Purpose of a Project Scope/Baseline

Defining project scope is the process of developing a detailed description of the project and product. The processes used to manage project scope, as well as the supporting tools and techniques, vary by application area and are usually defined as part of the project life cycle. The approved detailed project scope statement and its associated WBS and WBS dictionary are the scope baseline for the project. This baseline is then monitored, verified, and controlled throughout the lifecycle of the project. The purpose of project scope is to provide the project organization and the project manager with a road map of both the work to be completed, as well as the types of final deliverables sought. In some cases the scope document and the SOW are practically identical. For example, while the scope document may describe the end product or service to be produced and delivered by the project, it should not be treated as a document for technical specifications. Changes happen as a result of several reasons: As the result of initial planning errors- Because many projects involve significant technology risks and uncertainty, it is often impossible to accurately account for all potential problems or technological roadblocks. As a result, many projects require midcourse changes to specifications when they encounter unsolvable problems or unexpected difficulties. As a result of additional knowledge of project conditions- The project team or client may enter into a project, only to discover that specific project features or the development environment itself require midcourse changes to scope. Uncontrollable mandates- In some circumstances, events occur outside the control of the project manager or team that must be factored into the project as it moves forward. Client requests- As a project`s clients learn more about the project, they often ask for significant alternations to address new needs. Also, reasons for changing the project may be: poor communication; pressure/time constraints preventing effective definitive design; contracts signed when scope in not frozen; changes from initial design; poor initial planning; lack of project management tools and others. In simple terms, configuration management is the best understood as the Systematic Management and Control of Project Change. The specific tasks of the configuration management discipline are as follows: * Configuration identification – This process identifies all items uniquely within the configuration, which establishes a successful method for requesting a change and ensures that no change takes place without authority. In addition, every configuration item should be physically labeled so that the label identifies that physical item as the one recorded in the configuration register. In the case of large projects that involve numerous configuration items, it is important to establish a baseline configuration to provide some structure and avoid confusion. * Configuration control – This is a system through which changes may be made to configuration items. As change request begin to appear, the configuration control system ensures that no change is made without assessment of its impact, either by the people potentially affected by the change, or without approval by an appropriate authority. * Configuration status accounting- This process, which records and reports the current status and history of all changes to the configuration system, provides a complete record of what happened to the configuration system to date. * Configuration audit – These audits are performed to ensure conformity between the items in the configuration and their specifications. Audits ensure not only a match between what is delivered and what was required, but also consistency throughout all project documents. To avoid the cost and delays associated with uncontrolled changes, many organizations have set up formal procedures to control them- and have further extended those procedures â€Å"upstream† to anticipate changes well before occur. Establishing a configuration control system provides such a framework for anticipating what may not be obvious.

Last Sacrifice Chapter Five

GETTING AWAY FROM DIMITRI WASN'T just about our rocky romantic past. I'd meant it when I said I didn't want him getting in trouble because of me. If the guardians found me, my fate wouldn't be that much different from what I'd already been facing. But Dimitri? He'd been making baby steps toward acceptance. Sure, that was pretty much destroyed now, but his chance for a life wasn't over. If he didn't want to live at Court or with humans, he could go back to Siberia and return to his family. Out there in the middle of nowhere, he'd be hard to find. And with how close that community was, they'd go to a lot of trouble to hide him if someone ever did try to hunt him down. Staying with me was definitely the wrong option. I just needed to convince him. â€Å"I know what you're thinking,' Dimitri said, after we'd been on the road for about an hour. We hadn't spoken much, both of us lost in our own thoughts. After a few more country roads, we'd finally made it to an interstate and were making good time toward †¦ well, I had no idea. I'd been staring out the window, pondering all the disasters around me and how I alone could fix them. â€Å"Huh?' I glanced over at him. I thought there might be the smallest hint of a smile on his lips, which seemed absurd considering this was probably the worst situation he'd been in since being restored from his Strigoi state. â€Å"And it won't work,' he added. â€Å"You're planning how to get away from me, probably when we eventually stop for gas. You're thinking maybe you'll have a chance to run off then.' The crazy thing was, I had been thinking very much along those lines. The old Dimitri was a good partner on the road, but I wasn't so sure I liked having his old ability to guess my thoughts back as well. â€Å"This is a waste of time,' I said, gesturing around the car. â€Å"Oh? You have better things to do than flee the people who want to lock you up and execute you? Please don't tell me again that this is too dangerous for me.' I glared. â€Å"It's about more than just you. Running away shouldn't be my only concern. I should be helping clear my name, not hiding in whatever remote place you're undoubtedly taking me to. The answers are at Court.' â€Å"And you have lots of friends at Court who will be working on that. It'll be easier on them if they know you're safe.' â€Å"What I want to know is why no one told me about this–or, I mean, why Lissa didn't. Why'd she hide it? Don't you think I'd have been more helpful if I'd been ready?' â€Å"We did the fighting, not you,' Dimitri said. â€Å"We were afraid if you knew, you might give away that something was up.' â€Å"I would have never told!' â€Å"Not intentionally, no. But if you were tense or anxious †¦ well, your guards can pick up on those kinds of things.' â€Å"Well, now that we're out, can you tell me where we're going? Was I right? Is it some crazy, remote place?' No answer. I narrowed my eyes at him. â€Å"I hate not being in the loop.' That tiny smile on his lips grew a little bigger. â€Å"Well, I have my own personal theory that the more you don't know, the more your curiosity is likely to make sure you stick around with me.' â€Å"That's ridiculous,' I replied, though really, it wasn't all that unreasonable of a theory. I sighed. â€Å"When the hell did things get so out of control? When did you guys start being the masterminds? I'm the one who comes up with the wacky, impossible plans. I'm supposed to be the general here. Now I'm barely a lieutenant.' He started to say something else but then froze for a few seconds, his face instantly taking on that wary, lethal guardian look. He swore in Russian. â€Å"What's wrong?' I asked. His attitude was contagious, and I immediately forgot all thoughts of crazy plans. In the erratic flash of headlights from oncoming traffic, I could see his eyes dart up to the rearview mirror. â€Å"We have a tail. I didn't think it would happen this soon.' â€Å"Are you sure?' It had grown dark, and the number of cars on the highway had increased. I didn't know how anyone could spot one suspicious car among that many, but well †¦ he was Dimitri. He swore again and suddenly, in a maneuver that made me grab the dashboard, he cut sharply across two lanes, barely missing a minivan that expressed its annoyance with a lot of honking. There was an exit right there, and he just barely made it without clipping the exit ramp's rail. I heard more honking, and when I looked back, I saw the headlights of a car that had made just as crazy a move to follow us onto the exit. â€Å"The Court must have gotten the word out pretty fast,' he said. â€Å"They had someone watching the interstates.' â€Å"Maybe we should have taken back roads.' He shook his head. â€Å"Too slow. None of it would have been an issue once we switched cars, but they found us too soon. We'll have to get a new one here. This is the biggest city we'll hit before the Maryland border.' A sign said we were in Harrisburg, Pennsylvania, and as Dimitri skillfully drove us down a busy, commerce-filled road, I could see the tail mirroring everything we did. â€Å"What exactly is your plan to get a new car?' I asked warily. â€Å"Listen carefully,' he said, ignoring my question. â€Å"It is very, very important that you do exactly as I say. No improvising. No arguing. There are guardians in that car, and by now, they've alerted every other guardian around here–possibly even the human police.' â€Å"Wouldn't the police catching us create a few problems?' â€Å"The Alchemists would sort it out and make sure we ended up back with the Moroi.' The Alchemists. I should have known they'd get involved. They were a secret society of humans who helped protect Moroi and dhampir interests, keeping us out of the mainstream human public. Of course, the Alchemists didn't do it out of kindness. They thought we were evil and unnatural and mostly wanted to make sure we stayed on the fringes of their society. An escaped â€Å"criminal' like me would certainly be a problem they would want to help the Moroi with. Dimitri's voice was hard and commanding when he spoke again, though his eyes weren't on me. They were busy scanning the sides of the road. â€Å"No matter what you think of the choices everyone's been making for you, no matter how unhappy you are with this situation, you know–I know you do–that I've never failed you when our lives were at stake. You trusted me in the past. Trust me now.' I wanted to tell him that what he said wasn't entirely true. He had failed me. When he'd been taken down by Strigoi, when he'd shown that he wasn't perfect, he had failed me by shattering the impossible, godly image I had of him. But my life? No, he had always kept mine safe. Even as a Strigoi, I'd never entirely been convinced he could kill me. The night the Academy had been attacked, when he'd been turned, he'd told me to obey him without question too. It had meant leaving him to fight Strigoi, but I'd done it. â€Å"Okay,' I said quietly. â€Å"I'll do whatever you say. Just remember not to talk down to me. I'm not your student anymore. I'm your equal now.' He glanced away from the side of the road just long enough to give me a surprised look. â€Å"You've always been my equal, Roza.' The use of the affectionate Russian nickname made me too stupid to respond, but it didn't matter. Moments later, he was all business again. â€Å"There. Do you see that movie theater sign?' I gazed down the road. There were so many restaurants and stores that their signs made a glittering haze in the night. At last, I saw what he meant. WESTLAND CINEMA. â€Å"Yes.' â€Å"That's where we're going to meet.' We were splitting up? I'd wanted to part ways but not like this. In the face of danger, separating suddenly seemed like an awful idea. I'd promised not to argue, though, and kept listening. â€Å"If I'm not there in a half hour, you call this number and go without me.' Dimitri handed me a small piece of paper from his duster pocket. It had a phone number scrawled on it, not one I recognized. If I'm not there in a half hour. The words were so shocking that I couldn't help my protest this time. â€Å"What do you mean if you're not–ah!' Dimitri made another abrupt turn, one that caused him to run a red light and only narrowly miss a number of cars. More honking ensued, but the move had been too sudden for our tail to keep up. I saw our pursuers whiz past on the main road, brake lights flashing as they searched for a place to turn around. Dimitri had taken us into a mall parking lot. It was packed with cars, and I glanced at the clock to get a grasp for human time. Almost eight o'clock at night. Early in the Moroi day, prime entertainment time for humans. He drove past a few entrances to the mall and finally selected one, pulling into a handicap spot. He was out of the car in one fluid motion, with me following just as quickly. â€Å"Here's where we split up,' he said jogging toward a set of doors. â€Å"Move fast, but don't run when we're inside. Don't attract attention. Blend in. Wind through it for a little bit; then get out through any exit but this one. Walk out near a group of humans and then head for the theater.' We stepped into the mall. â€Å"Go!' As though afraid I might not move, he gave me a small push toward an escalator while he took off on the main floor. There was a part of me that wanted to just freeze and stand there, that felt dumbfounded by the sudden onslaught of people, light, and activity. I soon pushed that startled part aside and began heading up the escalator. Fast reflexes and instinctual reactions were part of my training. I'd honed them in school, in my travels, and with him. Everything I'd been taught about eluding someone came rushing back to my head. What I wanted to do more than anything was look around and see if I had a follower, but that would have definitely attracted attention. I had to imagine that, at most, we had a couple minutes' lead on our pursuers. They would have had to turn around to get back to the mall and then circle to spot our car, presuming they figured out we'd gone into the mall. I didn't think Harrisburg had enough of a Moroi presence to summon very many guardians on short notice. The ones they had would likely split up, some searching the mall and some guarding the entrances. This place had too many doors for the guardians to watch them all; my escape choice would be pure luck. I walked as fast as I reasonably could, weaving through couples, families with strollers, and giggling teens. I envied that last group. Their lives seemed so easy compared to mine. I also passed the usual mall stores, their names registering but not much more: Ann Taylor, Abercrombie, Forever 21 †¦ Ahead of me, I could see the center of the mall where several corridors branched out. I'd have a choice to make soon. Passing an accessories store, I ducked inside and pretended to look at headbands. As I did, I covertly glanced back out to the mall's main section. I saw nothing obvious. No one had stopped; no one had followed me into the store. Beside the headbands section was a clearance bin filled with items that obviously deserved to be on clearance. One item was a â€Å"girly' baseball cap, hot pink with a star done in rainbow rhinestones on the front. It was god-awful. I bought it, grateful the guardians hadn't taken away the meager cash I'd had on me when arrested. They probably figured it wasn't enough to bribe anyone. I also bought a ponytail holder, all the while still keeping an eye on the store's doorway. Before leaving, I bound my hair up as much as I could with the holder and then put on the hat. There was something silly about being reduced to disguises, but my hair was an easy way to ID me. It was a deep, almost-black brown, and my lack of any recent haircut had it hanging to my mid-back. In fact, between that and Dimitri's height, we would have made a very conspicuous pair walking through here. I merged back into the shoppers and soon reached the mall's center. Not wanting to show any hesitation, I took a left toward Macy's. As I walked, I felt slightly embarrassed at the hat and wished I'd at least had time to find a more stylish one. Minutes later, when I spotted a guardian, I was glad I'd made such a quick fashion choice. He was near one of those carts you always see in the center of malls, pretending to be interested in cell phone covers. I recognized him first because of his stance and the way he was managing to act interested in a zebra print phone cover while simultaneously searching around him. Plus, dhampirs could always distinguish each other from humans with close enough examination. For the most part, our two races appeared pretty identical, but I could spot one of my own. I made sure not to look right at him and felt his eyes pass over me. I didn't know him, which meant he probably didn't know me either. He was likely going off a photo he'd seen once and expected my hair to be a big giveaway. Keeping as casual an air as I could, I moved past him at a leisurely pace, glancing in windows that kept my back to him but sent no obvious messages that I was on the run. All the while, my heart pounded in my chest. Guardians could kill me on sight. Did that apply to the middle of a mall? I didn't want to find out. When I was clear of the cart, I picked up my pace a little. Macy's would have its own outside door, and now it was just a gamble to see whether or not I'd made a good call coming in this direction. I entered the store, went down its escalator, and headed toward the main floor exit–passing a very nice selection of cute berets and fedoras. I paused near them, not because I planned on upgrading my hat, but because it allowed me to fall in step just behind a group of girls who were also exiting. We left the store together, and my eyes quickly adjusted to the change in light. There were lots of people around, but I again saw nothing threatening. My girls stopped to chat, giving me an opportunity to get my bearings without appearing totally lost. To my right, I spotted the busy road Dimitri and I had come in on, and from there, I knew how to get to the movie theater. I exhaled in relief and cut across the parking lot, still watching my surroundings. The farther I walked from the mall, the less crowded the parking lot became. Lampposts kept it from being totally dark, but there was still an eerie feel as things grew quieter and quieter. My initial impulse was to head right for the road and take the sidewalk directly to the theater. It was well lit and had people. But a moment later, I decided it was too conspicuous. I was pretty sure I could cut across parking lots much more quickly to get to the theater. It proved true–kind of. I had the theater in sight when I realized I had been followed after all. Not far ahead of me, the shadow of a parking lamp's post didn't cast correctly. The shadow was too broad. Someone was behind the pole. I doubted a guardian had coincidentally picked this spot in the hopes Dimitri or I would come by. Most likely it was a scout who'd seen me and circled ahead for an ambush. I kept walking, trying not to obviously slow down, though every muscle in my body was tensing for attack. I had to be the one who attacked first. I had to be in control. My moment came, seconds before I suspected my ambusher would have made his move. I leapt out, throwing him–it turned out to be a dhampir I didn't recognize– against a nearby car. Yup. I'd surprised him. Of course, the surprise was mutual when the car's alarm went off, blaring into the night. I winced, trying to ignore the shrieking as I punched my captive on the left side of his jaw. I had to make the most of having him pinned. The force of my fist knocked his head against the car, but he took it admirably, promptly pushing back in an effort to free himself. He was stronger, and I did stumble a little, but not enough to lose my balance. What I lacked in strength, I made up for in speed. I dodged each attempt at me, but it brought me little satisfaction. That stupid car alarm was still going strong, and it was eventually going to attract the attention of other guardians or human authorities. I dashed around the side of the car, and he gave chase, stopping when we were on opposite sides. It was like two kids playing keep-away. We mirrored each other as he tried to anticipate which direction I'd go. In the dim lighting, I saw something surprising tucked into his belt: a gun. My blood ran cold. Guardians were trained to use guns but rarely carried them. Stakes were our weapon of choice. We were in the business of killing Strigoi, after all, and guns were ineffective. But against me? Yeah. A gun simplified his job, but I had a feeling he'd hesitate to use it. A car alarm could be blamed on someone accidentally getting too close, but a gunshot? That would elicit a call to the police. This guy wouldn't fire if he could help it–but he would if he ran out of options. This needed to end soon. At last I made a move toward the front of the car. He tried to intercept me, but then I surprised him by springing onto the car's hood (because honestly, at this point, it wasn't like the alarm could get any louder). In my split second of advantage, I threw myself off the car and onto him, knocking him flat to the ground. I landed on top of his stomach and held him down with all my weight while my hands went around his neck. He struggled, trying to throw me off, and nearly succeeded. At last, the lack of air won out. He stopped moving and fell into unconsciousness. I let go. For a brief moment, I had a flashback to our escape from Court, when I'd used the same technique on Meredith. I saw her lying on the ground all over again and felt that same pang of guilt. Then, I shook it off. Meredith was okay. Meredith wasn't even here. None of that mattered. All that mattered was that this guy was out of commission, and I had to get out of here. Now. Without looking to see if others were coming, I tore off across the parking lot toward the theater. I stopped once I had some distance between me and the wailing car, using another car as cover. I saw no one near the guy yet, but over by the parking lot's front, close to the mall, there seemed to be some activity. I didn't stick around to get a closer look. Whatever it was, it couldn't be good for me. I reached the theater a couple minutes later, breathless more from fear than exhaustion. Running endurance was something I had built up a lot of, thanks to Dimitri. But where was Dimitri? Theatergoers mingled around, some giving my disheveled state an odd look, as they either waited for tickets or discussed what movie they'd just seen. I saw no sign of Dimitri anywhere. I had no watch. How long had passed since we'd parted? Surely not a half hour. I walked around the theater, staying obscured in the crowd, searching for any indication of Dimitri or more pursuers. Nothing. Minutes ticked by. Uneasily, I reached into my pocket and touched the piece of paper with the phone number. Leave, he'd told me. Leave and call the number. Of course, I had no cell phone, but that was the least of my problems right now– â€Å"Rose!' A car pulled up at the curb where others were dropping people off. Dimitri was leaning out the driver's side window, and I nearly fell over in relief. Well, okay, not nearly. In reality, I didn't waste a moment in hurrying over to him and hopping into the passenger seat. Without a word, he hit the gas and got us away from the theater and back to the main road. We said nothing at first. He was so wound up and on edge, it seemed the slightest provocation would make him snap in half. He drove as fast as he could without attracting police attention, all the while glancing into the rearview mirror. â€Å"Is there anyone behind us?' I asked at last, as he drove back onto the highway. â€Å"It doesn't look like it. It'll take them a while to figure out what car we're in.' I hadn't paid much attention when I'd entered, but we were in a Honda Accord– another ordinary-looking car. I also noticed that there was no key in the ignition. â€Å"Did you hotwire this car?' I then rephrased my question. â€Å"Did you steal this car?' â€Å"You have an interesting set of morals,' he observed. â€Å"Breaking out of jail is okay. But steal a car, and you sound totally outraged.' â€Å"Im just more surprised than outraged,' I said, leaning back against the seat. I sighed. â€Å"I was afraid †¦ well, for a moment there, I was afraid you weren't coming. That they'd caught you or something.' â€Å"No. Most of my time was spent sneaking out and finding a suitable car.' A few minutes of silence fell. â€Å"You didn't ask what happened to me,' I pointed out, a little miffed. â€Å"Don't need to. You're here. That's what counts.' â€Å"I got in a fight.' â€Å"I can tell. Your sleeve is ripped.' I glanced down. Yup, ripped. I'd also lost the hat in my mad dash. No big loss. â€Å"Don't you want to know anything about the fight?' His eyes stayed on the road ahead of us. â€Å"I already know. You took down your enemy. You did it fast, and you did it well. Because you're just that good.' I pondered his words for a moment. They were matter-of-fact, all business †¦ and yet, his statement brought a tiny smile to my lips. â€Å"Okay. So what now, General? Don't you think they'll scan reports of stolen cars and get our license plate number?' â€Å"Likely. But by then, we'll have a new car–one they won't have any clue about.' I frowned. â€Å"How are you pulling that off?' â€Å"We're meeting someone in a few hours.' â€Å"Damn it. I really hate being the last one to know about everything.' â€Å"A few hours' put us in Roanoke, Virginia. Most of our drive had passed uneventfully up until that point. But as the city came into view, I noticed Dimitri watching the exit signs until he found the one he wanted. Turning off the interstate, he continued checking for a tail and found none. We reached another commerce-filled road, and he drove to a McDonald's that stood out clearly from the rest of the businesses. â€Å"I don't suppose,' I said, â€Å"that this is a food break?' â€Å"This,' he responded, â€Å"is where we catch our next ride.' He drove around the restaurant's parking lot, his eyes scanning for something, though I didn't initially know what. I spotted it a fraction of a second before he did. In the far corner of the lot, I saw a woman leaning against a tan SUV, her back to us. I couldn't see much of her except that she wore a dark shirt and had tousled blond hair that almost touched her shoulders. Dimitri pulled into the spot next to her vehicle, and I was out of ours the second he hit the brake. I recognized her before she even turned around. â€Å"Sydney?' The name came out as a question, though I knew for sure it was her. Her head turned, and I saw a familiar face–a human face–with brown eyes that could turn amber in the sun and a faint gold tattoo on her cheek. â€Å"Hey, Rose,' she said, a rueful smile playing on her lips. She held up a McDonald's bag. â€Å"Figured you'd be hungry.'

The Effects of HIV on the Body

HIV is a fascinating disease because of the fact that you do not actually die from the disease itself; you die from another, potentially harmless, disease, which your body cannot protect against due to its weakened immune system. In order to understand this better, it is important to understand how HIV affects the body. HIV weakens the body’s immune system by attacking T4 lymphocytes, a type of white blood cell. These T4 helper cells are called this because they have a receptor molecule on their surface called, CD4. The T4 cells don’t create antibody but they are responsible for chemically communicating, using chemokine, with other white blood cells in order to â€Å"launch an attack† on a virus. The HIV cells contain two viral proteins that are directly involved in the process of infecting someone, these proteins are called gp41 and gp120. The â€Å"CD4 on the surface of the T cell allows for the docking of gp120; once docked, the gp120 changes its shape so that it can bind to the chemokine receptor (called CCR5), and fusion and entry of HIV take place after binding. Sherman p. 178)† It is not known exactly how the viral proteins deplete T4 cells but it is believed to â€Å"involve a depression in the ability to expand their numbers. (Sherman p. 178)† Once the T4 cells reach 400 to 800 cells/mm^3, as opposed to the healthy 1,000 or more T4 cells/mm^3, the first opportunistic infections can arise. This refers to infections that would normally not cause a disease, or a t least nothing life threatening, but given the bodies weakened immune system begins to cause serious health problems for the individual. After this point things become dangerous, but can still be turned around, however if a persons T4 count reaches 200, they officially have AIDS. Once someone has gotten AIDS, there is little to nothing a doctor can do because their immune system is so damaged that they can barely fight off a cold. At this point the person’s immune system is so damaged that they could very easily die from something like pneumonia or meningitis. As the infected decline further they become more and more susceptible to disease and even something like herpes, which is almost always not fatal, can cause death. Once a person reaches the 100 T4 cells/mm^3 mark there is no telling what could kill them, it could even be something as simple as a cold or influenza. The good news is that, although there are no cures for AIDS, there are some options for controlling HIV before it reaches the AIDS state. The first AIDS treatment, which is still used today, is an antitumor compound called azidothymidine (AZT). AZT was developed in 1964 by a pair of chemists-pharmacologists named George Hitchings and Gertrude Elion who had created several other antitumor drugs. AZT works by delaying â€Å"the onset of AIDS by inhibiting viral multiplication†¦AZT jam’s the cell’s copier and, in do doing, blocks the synthesis of new virus particles. (Sherman p. 184)† There are several other drugs called nucleoside analogs that also block the synthesis of viral nucleic acids, and are generally used along with AZT to make the famous â€Å"drug cocktail. † Another treatment option is a combination of protease inhibitors and reverse transcriptase inhibitors. The protease inhibitors work by preventing the viral enzyme, protease, from cutting viral proteins into shorter pieces. If short viral proteins cannot be produced then a complete virus cannot be assembled. The reverse transcriptase inhibitors work by blocking viral replication. This combination of drugs is able to significantly reduce virus production, up to 90-99%. The only problem with these treatments is that they are expensive and need to be taken daily. Although there is no cure for HIV/AIDS there is constant research being done on the possibility of creating some sort of vaccine that would be able to prevent HIV and, at least, slow the development of new HIV cell in those who are already infected. So far there have been some advancements but nothing has been created that would be effective or stable enough. That being said, the continuing efforts of the medical field and breakthroughs in treatment, we are moving closer and closer to the possibility of having some kind of vaccine and maybe someday a cure.

Drawing on observations from the Polish-German borderland, critically Essay

Drawing on observations from the Polish-German borderland, critically examine the effects which Europeanisation - or EU-isation - Essay Example Once this has been done, the impacts that Europeanisation has had upon the Polish-German borderland will then be highlighted and both the advantages and disadvantages of closed borders will be discussed. Applicable text books, journal articles and online databases will be accessed by conducting both a library and online search. Once the evaluation has been made, an appropriate conclusion will then be drawn, demonstrating that Europeanisation does significantly affect the borderness nature of Eastern Europe. Main Body Europeanisation is a process of change whereby a non-European subject adopts various European features. This has been defined as â€Å"a process involving; construction, diffusion and institutionalisation of formal and informal rules, procedures, policy paradigms and shared beliefs† (Cini, 2007: 407). The European features are initially defined and consolidated within the policy process of the EU and subsequently incorporated into domestic structures. This effecti vely creates a borderless world which was identified by Ohmae (1990: 172) when he stated that; â€Å"national borders have effectively disappeared and, along with them, the economic logic that made them useful lines of demarcation in the first place.† Despite this contention, borders are still greatly important in helping to develop regions that are divided by state boundaries and also for analysing modern geography relating to politics and economics (Nelles and Walther, 2011: 6). They also form part of an ideology and help to demonstrate the limits associated with territorial ownership and control (Herrschel, 2011: 173). They have a significance beyond economics, since borders in all areas of life affect the ways that people perceive themselves and their role in the world: â€Å"Borders are integral to human behaviour – they are a product of the need for order, control and protection in human life and they reflect our contending desires for sameness and difference, f or a marker between ‘us’ and ‘them’.† (O’Dowd, 2002: 14-15). Borders are therefore vital in helping to distinguish different identifies, and yet since the 1989 Revolutions; borders within the EU have undergone some important transformations. Both the re-bordering and de-bordering of the EU has taken place and these processes vastly complicate the ways that people view their own local, regional and national identities. Whilst this proliferation of identities may seem contradictory, greater flexibility now exists for people to step outside both the mental and physical limitations of previous decades. As the example of the Russian-Finnish border has shown, some dimensions of border transformation are relatively easy to implement, while others remain relatively impervious to new rulings, even at the national and international level. This is because â€Å"boundaries are understood as institutions and symbols that are produced and reproduced in soci al practices and discourses† (Paasi, 1999:669). It is this level of symbolic meanings, passed on from person to person through social interaction that is so vital for the successful advance of Europeanisation. Without this level of social engagement to aid with transformation of the deeper significance attached to the border location, any amount of administrative

Philosophy of teaching paper Assignment Example | Topics and Well Written Essays - 500 words

Philosophy of teaching paper - Assignment Example Thus, firstly I found necessary to provide students with the most basic knowledge, which later they may need to explore a professional field by themselves. I make students learn and understand a wide range of notions, theories and strategies which are commonly considered as classical and also are most commonly implied in professional practice. Despite that it’s a very traditional methodic of teaching, I’m not trying to impose a traditional way of thinking during my lectures. Oppositely, I constantly reveal the strong and the weak sides of every classical concept I’m talking about, and in this way with my own example, I impose the tradition of a critical thinking among student. I encourage questions during lectures and group discussions during seminars, appreciating a new development above a traditional point of view. What defines this new development is a unique impact each student can make on a professional field. Every human being has a unique circle of interests, unique experience and unique environment which make him/ her think the way he/ she thinks. Thus secondly, despite a common lecture material and group dissuasions I provide during my lessons, I encourage students on individual exploration of every topic. There is never a strict limitation on homework assignments and/ or topic limitations on individual projects, and I appreciate the most creative and unexpected cross-topics and/ or cross-field connections students are able to make within the assignment. The only criteria I expect is a practical involving, because â€Å"scientific breakthroughs also come from trying to solve a practical problem† (Shuell). Thus, I encourage students to make connections between a topic and their day-to-day life experiences and â€Å"take advantages of all resources available in the environmentâ₠¬  (Shuell). Yet the more individual and more surprising a point of view is,

Compare and contrast Austrian and Post-Keynesian criticisms of the Essay

Compare and contrast Austrian and Post-Keynesian criticisms of the standard neoclassical view of the competitive process - Essay Example Essentially, this paper would tackle about the problematic assumptions of the neoclassical model. Specifically, there will be a discussion on the different competitive processes described under the Neoclassical, Austrian, and Post-Keynesian approaches. There will also be a brief comparison between the Austrian and Post-Keynesian critics towards the neoclassical model, based on the different elements scrutinised by both Kirzner and Lavoie. Lastly, this paper will present the proposed alternative lines of thought of Kirzner and Lavoie, in their attempt to correct the mishaps created by the neoclassical model. II. Brief Overview of the Neoclassical Perspective The Neoclassical approach views the real world of market economies to be exactly representative of markets at equilibrium state. It assumes that the world mirrors the interrelationships present in equilibrium condition of the market. It also contends that the market is composed of agents whose maximisation desires fit each otherâ €™s wants (Kirzner, 1997, p.63). ... As long as the price lets demand and supply to intersect, the market will work efficiently. An additional assumption of the Neoclassical approach states that individuals and firms are expected to make rational decisions for their own benefit, so that individuals are expected to make decisions geared towards utility maximisation while firms are assumed to be always aiming for profit maximisation. Lastly, the Neoclassical model assumes that individuals and firms are given full relevant information about the market (Kirzner, 1997, p.63). With all these assumptions, it is not surprising to see economists who perceive the Neoclassical view as some kind of a classic utopia in economics. For some, it failed to account several important characteristics of a market economy. Economists also began to contest the utmost motive of both individuals and firms in the buy, sell, and trade of goods and services. Some of them proposed that firms and individuals are not inherently maximisation-seekers b ecause they also have other ulterior motives in interacting with the market. Last and most importantly, economists start to go back to the question of equilibrium theory set in the neoclassical model. They continue to examine the elements built under this equilibrium model and attempts to invalidate the realism of the theoretical framework set in this assumption. III. Similarities between the Fundamental Characteristics of Austrian and Post-Keynesian Approaches The Fundamental Question on Neoclassical Theory on Markets’ State of Equilibrium Among this multitude of converging economists are Israel Kirzner and Marc Lavoie. Although each of them belongs to different schools of thought, both economists challenge the neoclassical perspective and its critical elements.

Plan 9 from Outer Space Essay Example | Topics and Well Written Essays - 750 words

Plan 9 from Outer Space - Essay Example However, the designer displays his bad taste in costumes with regards to the Eros (the alien being) and his accomplice Tanna, who both very obviously human were dressed in really shiny clothings that resembled nightsuits. Any form of realism was killed by their overly shiny night gowns and comical guns. The other characters were better off such as the dead wife of Bela Lugosi who resurfaces as the Vampire girl. She is slightly more believable with her black Adam’s family inspired gown, jetblack hair and scary long finger nails. Inspector Clay, who becomes her victim, is dressed up in a sharp detective suit which together with her hat makes for a decent get up. However, his acting could not have been more dreadful. The Army Colonel Edwards is also appropriately dressed in detective’s clothes. Set Design The set was very obviously bargain central. There is very little variety in scenery and the most used background is the cemetary, which is kept so simple it is obvious th e director was very short on cash. The movie opens with the cemetary where the Vampire girl is buried and most of it keeps resurfacing there. It is shot from only one angle with what seems like a fixed frame. The set barely has any room for movement. Jeff Trent’s house, which is next to the cemetary is no more realistic. It is the middle of summer but the couple chooses to keep the windows closed at night just to prevent any wandering breeze from flowing in and cooling them down. The worst part is how they presented the space ships. The presence of space ships was a central concept in the movie and the fact that a kind of tin material was used to present them makes it very humourous. The moments where the aliens fly by in their saucers is supposed to be scary, but it is hard to be scared when all you see are wheelcaps waivering in the sky. The cockpit where Jeff shoots his airplane scenes is also victim to cheap design. There is what seems like a shower separator which is the link between the cockpit and the rest of the aircraft. The waitress often comes through it as if she has no restrictions between the curtain and the supposed passengers sitting behind. Not to mention the inside of the alien saucer where only a few wooden tables and dials represent the inside of a very high-tech machine capable of travelling to earth from a different planet. Dialogue The dialogue is very comical. It makes the movie very odd and does not help the flow at all. While the mourning of Vampire girl in the opening of the movie, along with the supposedly ‘scary’ moments where Jeff and his wife experience the alien saucer were somewhat passable, they get specially hard to follow during the rest of the movie. The really unreal dialogues come in when Jeff and the team of alien hunters enter Eros’ spaceship where Eros, in a moment of anger and pity, explains, â€Å"All of you Earth are idiots†. The exchange of dialogue that follows pretty much reduces the movie to a comic strip. Eros explanation of the human race does not present any depth to the movie the director must have hoped for. Instead, when Eros says things like solarmanite â€Å"causes sunlight to explode,† it is hard to control your laughter. Of course, Criswell presented the intro and the outro to the movie and his presentation is worth mentioning. It is hard to ignore his poise when delivering his speech, â€Å"My friends, we cannot keep this a secret any longer, let us punish the guilty, let us reward the innocent.† To describe it as a cliche would not be justified. His straight face may be funny but he delivered it with conviction. Criswell’s dialogues should be given credit. Special Effects The effects could not have been anything greater given the budget the

Information and knowledge management for managers Term Paper

Information and knowledge management for managers - Term Paper Example Goals and Objectives The organization aims to provide high quality solutions at the most cost effective prices for its clients, so that it establishes a distinct image in the market. Type and Range of Products Initially, Web Windows specialized in print advertising and radio advertising, but now, it has diversified into online advertising also. Web Windows specializes in display as well as social media. Knowledge Management Vision The clients have the option to choose for advertising in specific sectors such as radio, social media or display or decide for a combination of marketing mix to reach their advertising goals. At present, there are several clients who opt for an advertising mix that spans across various mediums and there are some other clients who are keen on focusing on one particular avenue. Each of the client accounts are assigned to an account management team who work very closely with the clients are deliver what they require. This team consists of various experts in di fferent avenues such as print advertising expert and online advertising experts. The team also has industry analysts who played a key role in providing market and industry inputs to the team. Apart from advertising experts, each account management team also has Client relationship managers who deal directly with the clients and serve as point of contacts. Therefore, it is clear that the organization operates at multiple levels because numerous roles and experts have to come together to meet a common goal. The knowledge is highly tacit in nature because of the dynamic set up of the advertising industry. With attrition as well as internal transfers, effective knowledge transfer, including transfer of tacit knowledge becomes really important. [THIS PARA... Across industry, the level of competition has become very high during the past decade. This has increased the importance of effective knowledge sharing and knowledge transfer. As organizations have moved ahead to bring about a system that is effective, they have unearthed some processes that are barriers from being knowledge management effective (McDermott and O'Dell, 2001). These factors are mostly unique to particular organizations, but some of the most common factors are inadequacy of organizational structures, cultures that do not encourage information sharing, denominational segregation, lack of proper framework and so on (Riege, 2005). Additionally, it is also important to consider whether employees are motivated enough to share the information or not (Groff and Jones, 2003).   There are different schools of thought that center around knowledge transfer. The techno-centric school of thought primarily focuses on how knowledge related to technology is transferred where as the o rganizational school of thought focuses more on how an entire organization can adapt to knowledge transfer (Hislop, 2003). Ecological school of thought has a high focus on understanding how people interact, and how knowledge transfer is in fact a complex adaptive system (Jashapara, 2003).The concept of knowledge transfer or information management itself is not very new in many organizations. In most instances, this information transfer happens only in cases of explicit knowledge. For example, an employee passing.

Crime and Law enforcement (Do the UK police discriminate against Essay

Crime and Law enforcement (Do the UK police discriminate against ethnic minority groups) - Essay Example belonging in ethnic minority groups would not be regarded as acceptable especially in countries, like the United Kingdom, where the protection of equality among all the people in the country is one of the governmental priorities. In order to understand and evaluate the behaviour of British police towards the ethnic minority groups, it would be necessary to refer primarily to the general context of these groups within the national territory (percentage of population, main activities and involvement in criminal actions and so on). The existing legislation related with these groups should be also mentioned ensuring that the principle of equality is applied on all the aspects of life of people with the particular origin. It should be noticed that a major problem regarding the evaluation of the British police practices towards the people of ethnic minority groups is the fact that no recent data are available in relation with the presence of these people in the British population. Probably because a long process is required for the retrieval of the relevant info, the last available data on the percentages of ethnic minority groups in various aspects of British life refer to 2004. A series of photos people of ethnic/ minority groups in Britain is presented in the Appendix section (Figures 2-4). The presence of ethnic minority groups can be characterized as limited. In fact, in accordance with the most recent evaluation of the origin of people living in UK (in 2001) it was estimated that ‘92.1 per cent of the UK population described themselves as white (though not necessarily British); the remaining 7 per cent  (4.6 million) belonged to non-white ethnic minority groups’ (ESRC, 2007, online report). However, in the years that followed it would be normally expected that this percentage has been differentiated – the percentage of ethnic minority groups in UK is expected to having been increased. In the percentage mentioned above the level of Asian people is rather

The 14 Points Plan by Woodrow Wilson Essay Example | Topics and Well Written Essays - 2000 words

The 14 Points Plan by Woodrow Wilson - Essay Example However Treaty of Versailles had little connection with these fourteen points and was not ratified by the US senate. On October 16, 1918, an interview was conducted by President Woodrow Wilson and William Wiseman. This interview was the basis of acceptance of these fourteen points by German Government. A negotiation report was also made on these fourteen points. These fourteen points were also accepted by Italy and France. After the session Britain signed acceptance to all the points except freedom of sea due to the condition of allies. These fourteen points are based on the research of inquiry. This speech included many principles of progressivism which promoted domestic reforms in US and translated then into foreign policy (Mulder, 71). This fourteen point speech is the only statement which aims to focus on wars as compared to any other nation fighting in World War I. Some nations tried to give indicators in relation to their aims, but majority of nations tried to keep their war go als private. This speech also reacted to Vladimir Lenin’s Decree on Peace in October 1917; in it Russia made an immediate proposal of withdrawal of war and promotes peace and freedom, which was further compromised by territorial annexations. 1.2 Fourteen points.The first five points of fourteen points focuses on international concerns, while the others refer to territorial questions.†¢Open diplomacy.There should be open peace in the nations, which means there should not be any private international understanding among nations. Open diplomacy should be promoted in order to be frank with the citizens and to understand public views. Freedom of the seas There should be absolute freedom to navigate on seas and territorial waters. It should be available in both the cases i.e. wars and peace. However, while enforcing international covenants it can be closed wholly or partly. But this can be done only in case of international actions and practices. Removal of economic barriers A ll economic barriers should be removed and a sense of equality should be created among all nations. There should be peace among all nations. Reduction of armaments National ornaments should be greatly reduced in order to ensure domestic safety in the nations. A guarantee should be given for the reduction of armaments. Adjustment of colonial claims There should be enhancement of open minded and free adjustment of colonial claims. It should strictly follow the principle of identifying sovereignty in relation to the interest of citizens. People should be given equal weight age with the colonial claims of government. Conquered territories in Russia There should be a migration in Russian territory. All issues affecting Russia must be resolved, so that they can work on the basis of cooperation with other nations of the world. This will create an unrestricted and blatant opportunity for the nation in order to be independent. It should be able to identify its own national policies and polit ical developments. Russia should be invited to enter as a free nation, making its own choices and beliefs. In spite of invitation, all kind of assistance should be given to this nation in order to fulfill its desires and needs. This help if given to Russia, will lead to test the nations goodwill and understanding their needs. It will differ from the

The First World War Essay Example for Free

The First World War Essay In this report I intend to create a detailed report of Tescos. I want to see what they have done to get to where they are today and to try to evaluate why what they did worked. I want to get as much information as possible, although some information may not be accessible to the public as it could be sensitive. After the First World War, Jack Cohen received a i 40 gratuity. With this he set up his own East end fruit and veg store. Later he joined with another man T. E Stockwell to create a partnership. They then formed a limited company and now Tesco is a public limited company (PLC) with an annual turn over of around i 30,814 million pounds. When Cohen set up Tesco, he was a sole trader, he would have had unlimited liability. This means that if he went bust and unable to pay his debts he would have his personal belongings sold by the bank to pay off his debts. His only source of finance was his i 40 war gratuity. However nowadays there are many different sources of finance from bank loans to business angles to loan sharks as well as personal savings and family and friends. Being a sole trader has many advantages as there arent many forms to fill in. You can take holidays when you want and all the money that is made in the form of profit is yours for the keeping. Being a sole trader means that he had total control over his business all profit made goes straight to him and doesnt need to be split up. When he merged to form a partnership he would have had to sign a deed of partnership. This outlines all main points about the partnership from money salaries to working hours. He would now have to consult his partner before making any decisions about the business. However there are good points about being in a partnership. It means that there are two or more people to help think a way around a problem should one occur. It would bring added finance as the other partner would have personal savings and maybe family money. If the partnership were to go bust the deed of partnership would outline who had to pay what debts. After the partnership became successful Cohen and Stockwell became an ltd company. This means that they had shares which could be sold to employees and friends and family of the owners. They effectively own a small part of the company. They now have Limited liability this means that should the business go bust their private possessions are now safe and wouldnt be sold to level debts. Yet all the share holders would loose the amount of money they put in. There are also disadvantages to go with the benefits; these are that accurate accounts now have to be published for company house. This means spending money on an accountant. Tescos then became a plc or public limited company, it floated on the stock market in 1947 the share price was 25p. The business is now controlled by the share holders as every share gives you a say in the company. The profit is also split so that a dividend can be given to the share holders; this is a small percentage of profit given to share holders, and the more shares the more money they will receive. The legal liabilities are the same as when they were an ltd. The main difference is that shares can be bought and sold by the public on the stock exchange. On the way up Tescos has been through many of the different types of businesses. It has been a sole trader business a partnership an ltd company and now its a plc. However there are a few types of business that Tescos hasnt been. * A charity: this is obviously because Tescos is a profit organisation and wouldnt want to give away all there profit.

Coffee Benefits Essay Example for Free

Coffee Benefits Essay Introduction I.I believe there is something special in our little everyday moments, from that first wonderful sip of hot, milky coffee in the morning to those ten stolen minutes of me. II.Not only does coffee taste good, it can stimulate my mind to refresh and relax. III.Coffee stimulates your senses from its caffeine content which stimulates metabolism and supports mental alertness and concentration. IV.Coffee may hydrate you beside its advantage of relaxing. a.Because water is the main ingredient in a cup of coffee, it helps you work towards your daily water needs and is practically free of calories. V.Coffee refreshes you with its wealth of polyphenols. a.Polyphenols are nutrients that help maintain your body in good health over time. VI.Today I would share with you guys about the three major health benefits of coffee coffee and antioxidants, coffee and your mind and coffee and your body. (Transition: Let’s start with the coffee and antioxidants) Body I.Research has shown that a cup of coffee naturally comes with antioxidants, which are really good for you. a.Your body is constantly exposed to particles called free radicals. i.Particles which are caused by factors like exposure to ultraviolet radiation from the sun, environmental pollution, stress and smoking. b.Scientific studies suggest that free radicals can damage your body tissues, affect the ageing process and cause diseases like cataracts, cancer and cardiovascular diseases. c.Antioxidants in your body neutralize the free radicals and protect your body cells from damage. (Transition: Now that you know something about the coffee and antioxidants, let’s look at coffee and your mind) II.Many studies suggest that coffee drinking can improve overall ‘cognitive performance’. a.The cognitive performance which includes important mental skills like perception, attention, memory, problem solving and reaction or response abilities. b.There is some evidence to suggest potential benefits of coffee and caffeine in situations which require increased alertness e.g. night shifts and jet lag. (Transition: Now I have brief about the coffee and your mind. So let’s move to the last) III.Upping Your Physical Performance and weight management aid a.Increasing your capability and capacity for exercise. b.This means that you can keep going at a more intense pace, for a longer period and gain more from your workouts! c.Did you know that a plain black cup of coffee contains a very small amount of calories? i.In fact, coffee may be able to help maintain a healthy weight! Conclusion I.As we have seen, Coffee provides numerous health benefits which are contains antioxidants, improve cognitive performance and physical performance. II.Thus, the next time you drink a cup of coffee, just think of all its benefits! – â€Å"go beyond taste†. Bibliography Books S Rautiainen et al, 2012. Total antioxidant Capacity from Diet and Risk of Myocardial Infarction: A prospective Cohort of Women. The American Journal of Medicine, Volume 125. R Sinha et al, 2012. Caffeinated and decaffeinated and tea intakes and risk of colorectal cancer in a large prospective study. American Journal of Clinical Nutrition, Volume 96; 374-381. Article Sin CWM, et al (2008). Systematic review on the effectiveness of caffeine abstinence on the quality of sleep. J Clin Nursing; 18:13-21. Internet sources Coffee Health: From The Institute For Scientific Information On Coffee. â€Å"Cancer†. (27 Jan, 2012) Retrieved 26 Sept 2012 from http://www.coffeeandhealth.org/topics/cancer/ Coffee Health: From The Institute For Scientific Information On Coffee. â€Å"Mental Performance† . (2 Feb, 2012) retrieved 26 Sept 2012 from http://www.coffeeandhealth.org/topics/mental-performance/.

Michel Foucaults Theory of the City

Michel Foucaults Theory of the City In this essay I will discuss and plain how the city is represented as place of power and surveillance, using Michel Foucaults ‘the means of correct training in his discipline and punish (1977) and the film 28 weeks later where I will pick four scenes from the film. I will discuss and explain how the film deals with the notions of institutional and private rights, how visual design might represent notions of surveillance and oppression through (space, colours juxtapositions, and characters); and finally, how the city is represented through various ways of looking/imaging. The shift to consumerist city has marked changes in the surveillance and control of urban space through an innumerable technologies and moral practice. These type of change happed as cities tries to rebrand and remarket themselves within local regions nationally and internationally in order to compete with the current capital investment markets. Visual politics of the street underpins changes in urban and its governance, thereby creating risk- taking business that focuses on creating visually pleasing spaces via architecture to regulate to practices surveillance not only in urban spaces but also in suburbs places. canary wharf can be seen as primary example of this panopticon described in Michel Foucault discipline and punish in the means of correct training. In his book he describe panopticon as all round the clock functioning surveillance machine which is designed to insure that no prisoner could ever see the inspector who conduct the surveillance from his control room to the radial (central location within the radial configuration). Hi goes on saying. The prisoner could never know when he was being surveyed in the instant of the scene in 28 weeks later where the commanding officers ware surveying on the survivors by using machine guns at night time or in the instant the ware the architecture of the building /faà §ade was designed with glass, which in this case the inspector had a full control and awareness of the activities conducted by not only the survivors but also the survivors were aware of the presence of the commanding forces around them. There individual rights at this stage. could be manipulated and cause destruction for the institutional powers. I will feather explore this scenario as I progress feather is this assay. In the same time considering the survivors were aware of been watched at all times, the mental uncertainty and the anxiety of been quoted doing anything against the set up rules in itself enough to discipline them. Due to high effect of ponopticon in the film were the survivors are injected with this state of mind that surveillance is present at all times and that automatic full functioning power is around the clock, and no uncharacterized behaviors will be tolerated. In this instant, the survivors are caught up in a power situation of which they are themselves the bearers. To achieve this, it is at once too much and too little that the survivors are constantly watched by a CCTV cameras and commanding forces, to the extent that the survivor is aware of been watched but in the same time there is no need for him or her to be observed. In such Circumstances Bentham laid down the following principle that â€Å"power should be visible and unverifiable. † he went in saying visible that the inmate /patient will constantly have before them the central tower in front of them/ (control room in the instant of the 28 weeks later film) which there spied upon, and unverifiable that the inmate/patience or the survivors under no Circumstances should he/she know whether is been watched, but he must know he may always be so. But in the 28 weeks later film from the scene nine where the commanding forces from the top unit were surveying on the survivors at nig ht time. In this scene we see how surveillance is conducted without the knowledge of survivors. One sees everything without been seen. In this scenario we see the same principles been mentioned in bentham book in panopticism been repeated in the film Where the commanding forces where using high tech machine guns and CCTV cameras to insure all the people were where they were supposed to be and insuring orders were kept at all times. With the aid mordern of architecture power could be exercised to its fullest effect and individual rights were at no place to question the institutional power. Putting into consideration the main location where the power was enforced and practiced was in canary wharf, one can clearly see how power is immediately portrayed without even questioning the forerunners aim. (Scene seven) Bentham goes on saying â€Å"the Panopticon is a machine for dissociating the see/being seen dyad: in the peripheric ring, one is totally seen, without ever seeing; in the central tower, one sees everything without ever being seen†. He continue saying â€Å"it is an important mechanism for optimizing and disindvidualising power.† Here we see Bentham say panopticon is not a bad thing when is used for the right reasons; he give examples of the usefulness of the panopticonhe says â€Å"it makes it possible to draw up differences among patients and also to observe symptoms of each individual, in education it make it possible to observe performances. And among workers† it makes it possible to note the aptitudes of each worker, compare the time he takes to perform a task. â€Å"But the Panopticon was also a laboratory; it could be used as a machine to carry out experiments, to alter behavior, to train or correct individuals. To experiment with medicines and monitor their effects. To try out different punishments on prisoners, according to their crimes and character, and to seek the most effective ones.† Power is not the activity or the subject of knowledge that creates main parts of knowledge that opposes power, but is the power- knowledge and the struggles of those who goes through it determines the forms and possible domains of knowledge. http://cartome.org/foucault.htm which in the film when Andys mum was found had to be put under strict surveillance to prevent out-break of the virus but then when individual and institutional power are combined as seen in scene fourteen one of the power either for the individual or institution surfers severely or in most cases they both do. Conclusion in the reading of Michel Foucault discipline and punish; and in the film 28 weeks later one can draw many conclusion on how surveillance and institutional powers are conducted and how the city is viewed as a place of power. But in the same time we see when individual power and rights are exercised simultaneously cause severe consequences ; for example in scene 1,. Especially when Tammy and Andy decided to go to their old home to collect some of their possession here we see Tammy and Andy wanted to be free, they wanted to something that would remind them of their mother but under the rules set in the comp they were not permitted to leave the premises. As a result they rebelled and consequently brought back the virus in the camp and the end result most the survivors were exterminated, infected by the virus and the only survivors left in the whole city were them. My point is power should only be exercised when knowledge lead and it should be exercised by one part at a time to avoid coll ision. References Joe Kerr, Andrew Gibson, London from punk to Blair http://books.google.co.uk: city watch, 131-13, M. Foucault, 1977, Discipline and punishment, means of correct training, France: Gallimard Richard J. Williams. (2004). the anxious city. US andCanada, English urbanism in the late twentieth century. the anxious city 1, 10-19 http://cartome.org/foucault.htm

The Artistic Aspect of Architecture Essay -- Architectural Building Ar

The Artistic Aspect of Architecture Architecture is undeniably one of the most powerful forms of art. Buildings have the ability to loom in the distance when seen from afar. As you approach it more and more details can be seen. Minute intricacies such as stone quality, texture, and perhaps some ornate detailing become apparent. Even standing at a doorway can provide some involved feelings. Does the building seem to invite the viewer inside with elaborate carvings and an open view to the interior? Or does it intimidate the viewer with its massive proportions making them feel insignificant and trivial? When inside the architecture as a medium the viewer is surrounded by and grasped within its walls and ceiling. This quality is one unique to architecture because it is the only form of art to totally surround its viewer with such magnitude. Whether one turns to the left or right, looks up or down, ceilings or walls are constantly presented to the viewer who stands amidst the intended space and substance. A line is drawn between buildings erected to serve a mere function and those which are made to integrate an influential quality into all who happen to see them often through use of extravagance. The latter can be propelled into greatness based on whether or not they are successful in carrying out with this vision set forth by their creators. This is what sets apart an ordinary building from an impressive and monumental wonder. It is interesting to note how a building is set apart from others of its time when this building is made to represent the people as a whole. Of course this building will surpass the more ordinary ones juxtaposed within the city. Of course the society or ruler would like to put their â€Å"best ... ...d and venerated being. On the other hand, Judas’ fate of damnation is shown by his contact with the devil clutching him. A final statement is made in the Scrovegni Chapel on behalf of all the buildings discussed here. God is depicted at the top of the altar dispatching Gabriel. God is placed at the top to honor Him and show His superiority to all that enter the chapel. Man’s yearning to glorify God (or gods in the case of the Pantheon) has been the key driving force in the construction of many fabulous buildings. Granted there are those that deviate from this pure motive in order to satisfy self-glorification through the artwork, but basically the root of all these wonders is the chance to glorify the Supreme Being. It is wonderful to see the end results now and witness how art is so much a part of worship and of the success of architectural organization.

Ethical Business Practices :: Business Ethics

Ethical business practices include assuring that the highest legal and moral standards are observed in your relationships with the people in your business community. This includes the most important person in your business, your customer. Short term profit at the cost of losing a customer is long term death for your business. A reputation for ethical decisions builds trust in your business among business associates and suppliers. Strong supplier relationships are critical to a successful business. Consider the problems you might have if you could not supply what the customer needs...at the time that they need it. The entrepreneur is the role model for employees. If your behavior includes lying to customers, taking money out of the cash register, or taking home some of the inventory or supplies, you cannot be surprised if your employees follow your lead. Your family members may see the business as their own and take things that really belong to the business. Employees may see this as being dishonest, or as a conflict with their needs for a raise in pay. The community expects your business to operate in an ethical manner that enhances the image of the community as a whole. If you are located in a mall, for example, your code of ethics will help or hinder customer traffic for the other businesses too. A reputation for telling customers anything they want to hear, regardless of the truth, eventually hurts your business and other businesses around you. It usually isn't illegal to lie to customers, but it isn't good business. Ethical behavior is merely making good business decisions based on an established "code of ethics". Entrepreneurs should establish a written code of ethics that can serve as a framework for decisions to be made by the entrepreneur as well as the employees. In developing this code of ethics you should consider the following items: 1. Identify your general principles that would lead to fair business practices. 2. Check with your industry association for basic standards to review 3. Allow for the fact that ethical questions do not always have a unique, faultless answer. 4. Write out specific statements that will assist you and others in making day-to-day ethical decisions. 5. Apply your code of ethics to a written policy and procedure manual identifying the major rules for operating your business. 6. Train your employees (and family members) to make ethical decisions about the business.

General James Longstreet :: essays research papers

Longstreet was born in Edgefeild District in South Carolina on January eighth, eighteen twenty one. He graduated from West Point in eighteen forty two and went straight to service. There he served until eighteen sixty one. He first saw action in the Mexican War, he was wounded in Chapultepec Mexico. For his services he received two brevets and the staff rank of a Major. He resigned his commission on June first eighteen sixty one and joined the Confederacy. He became a General in the Civil War. His nickname was Old Pete meaning sturdy and trustworthy. He led most of the major battles in Virginia including Bullrun, Freddricsburg, and Chickmauga. He was under Robert E. Lees command, and led the First Corps under Lee also. Longstreet was a General in Gettysburg. but lost because he did not follow Lees plan of action.Gettysburg was the bloodiest battle and that had the most casualties ever fought on American soil. He was blamed in the south for the loss of the battle at Gettysburg. Gettysburg was the most crutial mistake. Many things caused the outcome of the battle like Longstreets soldiers and officers got confused and were backtracking for half the day. Longstreet saw the union position as nearly impregnable. Lee saw believed his army was invincible. One of his officers Jeb Stewart went on a wild goose chase, he was sospost to inform Lee but didnt. Lee had no eyes and ears to tell him what was going on. After the war he befriended with Ulysses S. Grant and joined the Republican party. He was criticized by former confederates for losing the war and befriending with Grant and the Republican party. He served as Grants minister to Turkey. He also became a political apostate in the south. Later he served as a commissioner of the Pacific Railroads from eighteen ninety seven to nineteen o four. In the summer of nineteen o four he became very ill and was diagnosed with Rheumatism. His ear was also damaged and was forced to use an ear horn when spoken to. He traveled to Chicago for a cancerous right eye, his weight dropped from two hundred pounds to one hundred thirty five pounds.

Management and University Simmons Case Essay

In time of economic crisis, companies are looking for innovative methods to improve production and to meet the needs of a diverse workforce in order to improve or maintain the organization’s profit margin in a stress global economy. Indeed, companies are extremely concerned about their future, as well as, preventing closure of their establishment. SimmonsCompany is no exception. However, how does a major company make those changes when tradition is the foundation of their organization and the economic status of their company is in jeopardize of folding, if the right decision is not made? The need to allocation funds for the training and development of its and employees when major debts are owed to the company; thus, threatening bankruptcy is a problem facing Simmons Company. Accordingly, there is certainly a need to change the culture and structure of the organization, if it wants to survive a depressed economy, while other organizations are advancing. In so doing, the company is considering the Great Game of Life (GGOL) whose underlying purpose is to change the dynamics of an organization in order to achieve maximum satisfaction for both the customers and employees. If customers and employees are satisfied, they are loyal, cooperative and creative, thus creating a culture conducive to the workforce. In order to establish such an environment, it is necessary to empower its workers by changing the attitude of each individual employed by Simpson Company. The program will be used to improve morality and empower the lower level of the company in performing their respective jobs in order to improve the outcome of the company. Changes are often difficult to make and, are usually resisted from the top because control of the company is centralized. The result is a poor culture and dictatorial practices. Immediate changes are normally discouraged by those in control, but gradual changes are encouraged, if done overtime or gradually phased into the daily operation of the company. Management must recognize that if changes are not made, their position might be null and void for not doing so. The question is whether changing the culture of the organization is in its best interest? Indeed, some changes must be made considering the state of fair of the company. There are several outstanding debts owed to SimmonsCompany and the debtors are threatening bankruptcy. Additionally, a major supplier has caused havoc for the production department. The need to change the culture and the way it operates is more apparent than ever before. To stay the same, means eventual failure for the company. GGOL is a great opportunity to enhance or change its culture and improve its staff’s level of expectation through effective management in order to meet the needs of today’s demanding economy. As previously mentioned, the company is already experiencing a decline in its profits margin because of its accounts receivables from customers and their major supplier has an item in the form, emitting afoul odor, causing the company to compromise production schedules and posed a serious threat to its profit margin. It would certainly influence my decision to implement GGOL at Simmons. The video was both inspirational and informative. Since diversity is a major concern for most global companies, this is not the case with Simmons. That is, it was prevalent at Simmons, as well as, their enthusiasm in working with each other at the company and for the company. Their positive attitude resonated throughout the video. It is evident from the video that they work collectively and are eager to assist others in different department, when asked to do so. Coming to work seems second nature for them. They are able to share with the upper management areas of concerns and questions, and as such, not prohibited from doing so, which was not the case in the past. In short, they are empowered to take on task without being micro-managed. Now, it is a shared vision by the top, middle, and lower levels of the company with one mission in mind to do what is in the best interest of company. The company should use the top-down and bottom-up design in implementing the GGOL program. However, the company should employ a professional evaluation team to determine which plant should be the catalyst to receive the program. After selecting the plant, the program should start at the top level of the plant because they are responsible for the day-to-day operation of the plant and if they buy into the program other levels are more willing to accept it. The top-level can assist in delivering the GGOL program to the other employees. The next level should be the middle level because they are responsible for inspiring the workers to work collectively towards a common goal, i.e., what is in the best interest of the plant. Needless to say, these individual are very reluctant to change, but must be done gradual due to their commitment to the company, embedded old core values, and long history with the company. When the worker realizes that the change is positive, their outlook improves and this attitude has a snowball effect. That is, one worker at a time starts to embrace middle management’s vision for the company. Now, the workers are willing to trust middle manager because they are open for suggestions and are encouraging empowerment of workers, unlike the past, when the decision from the top was purely totalitarianism with no questions asked or else be fired. Finally, the workers should be the last to receive the program. The middle-level can introduce the program. In so doing, it encourages team work, which will ultimately change the culture of the plant. Changes are needed and welcomed, if it benefits both the employer and employees. If this company continues to operate in a vacuum, the destiny of the company is almost sudden death with uncollectible debts arising and plant processing being restricted because of the foul odor. Emotions were running high, each level of the organization realizing the potential of closure of the company, if it did not change the culture of the organization. The old way of handling concerns and questions is pseudo at best. The company would continue to experience apathy at the workplace. Thus, the $7 million dollar investment for the training and development of personnel is an extremely prudent investment for the company. References Kotter, J. P. (1994). Leading Changes. Boston, MA: Harvard Business School Press. Leading Change at Simmons (A)http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php Leading Change at Simmons (B)http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-b_1e.php

Drb Grant

Dudley Ransford Brandyce Grant was an educationalist who specialized in the theory of early childhood school development in Jamaica. He is regarded by many as the ‘Father of Early Childhood Education in Jamaica'. Born in Santa Marta, Colombia on September 15, 1915 he immigrated to Jamaica with his parents, James and Annie, at an early age. He attended Maldon Primary School, St. James in his youth before continuing his education at Mico Teachers' College in St.Andrew. Mr. Grant also went on to complete a Master's of Science at Cornell University, USA before furthering his learning at great institutions including Oxford University's School of Education in England and the Universities of New York and Columbia in the United States. Career D. R. B Grant was a highly respected and accomplished tutor and theorist whose career was filled with an extensive list of achievements and positions of authority at all academic levels.He began his educational profession as a Primary school teach er, later moving up to school Principal, before continuing his progression through the teaching ranks as Senior lecturer, University of the West Indies and Visiting Lecturer at University of Maryland in the USA. Early Childhood Education After this, Mr. Grant began to concentrate on his Early Education work. Below are the positions and roles that D. R. B undertook: Director for the Project for Early Childhood Education (PECE) †¢ Consultant to the Jamaican Ministry of Education's Early Childhood Education Program †¢ Director of University of West Indies/Bernard van Leer Foundation Centre for Early Childhood Education †¢ Consultant/Advisor on Early Childhood Education in developing countries †¢ Vice Chairman of Jamaican Government’s Programme for the Advancement of Childhood Education (PACE).During the period 1967-1968, while on secondment to the Ministry of Education Jamaica, he started the first teaching internship programme which has become a major compon ent of the teacher education programme in Jamaica. D. R. B. Grant also conceived and implemented the Project for Early Childhood Education (P. E. C. E. ) which was funded by the van Leer Foundation of Holland. He directed this project from 1966-1987.He became a highly respected international authority in the field of early childhood education and occupied various consulting and advisory roles. In 1972, D. R. B. Grant was appointed by the Ministry to Education, Jamaica as a member of the Committee for an In-depth Study for Primary Education. He also played a pivotal role in the design and organization of the Hope Valley Experimental School. In recognition of D. R. B.Grant’s contribution to early childhood education, the University of the West Indies, Mona has named the Early Childhood Resource Centre in his honor. In addition, the Dudley Grant Memorial Trust (DGMT) was established through the Bernard van Leer Foundation in 1989 to commemorate his life and work. D. R. B Grant o fficially retired in 1978 but continued his work until his death on August 25, 1988. He was 73 years old. Dudley Ransford Brandyce Grant Name: Sherene Badjnaut Teacher:

Creative Writing: Continue the Story of “The Other Time” by Peter Appleton

Creative Writing : The Journalist’s visit Continue the story (The other time, by Peter Appleton) †¦ â€Å"Yes. † she answered blankly. At first sight, the man standing in front of her wasn’t impressive, nor a surprise. â€Å"Hum, yes uhm, my name is Scoop, Scoop Appleton. And, uhm, I am here as a journalist from the Sunday Blare. You see, we find your†¦ story†¦ very intriguing, interesting. I am sure you have had other people come and ask you for details, but we are extremely serious in this relevant loss and we know that for you†¦Ã¢â‚¬  â€Å"What. That it’s horrible for me? That I should want to kill the judges? That I should want fight my sadness by shouting injustice?! Look. Talking drama will not change a thing. Your offer does not interest me†¦Ã¢â‚¬  She said this staying calm and not caring but still with an incredible force in her voice. Scoop was still under shock of her beauty and character. He only managed to get a few words working their way out of his mind. â€Å"Yes I understand, but I am sure our offer will cover the emotional difficulty this would imply†¦Ã¢â‚¬  â€Å"Paul is dead. That’s basically it. Your money will not get him back, and I don’t see how your article will be beneficial for me or change other’s point of view. † â€Å"It must be hard to be like this on your own now. We can help you to have an easier time. We know that it is during mourning that people need some help, support. And we can give you that. We think people need to know the truth, the injustice here. This might change everything! All we want is your story† â€Å"We surely have never been rich, and now I need money more than ever. But I am not interested in your money. † She said firmly. Surely she has her principles, Scoop thought, but her loss must be raging inside her. â€Å"We understand. We know it must be hard for you. But we are not looking for problems. We think you are an intelligent woman who has the right to be heard. I’m sure your husband was a good man, and your life must have been lovely in your lovely home†¦Ã¢â‚¬  He could see from where he was standing that the furniture inside was neat and classical. No particular style elements, just a random English house like any, maybe even neater than the rest. â€Å"Let’s not stay standing here if you’re planning to talk a lot. She suddenly added, interrupting him in his maybe-too-obvious peaking. Scoop, shaken up by the surprising invitation calmly followed her. He could hear that behind the hard side she was showing, there was maybe a desperate need to talk, to have a human contact. He tried to grasp as many details as he could, walking towards the lounge area. â€Å"Sit here, Ià ¢â‚¬â„¢ll make some tea† She said calmly, walking to the little kitchen bloc. There was nearly a friendly tone in her voice. But Scoop tried to stay in his professional attitude, even if he seemed more clumsy than at ease. Sitting down, he noticed how this sitting chair had used fabric. This must be someone’s chair. Maybe it was her husband’s. He could picture the man sitting here, resting after a hard day of work, while she would be making dinner for her love. The few words she had said about her husband had made it clear to Scoop that she loves him, that he had been a good husband. There seemed to be a special light coming in the house. A warm, orangy light, giving a cozy home feeling. But also a feeling like the one you get when you’re in your grandparent’s old home, after they have left the world. A feeling of silent memories, of peace but also of emptiness. â€Å"Mrs. Rhiannon. It’s important that you understand that we do not seek for drama. We don’t want do abuse your story or your name in any way. We just consider your loss as a relevant tragedy and want to understand at best what kind of man your husband was. † â€Å"Yes. Surely I understand Mr. Appleton† she said, sitting down with two cups of tea in the opposite chair. Scoop was surprised she had remembered his name. â€Å"But you see, I don’t want any more fuss. Some things will just remain as they are. My man was a good man. I have learnt a lot from him. And one thing his personality has taught me is that there’s no need to do something un-useful. And I think causing another stir will only make me and you loose credibility and respect. I am sad, but I don’t want anger words to be shown as my story. He was a good man, we had plans, we had a future. But things happened and now it’s all changed. And I’ll just have to adapt. † â€Å"But telling your story will make people reconsider the trial. Maybe this could change the country’s legal system and stop injustice from happening! â€Å"I don’t think there is a problem in our legal system. I don’t think we will make anything better by showing a picture of me looking at his picture and tell how devastated I am now. One of the only things I still have is my pride. And as a principle, drama would not make me or my husband proud of myself. † â€Å"Ok, I understand Mrs. Evans. â⠂¬  He noticed the way she looked at her husband’s picture hanging on top of the chimney. It was like he was still there to watch her. Everything in the room was tidy and clean. She must have made time pass by cleaning up everything. He could see though that there was an unusually big pile of papers on the corner of the desk behind her seat. Maybe she had been busy organizing some things, a job or maybe a closer investigation on the case†¦ â€Å"I was wondering Mrs. Evans, if you don’t mind telling. How has it been for you since, uhm, since Mr. Evans’ uhm, departure. Do you know what really happened? Why there was a fight? † â€Å"I have to say, I have mostly stayed here since. I don’t like the way people look at me now. They think my husband was a violent psychopath. But I don’t blame them, they didn’t know him and they don’t know what happened, but nor do I really. I think it’s all in the past and that I should start moving forward now. When I’ll start my new job things will get going again. † Scoop could feel this was coming to an end. He wasn’t going to hear much more. But he still had so many questions. And his boss would hate him to not get a story back. â€Å"So, thank you for the offer, but no matter what amount of money, I just don’t want a story about me. Thank you for coming by. † â€Å"It was a pleasure Mrs. † He said standing up. He had been so attentive for every little detail that he hadn’t even touched his cup of tea. When she took the cups back to the kitchen, he saw that there was a distinctive ring mark on her annular but no ring to be seen. â€Å"I don’t mean to be intrusive Mrs. Evans, but what have you decided to do with your wedding ring? I can see you took it off†¦Ã¢â‚¬  â€Å"Uhm, that was when I was washing the dishes. Yes. Uhm. And then you rang at my door. So uhm, yes. † He could see how uncomfortable she suddenly was. Maybe she had had to sell it to get some living money. It must be a sensitive subject anyway. â€Å"Oh yes of course. Thank you again for letting me in. But you know that if any time you change your mind, we are the first you can trust! † â€Å"Right, right. † She said with the same not blank but not curious tone she had when she opened the door. Clearly talking in the entrance made her somewhat emotion-less. She still had some suspicions about the press, Scoop thought. Suddenly his eyes caught something on his way out. Above the mantel, hanging on the wall in the hall, there was a tiny gold box with blue velvet inside and a gold, shiny medal. He turned around to ask her while pointing at the shiny thing. â€Å"What is this beautiful metal? Did you win it? Was it your husband’s? What did he get it for? † He asked, maybe with a little too much enthusiasm. â€Å"Oh that. They pinned that on him the other time he killed a man. † Scoop was speechless. She walked him to the door, said another goodbye and closed it. For her he had been quite a revelation. He wasn’t so talky and intrusive as the others. And he left her space to be human, not just a drama storyteller. Now she wasn’t going to tell anything, but she could see he had an eye for detail, unlike some others. She’d have to keep the story well hidden to not get any more fuss. And she’d start by taking of the medal. The one reminder for how things had started to go bad for Paul. He was too nice to kill when he left. And war had made him go very far away from who he used to be. If only he was still sitting on his chair, as he used to. He was still walking at the same speed to his car, and just couldn’t stop wondering, how much there is behind this whole story. He was now very intrigued. The intelligent irony, the pride, the strength of the beautiful queen had fully fascinated him. He felt a sudden need to find more about her. She looked strict but still so naturally smashing. He could see she was trying to hide she was having a hard time accepting the death. By keeping the photos, the seats, the medal exactly as it was before, she has to face it each day, alone. As if she was waiting for him to come back. But she knew. Her eyes, as beautiful as they were had been crying and her ring had been taken off. And there was her intelligence, her rationality that had stroked him too. She knew what was best to do. That’s why she hadn’t accepted their offer. He was now sitting in his car, looking at the house. He would have to go soon, he knew she’d watch him leave. But something was just making him stay, he felt the need to wait a bit, as if waking up fro a dream. The house was simple but very tidy, she took good care of it. But she must be feeling lonely, vulnerable, with no family, no surroundings and no people to be there for her, even though she seemed so loving. The love with her husband must have been strong, from her reaction in court. But Scoop was thinking there must have been something he or she was hiding. A good man wouldn’t suddenly have killed another because of alcohol, he had fought for our country! But maybe that was the problem. Maybe killing men there had changed his way of living, being, seeing things and people†¦ But this will be something for which he’ll have to dig deep to find the answer. Will she one day change, get on with her life, tell her story? How is she going to live? She seems so out of this world. Her beauty, her strength, her voice,†¦ so surnatural and oh so enchanting! He could see the lace curtains move up, it was time for him to leave. He didn’t want to scare her forever. She might always cal back. One thing for sure is that there was a lot more to find out about Mr. Evans. M. P.

Equity & Expectancy Theory of Motivation Essay

Motivation Explain Adams equity theory Adams’ equity theory is a motivational model that attempts to explain the relationship between what an employee puts into their job (input), what they get out of it (output) and the fairness and justice exchanged between the two (Cosier & Dalton, 1983). Inputs include all factors that are perceived as necessary to obtain a return, such as effort, loyalty, hard work, commitment, skill, ability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in the employer and personal sacrifice. Whilst outputs include all factors that are seen as a return of the job such as financial rewards, perks, benefits, pension arrangements, recognition, reputation, praise, interest, responsibility, travel, training, development, sense of achievement and promotion (Cosier & Dalton, 1983). A fair and equitable balance of the two are based on the employees own perception, thoughts and beliefs and are formed through comparing the employees own situation with other employees in the market place along with opinions and comparisons from colleagues, friends and partners (Kreitner & Kinicki, 2010). Ultimate Software has been able to provide an equitable balance between the inputs and outputs of their employees through implementing some of the key principles of equity theory. For example they are providing a strong leadership role model through Scott Scherr-the CEO, they are being attentive to their employees’ perception of fairness and more importantly they are involving their employees in the decision making and policy process. In return this has promoted cooperation and team work within the company (Kreitner & Kinicki, 2010). More specifically Ultimate Software application of being attentive and involving their employees was demonstrated when their employee suggested that they offer paid adoption leave to their employee and they consequently implemented the benefit (Kreitner & Kinicki, 2010). This particular employee was about to adopt herself so she perceived that the output of â€Å"adoption leave† was a fair and equitable reward for her inputs of effort, loyalty, commitment, skill, ability and work (Cosier & Dalton, 1983). Thus by listening and implementing her suggestion Ultimate Software met her sense of fairness. In addition they al so conveyed to her a sense of  involvement with the decision and policy making process. Consequently the employee regarded Ultimate Software as a fair, observant and appreciative  employer. So much so that she has remained with the company for four years and has since used the â€Å"adoption leave† again. Conversely the company could have chosen not to listen to this particular employee’s suggestion. As a result Ultimate Software would not have implemented adoption leave and the employee would have felt that her inputs of effort, loyalty, commitment, skill, ability and work were out-weighed by her received outputs. This would have been even more apparent if another company in the industry offered such a leave for adopting children. Consequently the employee would have felt underappreciated and would have become demotivated. This would have resulted in the employee reducing their effort and application, and even seeking an alternative job, perhaps one where adoption leave was available (Cosier & Dalton, 1983). Another example of the principles of equity theory at work in Ultimate Software is the use of benefit schemes to motivate employees. These schemes endeavour to provide employees with working conditions and policies that give additional rewards above and beyond the basic requirements to meet the perceived outputs of different individuals (Katzell & Thompson, 1990). For example an employee who perceived education as a fair and equitable output to their inputs is able to benefit from the company’s annual tuition reimbursement. Whilst an employee who perceives providing health cover for themselves and their family as an equitable output for their input will acquire a sense of fairness and organisational justice through the use of Ultimate Software’s fully paid health premium scheme. These, along with the other schemes mentioned, cater for the differing perceptions, values and sensitivities amongst the company employees. This variation exists because what one employee sees as an adequate reward for their input may not even register with another employee (Blakely et al, 2005). We all have differing sensitivity and to achieve organisational justice and fairness between the inputs and outputs of individual employees the company needs to comprehend what makes their employees tick to enable them to perform their role (Wilson, 2005). Basically Ultimate Software has applied the principles of equity theory to motivate their employees. The company has provided outputs which meets their employees perception of fairness against what they input into the company (Katzell & Thompson, 1990). This balance between input and output has not  only been achieved individually but also with in the work place and the industry. Consequently Ultimate Software has raised the level of employee satisfaction and performance. Explain Vroom;s Expectancy Theory Vroom’s Expectancy Theory is another motivational model but slightly more complex in its application. The model uses the three variables expectancy, instrumentality and valance to explain how an employee is motivated to behave in ways that will produce a desired combination of expected outcomes (Kreitner & Kinicki, 2010). The first variable, expectancy is the belief that an ones effort will result in the attainment of desired performance goals and is based upon the employees past experiences, self-confidence and the perceived difficulty of the goal. The second variable, instrumentality is the belief that one will receive a reward if the performance expectation is met and is connected to the employees’ levels of trust in leadership, control over rewards and the company’s formalised policy. The final variable, valence is the value that one places on the rewards and is based upon an employee’s needs, goals, values and sources of motivation (Lee, 2007). It is Vroom’s belief that these three variables interact psychologically to create a motivational force that will cause employee to acts in ways that will bring pleasure and avoid pain (Pearson & Hui, 2001). An example of Ultimate Software using the principle of expectancy theory to motivate their employees is through the use of their education benefit. For this to be a motivational force the three variables of expectancy, instrumentality and valance must be perceived by the employee to be met (Pearson & Hui, 2001). That is to fulfil expectancy an employee will need to believe that their extra effort and time put into studying a degree, or similar educational course, will result in them completing the program. To fulfil instrumentality the employee must believe that  once completed they will be rewarded with either a higher pay and or a promotion within the company. And finally to fulfil the third variable valance, the employee will need to value that the pay rise and/or pr omotion are important enough to apply extra effort and time. Basically they will need to desire the outcome enough so that they will achieve it (Pearson &  Hui, 2001). Jose Chinea of Ultimate Software was able fulfil the three variables of expectancy, instrumentality and valence. Firstly Jose believed that the masters’ degree in management and information systems was achievable. Secondly he believed that the extra effort put into studying a master’s degree would lead to the reward of obtaining a promotion with Ultimate Software. And finally because he personally understood and valued education as an opportunity to grow he therefore believed that the efforts he put in, along with the rewards obtained from Ultimate Software, would be worth it. Conversely, if Jose was not able to fulfil any one of the three variables then there would be no motivational force for him to study and therefore use the educational benefit. This would happen only if he believed that he was unable to complete the master’s degree, the company was not offering a suitable reward and he perceived education and the rewards of education to be of no value. Conse quently, the internal attributes of the employee which incorporate their attitude and value systems are an extensive determinate of motivational force in the expectancy theory model (Pearson & Hui, 2001). Another example of Ultimate Software using the principles of expectancy theory is the CEO’s, Scott Scherr’s leadership role (Isaac et al, 2001). Scherr adopted the principles to equip himself with tools to influence the psychological process resident in his employees. He implemented rewards systems that are uncommon. These rewards include matching 30% of employee superannuation contributions and also stock options and both are applied in an appropriate fashion to pull or influence his employees. This strategy enhances the level of personal motivation of his employees as they wish to maximize their own self interests. For example an employee who wishes to boost their retirement savings would opt for the reward scheme of matching superannuation contributions. Whilst an employee who wishes to boost their immediate wealth, or even just considers investing to be of value, would opt for stock options. In applying a strong leadership style Scherr has created an environment within his company that inspires his employees to achieve a level of performance that meets the company expectations, and even perhaps exceed the employees own personal expectations. This has been achieved through Scherr consciously choosing a leadership strategy that pulls rather than pushes  (Isaac et al, 2001). The positive implications of using a motivational model such as expectancy theory include reduced employee turnover, improved morale and higher productivity (Pearson & Hui, 2001). For Ultimate Software this has resulted in the company obtaining the title of best medium company to work for in America.