

Parallels In U.S. History - Essay Example The Confederates were defeated and surrendered on April 9, 1865. The Civil War succeeded in providing equal civil rights to all Americans. On January 1, 1863, Lincoln issued the Emancipation Proclamation that declared freedom for slaves in all Confederate States. Congress passed the 13th (1865), 14th (1868) and 15th (1870) Amendments to the Constitution outlawing slavery, confirming citizenship of blacks and making it illegal to deny the right to vote on the basis of race. Business and the Economy developed and expanded after the Civil War. American industry changed dramatically. Machines were used to replace hand labor. Major inventions took place such as the typewriter (Christopher Latham Sholes), farm equipment (Deere & Co.) and celluloid (John Wesley Hyatt). Telegraph lines and railroads began to reshape the economy. The American Railway system became a nationwide transportation network that spurred economic growth. Investors invested huge sums of money in the stocks and bonds of corporations; banks lent corporations money to expand their business activities. Industrial growth caused cities to expand as people began to migrate in record numbers. In contrast, the South, badly hit by major wartime losses, failed Confederate currencies and disintegrated labor supply, suffered a doomed economy, with large farms broken into parcels and given out to tenant farming: the tenant farmers lacked the incentive to improve land that was not their own, and the l and owners did not have full control over production. In Art and Architecture, artists like Jasper Cropsey and Albert Bioerstadt popularized landscape painting. American realism entered art during the Civil War with artists like Winslow Homer and Lily Martin Spencer painting civil war scenes. The Civil War resulted in a large demand for statues of leading figures such