Piaget Stages of Development Essay Example for Free

Piaget Stages of Development Essay Child development undergoes various stages from infancy to adulthood. This process of development is called by various psychologists as â€Å"progression through development† to which, age is often attached on each developmental stage. The first stage is called the infancy stage which is from birth to one year during which the physical and psychological occur most rapidly. In Piaget’s developmental theory, the child’s development during this stage is called â€Å"sensorimotor† because the child’s behavior at this stage is mostly simple motor responses to sensory stimuli† (Kalat 170). The stage of toddlerhood which is from one year to three years old is partly connected with infancy stage because as Olga Drebben asserts, â€Å"in these early childhood stages, the infants and toddler’s growth and development include very multifaceted processes of physical, cognitive, and psychosocial transformations. Drebben affirms that the primary modes of infant and toddler are sonsorimotor. The childhood stage or as Piaget calls it, the â€Å"preoperational stage of development† is the stage in which children are subject to externally imposed rules and adhere unquestioningly to rules and the directives of powerful adults. In this stage, peer relationship is an important factor towards constructing a self separate from others and towards developing the capacity to think in terms of other peoples’ attitude one self. Deutsch, Coleman and Marcus stated, â€Å"Equal peer relationships give children a chance to experience reciprocity which greatly assists them in perspective taking and problem solving† (Deutsch, Coleman, and Marcus 359). Adolescence stage on the one hand, is seen to takes place at the beginning of puberty or from 10 to 12 year for girls and 12 to 14 years for boys and end and at the age of 18 for girls and 21 for boys. While psychologist admits the lack of precision as to age limit, this stage â€Å"assume more responsibility for personal attainment and well being† (Arnett 168). It is also the stage to earn a living and a time when interest in fun increased. The stage of adulthood on the other hand are divided into three; early, middle and senior adults. The early adulthood which starts at age 21 up to 34 years, is concern on being able to engage in intimate relationships and in finding more satisfying work. This stage is also period of focusing on long term goals, nurturing other physically, finding a meaning in life, and developing a tolerance for delayed gratification to meet long-range goals (Corey and Corey 88). The middle adulthood ages 34 to 49 is regarded as the period of reassessment of one’s work satisfactions, of involvement in the community and of accepting choice made in life. According to Gerald and Marianne Corey, this period of life is a time for â€Å"solidifying one’s philosophy of life. The senior adults 50 to 64 are regarded as the beginning of the wisdom years. This period is characterized as the time for serving the community and planning for work transitions and retirement. Finally, the elderly, 65 years onward is the time â€Å"to find new levels of meaning in life and to appreciate what one has accomplished† (Corey and Corey, 89). This stage is a period of physical weakness because it is a time of diminished strength and increased dependence on others. Of all these stages, the development stage that is more susceptible to schizophrenia are the early adulthood ages 21 to 24 for men, while 40 and above for women. This is because the vast majority of the onset of this disease â€Å"falls within the interval of 15-54 years of age (Hirsch and Weinberger, 215). Steven Hirsch and Daniel Roy Weinberger noted that onsets of schizophrenia in men â€Å"peak steeply in the age group 20-24† (215), and it slowed down at lower level thereafter. This onset for men is the reverse for women above forties. The stages that are more prone to Alzheimer are definitely middle adults, senior adults and the elderly because this disease takes place during these stages of life. Question 2. Two of Piaget’s universal developments are the sensorimotor stage and the preoperational stage. The sensorimotor development stages starts from birth up to the end of the second year. Also called the neonatal stage, it is the period of development when the infant where simply a passive being that acts with out any systematic goal. Sensorimotor stage is the development of the child that includes intelligence based on perceptual experiences such as reflexes from 0-1month, primary circular reactions from 1to 4 months which is a repetition of certain pleasurable behaviors and formation of habits, secondary circular reactions 4 to 8 months, the coordination of secondary schemata and so forth. An example to this is the hand exercises. The child can follow simple instruction to close or open his or her hands as this is pleasurable exercise, during the infancy stage. But when the child is over one year old he can already follow basic instruction with basic understanding. Preoperational stage on the other hand begins at 2 up to 6 years of age. Salkind implies that Piaget’s preoperational stage of universal development is the progression of the infant from a reflexive organism to towards understanding of the symbolic world (248). Michie Swartwood and Kathy Trotter pointed out that in Piaget’s preoperational stage, the key feature of children’s thinking â€Å"is symbolic representation† (69). Swartwood and Trotter cited that during this stage, the child is able to use symbol, an object, or a word to stand for something else (69). Thus, though preoperational stage occurs right after the sensorimotor stage terminates, the child experiences tremendous progress during this stage. An example to this is the ability to follow simple instruction not to touch this or that, or that, on the ground that it will harm him or her, or that it will hurt him. In comparing both stages of development the child acquires certain degree of progression before each stage terminates. Both stages also display some degree of intelligence as the child now learns a lot of things through his or her experiences. But these stages also differ on some grounds. First, children in the sensorimotor stage do not think symbolically, while in preoperational stage they do think symbolically. Second, in the sensorimotor stage, the â€Å"child is limited to direct interaction with the environment, while in the second stage, the children learns to â€Å"manipulate symbols that represent the environment (Salkind, 248). In general however, both these stages show the child’s remarkable and development. Question 3. Some of the major stress that I am dealing with in my everyday life are first and foremost are the pressures from deadlines that must be met. This creates tension in me especially when I am running short of time. Biased treatment and sexism are also a great source of stress because it angers me. I really hate these things and I felt stress every time I encounter it. Some minor stressors however that I encounter everyday are the peer pressures. Peers insistences of something I do not like create pressures on me. Stern and unsmiling faces also s a source of stress especially those I meet daily. Some of the coping skills that I learned over time to keep the minor stressors from becoming major issues are; first, to ease my self of being too competitive. I learned this skill after I realized that I do not actually need to compete with my self. I simply need to make a list of priorities and take things at a time based on the priority list. Second, is to be friendly. I just realized that there is nothing wrong to great people with a smile regardless of how they would respond at me. I realized that by doing this, I could prevent the minor stress from becoming a major stress as I actually overcome it. Question 4. Schizophrenia is a disease. It is a chronic disease and severe mental disorder with a typical onset in adolescence and early adulthood and a lifetime prevalence of 1%. Dwight Evans cited that on average â€Å"male have their illness onset 3 to 4 years earlier than female† (78). Schizophrenia is not a developmental disorder but a chronic mental disease. The four type of schizophrenia are the following, paranoid, disorganized, catatonic, and undifferentiated. The characteristic and symptoms of paranoid are hallucinations and delusions. In the disorganized type, it symptoms and characteristic are reflected by disorganized speech, disorganized behavior, and inappropriate affect. The catatonic type manifest clinical syndrome such as excessive purposeless motor activity, extreme negativism, peculiar voluntary movements and so on. The undifferentiated sub type is diagnosed when the patient â€Å"does not meet criteria for the previous type yet does meet the criteria for schizophrenia† (Maddux Winstead, 182). It is more likely that schizophrenia has a genetic cause than environmental. It is quite common that when there is schizophrenia in the family, it is passed down to another member. Thus this disease is called â€Å"psychobiological† illness amenable to chemical intervention and modification of the environment. An example to this is when a person is exposed to violence and all other abuses since birth, he has the tendency to have psychological trauma which causes schizophrenia. Question 5. One incident that happened in my lifetime was when I read the story about a plane crash killing all the more than two hundred passengers. After I read the story, I was shocked and I developed psychological fear regarding boarding an aircraft. Psychology fit in this scenario because I knew pretty well that it was simply an accident. In this experience, I developed some fear as it would always come to my mind that this plane might crash too. But as I came to realize, accident happens anywhere to anybody, at any given time and cause. Since I cannot prevent it nor predict it, the best thing to do is to just be very careful and avoid those that I can, but those that I cannot; I just leave my fate in the hands of God. The connection here between psychology and life is that, life is real; we should rather be practical and realistic than be overcome by fear and anxiety about our bad experiences. Question 6. I have incorporated in my work of art elements of psychology through my use of colors and designs. In using bright colors, I usually expressed strong emotion such as anger, or fear, or other emotions. I also incorporated psychology in my designs such as shapes that expresses meanings like lovely ideas or joyful situations. I will incorporate them in the future in the same way I incorporated it the last time with perhaps some improvement or modification. I could connect the process that I go through as an artist with psychology through putting meaning on my experiences in the light of what I have learned about psychology. That is, I must seek the context of what I am trying to portray to which I labor so much. It means that my work of art should be reflective of what life is, of the emotions, such love, fear, and other strong feelings that we often encounter or should I say, that always experience on a daily basis. Finally, one influence that will mesh with my future work of art is those that wear green colors, or things that are green. I am fascinated by this color and this influence in me can help meshed up with my future work of art. Work Cited Arnett, Jeffrey Jensen. International Encyclopedia of Adolescence, Volume 1 USA: CRC Press, 2007. Corey, Gerald Corey Marianne Schneider. I Never Knew I Had a Choice: Explorations in Personal Growth USA: Cengage Learning, 2006 Deutsch, Morton; Coleman, Peter T. ; Marcus, Eric Colton. The Handbook of Conflict Resolution: Theory and Practice USA: John Wiley and Sons, 2006 Drebben, Olga. Patient Education in Rehabilitation USA: Jones and Bartlett, 2010 Evans, Dwight Treating and Preventing Adolescent Mental Health Disorders: What We Know and What We don’t Know New York: Oxford University Press Hirsch, Steven Weinberger Daniel Roy. Schizophrenia Great Britain: Wiley-Blackwell, 1995 Kalat, James W. Introduction to Psychology USA: Cengage Learning, 2008. Maddux, James Winstead, Barbara. Psychopathology: Foundations for a Contemporary Understanding USA: Routledge, 2005. Salkind, Neil J. An Introduction to Theories of Human Development USA: Sage Publications, 2004 Swartwood, Michie Trotter, Kathy. Observing Children and Adolescents: Student Workbook USA: Cengage Learning, 2004

Disruptive Technologies And The Innovation Dilemma

Disruptive Technologies And The Innovation Dilemma Disruptive technology was first introduced in Clayton Christensen article Disruptive Technologies: Catching the Wave (1995) which was co-wrote with Joseph Bower. [1] In view of business and technology fields, as discussed by Clayton Christensen, disruptive technology is a technology initially in a form of simple application, then improves and dominates dramatically in the markets, where the markets do not expect. Disruptive technology typically improves in a way that by being lower priced and designed for various disciplines of consumers. [2] Instead of allowing consumers with lots of money or lots of skills to use it, disruptive technology is designed in which allow whole new population of consumers to use it, access its services. [3] For leaders of the existing markets, disruptive technology makes potential threats on them. It is because it competes with the existing leaders of the market in such an unexpected trend. Leaders of the existing markets sometimes fail to compete with disruptive technology since they do not expect disruptive technology can improve and dominate dramatically in the markets. Generally, disruptive technology dominates the existing markets by moving into a new market where the older technology fails to follow. In additional, it enhances and makes improvements in its performance until finally displace the market incumbents. [2] There are lots of examples of disruptive technology such as personal computers, digital memory cards, digital photography, and Liquid Crystal Displays (LCD). Personal computers displaced the original mainframes computers. The dominant of digital memory cards has displaced the floppy disks which were widely used in the past. [4] Endnotes: [1] Bower, Joseph L. Christensen, Clayton M. (1995). Disruptive Technologies: Catching the Wave Harvard Business Review, January-February 1995 [2] http://en.wikipedia.org/, Wikipedia, Disruptive Technology (accessed on 6 January 2010) [3] http://www.claytonchristensen.com (accessed on 6 January 2010) [4] http://en.wikipedia.org/, Wikipedia, Examples of disruptive innovations (accessed on 6 January 2010) What is sustainable technology? How does it differ from disruptive technology? (1/2 to one page) Sustainable technology improves established products performance without replacing them. Sustainable technology is usually developed by well-established company which usually holds a leadership position in the corresponding industries. Generally, most of the new technologies and innovations improve the performance of products. The term sustainable technology was introduced by Clayton Christensen in 2003: What all sustaining technologies have in common is that they improve the performance that mainstream customers in major markets have historically valued. [1] In general, sustainable technology does not create side effect on the existing markets. Sustainable technology can be classified into two categories: Revolutionary or Evolutionary. For Revolutionary technology, customers are allowed to deal with a problem in a radically mean while for Evolutionary technology, products in an existing market are improved in such ways that customers are expecting. [2] Sustainable technology aims to sustain the organizations focus, and sustainable technology usually satisfies current customers needs, while disruptive technology does not initially improve the focus of an organization. They sometimes do not have a market when they are created. In view of the difference between incumbents and entrants in terms of technology adoption, since sustainable technologies are well established together with the domination of strong players in their markets, an entrant may choose to begin with alternative technologies. Besides, disruptive technologies have lower gross margins, smaller size of target markets and simpler products, which allow them to carry out by either firm. [3] Nevertheless, when compared to disruptive technology, products of sustainable technology are usually regarded as too expensive to be adopted and preferred instead of too cheap that no one want to adopt and prefer. [4] Endnotes: [1] Christensen C. 2003. The Innovators Dilemma, Harper Collins Press [2] http://en.wikipedia.org/, Wikipedia (accessed on 7 January 2010) [3] http://www.claytonchristensen.com (accessed on 6 January 2010) [4] Xiao Huang Greys Sosic 2008. Sustaining vs. Disruptive Technology: Industry Equilibrium under Technology Evolution, Marshall School of Business, University of Southern California, Los Angeles, CA 90089 Managers in successful, on-going business are more comfortable with which type of technology disruptive or sustainable? Explain your answer. Illustrate it with examples. (One page) Instead of disruptive technology, sustainable technology which serves the present customers and puts emphasis on incremental improvements is more comfortable to develop and maintain from the point of views of managers who are doing on-going and successful business. Since the majority of advances are sustainable technologies, with the established technologies, developed good reputation of the organizations and relationship with the customers in the mainstream markets, it is no doubt that managers in on-going business will feel more comfortable in those sustainable technologies. [1] In the mainstream markets, there are enough suppliers willing to develop and support the new technology and customers to buy it. In the computer industry, as a manager of Intel Corporation, it is more comfortable for them to perform continuous advancement on the processing power of Intels integrated chips as a sustainable technology since there are enough suppliers such as Tenco Electronics Co. and IT Market Web to support their development and large groups of mainstream customers to buy them. [2] As a manager in an organization, a stable and sustainable market is preferred. In the healthcare industry, applications which are used to manage the assets and traditional supply chain are usually considered as sustainable applications. It is nothing but the improvements and enhancements in the existing processes for the mainstream customers such as the large hospitals. Suppliers of these applications include the large hospital suppliers and Radio Frequency Identification (RFID) consultants. [3] With the large supports behind, managers are much used to prefer sustainable technology. Sometimes, if an organization chooses to adopt disruptive technologies instead of sustainable technologies, rapid technology improvements may overshoot the mainstream markets. This is a significant perplexing problem for a manager in an organization. Taking the producer of graphics cards Nvidia as an example, the development of technologies and products were good initially. [4] However, a large difference to their customers requirement was finally reached when the number of polygons rendered per second was increased rapidly every successive improvement. From the perspective of managers in an on-going, successful business, sustainable technology is more preferred in general. Endnotes: [1] http://www.hartnall.com (accessed on 9 January 2010) [2] http://www.alibaba.com/suppliers/Intel (accessed on 9 January 2010) [3] Karen Crooker, Dirk Baldwin, Suresh Chalasani, RFID Technology: Applications in the Healthcare Industry, European Journal of Scientific Research, 2009 [4] http://en.wikipedia.org/, Wikipedia, Nvidia (accessed on 9 January 2010) What does Christensen mean when he asserts that many great companies went out of business because they were too focused on satisfying their customers stated needs? How can the example of Digital Equipment Corporation (DEC) be used to illustrate this point? Explain your answer. Illustrate with additional examples. (1 2 Pages) Many great companies were too focused on satisfying their customers stated needs, actually, they do not have much difficulties on succeeding this objective in order to develop their sustainable technology. It is hardly for managers in a good business to pursue in worse margins. But this is the problem, they were too focused on their high-end markets and the low-end disruptive technologies markets sometimes do not make sense to them. Thats why DECs leaders and engineers viewed PCs as underpowered toys. However, DEC finally went out of business. [1] DECs PDP and VAX products were considered the most popular minicomputers for both scientific and engineering industries during the 1970s and 1980s. [2] Their management team was considered as the best team in the industry. However, the emergence of microcomputers had destroyed DEC finally. This was the problem of their business model. The mainstream market for DEC was customers who brought high-end minicomputers at high margins. These computers were wealth to buy powerful computers. In contrast of DECs minicomputers, microcomputers were mass produced to customers who were expected to use low-cost computers with little help from the manufacturers at low margins. Initially, microcomputers could not meet the high-end markets but over a successive improvement, they met the most demanding markets. The reason of the collapse of DEC rather than the microcomputers corporations such as Apple, Dell was that DEC was too focused on their high-end markets and could not develop new markets for their products. DEC was forced by those microcomputers corporations to concentrate on their high-ends markets and customers in which the margins were considered as better and more profitable. However, after improvement of microcomputers performance, most of the microcomputers could do the most jobs as well as the minicomputers did. The dream of DEC was finally over and the most-demanding market was low cost microcomputers ultimately. [3] The other example was Eastman Kodak which missed out the digital photography revolution. In the past, Kodak dominated the chemically based photographic process markets. Their only competitor was the Japanese company, Fuji, but actually did not make too much threat to Kodak at that moment. In the past, Kodak had put hundreds millions of dollars into a chemically based system which focused on satisfying their mainstream customers needs. Nevertheless, an emergence of a disruptive technology digital photography revolution had made a huge punch to Kodak chemically based photographic process business. Digital photography technology was created in Japan. When the first Japanese VHS and Betamax camera systems were available in the markets, Kodaks Polaroid chemically based system no longer made sense when compared to digital photography. Nevertheless, Kodaks did nothing and tried to ignore this tidal wave approaching on them. Finally, they missed the chance of digital photography revolution and lost hundreds millions of dollars of investment which was equivalent to billions dollars today. [4] Although digital photography was developed finally in Kodak nowadays, Kodak had to pay a huge price for their delay in digital photography revolution. The digital transformation required a series of layoffs and facilities closure, cutting 12,000-15,000 jobs around the world. A 20%-25% reduction in its workforce was happened since 2000. [5] In conclusion, refer to Christensen and the examples of DEC and Kodak illustrated in the previous paragraphs it is not a good practice for successful, on-going companies too focused on satisfying their existing customers stated needs. They should develop their wider field of views into a new market and make significant preparation to resist the tidal wave from others disruptive technologies. Endnotes: [1] http://www.alumni.hbs.edu/bulletin/1999/april/qanda.html (accessed on 10 January 2010) [2] http://en.wikipedia.org/, Wikipedia, Digital Equipment Corporation (accessed on 10 January 2010) [3] http://www.datasentinel.com/files/dataSentinel (accessed on 10 January 2010) [4] http://www.articlesbase.com/, Stock Research Eastman Kodak And The Power Of Disruptive Technologies (accessed on 10 January 2010) [5] http://en.wikipedia.org/, Wikipedia, Eastman Kodak (accessed on 10 January 2010) Explain how lowly disruptive technologies can ultimately surpass successful existing dominant technologies in sales, technical capability, and profitability. Illustrate your answer, using either the example of computer disk technology, power shovel technology, or steel production technology. (1 2 pages) In low-end disruptive technologies, at the beginning, disrupters aim to serve the least profitable customers who are satisfactory with good enough products. These types of customers do not intend to pay lots in improving the functionality of the products. Later, the disrupters try to improve their profit margin by seeking customers who are going to pay little more for better quality of the products. Therefore, the disrupters are required to innovate. It is common for incumbents try to be away from not so profitable margin and move to serve more attractive customers. After successive encounters, the incumbents are pressed out into a smaller market. Finally, the disrupters reach the most profitable markets and expel the established organizations out of the markets. [1] Taking computer disk drives technology as an example, NAND Flash is a typical low-end disruptive technology. [2] NAND Flash has a great impact on computer storage business in view of technical and economic aspects. For the purpose of low storage application, FAND Flash is actually cheaper than the hard disk drives. In terms of random I/O operations, FAND Flash has a higher performance than hard disk drives. A single NAND SSD can have a 10-30K random I/O operations per second (IOPS), while a single hard disk drive can only have 250 IOPS. At the markets where customers interest in low storage capacity rather than high storage capacity, FAND Flash is much more cost effective than hard disk drives. In order words, FAND Flash has squeezed hard disk drives out of the low-storage business market. The cost of mechanical components of a hard disk is around $20, while the disk controller costs around $3. [2] The smallest capacity of a hard disk is a single platter and additional platters provide incremental capacity. Say, the smallest capacity platter of a modern 2.5 hard disk drive is 160GB and capacity will increase over time when technical capabilities improve. The cost of a single NAND Flash chip is generally between $1 and $8, depending on performance and density. Currently, a 4GB NAND chip using multi-level cells (MLC) costs around $7 while the controller is the same of that in hard disk drives. [2] For certain capacities, say lower storage capacity, NAND Flash actually costs less than the minimum cost of a hard disk drive. This is the reason behind why USB storage drives usually adopt the use of NAND Flash. Now, it can be explained that below the cross-over point, FAND Flash is much more cost effective while above the cross-over point, hard disk drives are much more cost effective. However, it is of great importance that we should be noticed that the shifting of the cross-over point towards a higher storage capacities. Moores law has a long history in the application of computer hardware. The capabilities of many electronic devices are strongly related to Moores law, such as the storage capacity. [3] NAND Flash which is made of semiconductor is benefited from Moores law. With the improvement of performance of semiconductor, the storage capacity of FAND Flash has exponentially increased, and so the hard disk drives do. Therefore, FAND Flash will not squeezed hard disk drives out of high-storage capacity. Nevertheless, the cross-over point is moving towards a higher storage capacity, say today it is around 16GB but four years later, it is around 64GB, and eight years later, the cross-over point might even reach to around 400GB. [2] As a result, the low-end market of FAND Flash is expanding continuously. The markets below the cross-over point of FAND Flash are expanding while putting the markets of hard disk drives below cross-over point into pressure and diminished. It gives us an implication that wh en the cross-over point exceeds the amount of storage capacity needed, people will move to buy the cheaper one computer memory storage disk, that is the FAND Flash. Therefore, hard disk drives will finally be out of business. In conclusion, taking the example of FAND Flash and hard disk drives in computer disk technology, low-end disruptive technologies can ultimately surpass successful existing dominant technologies. Endnotes: [1] http://en.wikipedia.org/, Wikipedia, Disruptive Technology (accessed on 12 January 2010) [2] http://www.realworldtech.com/, NAND Flash: A Classic Disruptive Technology by David Kanter, 30th December 2009 (accessed on 12 January 2010) [3] http://en.wikipedia.org/, Wikipedia, Moores law (accessed on 12 January 2010) For each of the following categories of employees in a successful company, explain why individuals in these categories are reluctant to champion disruptive technologies in their organization: Senior executive (1/2 to one page) Middle managers (1/2 to one page) Sales people (1/2 to one page) Senior executive From the point of views of senior executives, the change of the developed mature organizational structures is irrelevant and they found difficult in changing their mature organizational structures. A director in a global grocery business said that: One of the most difficult challenges I face is going into the board room and asking for changes in our operations and structures, since the original manuals were written by three main board members about 15 years ago. [1] In additional, when consider the investment of new technology, senior executives have to ensure that the investment in new technology is appropriate. This technology should keep track with the current technological systems. It is a difficult task for senior executives to write off previous investment and invest into a new technology. However, it is the most important decision they have to make. Middle managers In a maturing organization, middle managers usually tend to become too comfortable on their normal works. They are not willing to champion disruptive technologies since it is not worth for them to taking risks outside their comfort zone. They are not willing to champion disruptive technologies since it is not worth for them to take risks outside their comfort zone. Most of the middle managers are too focused within their disciplines to give their work assignments. They are not willing to take risks to identify ideas or technologies outside their disciplines. In additional, they find that it is of a great challenge to manage and lead an interdisciplinary team. [1] In a maturing organization, since the knowledge has been accumulated for many years, this knowledge developed from past experiences is the routines and behaviors for middle managers to follow. From the point of views of middle managers, it does not make any sense to discard this knowledge. Middle managers are usually unwilling to get rid of their routines and behaviors. Sales people Similarly, sales people in a maturing organization are reluctant to champion disruptive technologies in their organization. As they are used to sell their products and technologies based on their major disciplines, it is not comfortable and does not make sense to sell new technologies to customers who are out of their current disciplines. [2] A well and stable relationship between sales people and clients is developed and established in a maturing organization, it is difficult for them to sell new technologies or the unexpected disruptive technologies to their long-term customers without support indeed. From the point of views of sales people, disruptive technologies are new technologies which are required to explore a new market of customers. As a sales people, they are reluctant to develop relationship with an unexpected group of customers, sometimes, it is difficult for them to find new customers if the disruptive technologies are not successful. They do not want to take risk to explore into those unexpected region. Endnotes: [1] http://www.allbusiness.com (accessed on 15 January 2010) [2] Albert Harold Rubenstein, Eliezer Geisler, Installing and managing workable knowledge management systems, Greenwood Publishing Group 2003 What can organizations do to encourage the fostering of disruptive technologies? (One page) From the management point of views, there are several managerial recommendations for organizations to encourage the fostering of disruptive technologies. These recommendations for organizations are discussed in the following paragraphs. First, it is of great importance for organizations to know that options are not limited. Organizations should not be fixed in the ground, where just fulfill their current customers needs. They should keep searching for options, although taking the chances randomly is a little bit risky. However, taking the opposite point of views, it is worth to keep discover options to defend the threats from other disruptive technologies. [1] Second, a knowledge-based organization must be developed continually in nowadays markets. Organizations should look further, be proactive and have a wider sight of views. The internal and external environments in an organization should be closely monitored. Once there is a sudden change or threat come from, the organization can respond to the change appropriately for both internal and external environments. Executive management should be dynamic, keep track with the change of business ecosystem such that they can set up the proper and latest organizational strategies to guide the organizations. [1] The third focus is the organizations structure which has a great impact on how the firm can respond to change appropriately. Actually, organization structure is the most important factor to determine the operation of a business. A well executive leadership and management plans can hardly succeed if there is no flexible organization structure which responds and adopts effectively and efficiently to the changes. [1] Leaders at the executive level should have a clear mind on the organization structures and the implications of that structure in order to develop and foster a disruptive technology successfully, enhance the competitiveness of the organization in the markets. In additional, it is important to analyze the relationship between radical research and the established business units. Establishing some distance between these two is critical. Organizations should aware that there is a potential risk of creating a sustainable product instead of a disruptive product, if the business units are allowed to affect the end product too much. [1] Eventually, according to Bower and Christensens article, Disruptive Technologies: Catching the Wave, a potential disruptive technology is sometimes considered as unpleasant by traditional project management systems. [2] Therefore, the systems should encourage employees to have a wider sight of view. Employees at all levels of the organizations should be interested about advance technologies for both inside and outside their industries. In order to be successful, goals and values should be incorporated into the organizations guiding principles. Endnotes: [1] Dr. LEE, TERADYNE CASE, BUSA 541. The JKF Group, 12th October 2002 [2] Bower, Joseph L. Christensen, Clayton M. (1995). Disruptive Technologies: Catching the Wave Harvard Business Review, January-February 1995 Essay Lets say you have been asked to write a book review of The Innovators Dilemma by a leading scholarly business journal. This should be an in-depth review of roughly five pages length (single space). In the review, you should do the following: Highlight key points raised by Christensen Discuss how Christensens views are revolutionary, in the sense that they go against much of what we have been taught by business schools (e.g., Do all you can to satisfy the customer) Discuss how Christensens insights reveal a major reason that organizations resist change Discuss possible weaknesses of Christensens approach for example, are there technologies and/or areas of business and government where his viewpoints dont make sense? (Hint: The answer is yes.) Use the book review as an opportunity to showcase your personal views (the best book reviews always do this) A book review on Clayton Christensens book, The Innovators Dilemma In this book, Christensen has highlighted some key points regarding the term disruptive technologies. Sometimes, it could be called disruptive innovations. Disruptive technologies or innovations were considered as technologies or innovations overturning the existing order in an industry. Initially, customers who were not served by the current market were the main target of disruptive technologies and innovations. Under successive capacity or performance improvements, the low-end innovations squeezed out the incumbents in the mainstream markets. Christensen criticized incumbents were not sensitive to the disruptive technologies and incumbents usually focused on satisfying the needs of their mainstream customers. In general, incumbents did not respond sensitively to resist the threat brought from others disruptive technologies until it were too late to do anything, say an organization finally went out of business. Sometimes, managers were not comfortable and not interested in those low margins. They were not willing to develop disruptive technologies or innovations as they considered exploring a new market was taking a risk. Christensen have explained the reason behind why organizations collapsed and failed in their business in spite of being the top position in the markets, having the ability to develop the best and capable sustainable innovations and technologies in their industries. This is a problem of their business model. Sustainable technologies improvement was not the reason for the leaders went out of business in an industry. At the time being, they developed their ability and capability to compete in their high-end market. Nevertheless, it was mentioned by Christensen that these were sustainable technologies and innovations which were already utilized by the best organizations in the industries. Following an s-curve, improving performance was already expected by their customers. With the well established relationships with clients, well developed reputation, sufficient money and more advance technological power in the market, leaders usually did not fail. Until the emergence of disruptive technologies, the story had changed. Disruptive technologies were even a nightmare of managers. In the contrary, disruptive technologies are so much cheaper, where they explored and opened a new market in which the mainstream incumbents did not consider to explore. But at the moment the rate of improvement of performance of the disruptive technologies and innovations exceeds the users demands, they surpassed the high-end and mainstream technologies and innovations ultimately. Christensens views were revolutionary in view of technological and innovative business. He mentioned that great firms succeeded because they listened to their customers needs and invested aggressively in the technologies and innovations. Nevertheless, at the mean time, great firms failed with the same reason, listened to their customers and put their great effort to satisfy their customers. It was revolutionary compared to the traditional concept of business schools, which sold the concept of doing all the best to satisfy your customers. Christensen did research on the history of disk drive industry. He showed the reasons behind why the leading established drive markers were unable to reach the 8-inch drive market. It is because of the delay of strategic commitment to enter into the emerging market. Christensens insights had revealed a major reason why great established firms in the markets resist to changes. Christensen had mentioned that since established organizations structure and groups working together were facilitating the design of its dominant technologies and innovations, the organizations structure and the groups learning to work together could be affected and could not design new products. Organizations required very different technological capabilities called radical change. Actually, established firms were sensitive, aggressive and innovative in terms of their sustainable technologies and innovations. But the reasons why they resisted changes were the problem of downward vision and mobility in terms of Christensens trajectory map. Finding changes and new technologies markets for each of the firms seemed to appear once when they were first established and then apparently lost finally. This resistance to changes kept going continuously. Despite there were much supportive commentaries on Christensens approach regarding the issue on disruptive technologies and innovations, but nothing is perfect. There were some weaknesses of his approach. It seemed that Christensens view did not consider the overall socio-political environment and human factors in reality. In this book, the large integrated steel mills industries displaced by those mini-mills steel industries was taken as an example by Christensen. Christensen put emphasis on how mini-mill first entering into the low margin markets and then squeezed out the integrated mills when mini-mill technology, performance and quality improved. Nevertheless, the relieving effects of labor-management relationships were not considered in this case by Christensen. He did not consider if the unions want to accept new labor rules requiring more flexible job descriptions. Whether management willing to adjust pay scales with workers who were trained in and able to perform jobs was not considered. However, obviously, Christensen did not consider the effects of labor-management relationships. Moreover, for the example of replacement of steam shoves by hydraulically operated equipment, one question should be asked, Were labor unions, and management, averse to retraining equipment operators who had many yea rs invested in becoming adept in operation and use of, a particular technology? In general, in view of human nature, people approached to keep away from changes, especially unexpected changes from disruptive technologies. However, disruptive technologies required people to accept and adopt the changes. It did not a must for people being reluctant to disruptive technology. There were small portions of people who chasing the latest technologies and placed cost into lower level of consideration. These were the first groups of people to accept disruptive technologies. Taking personal computers as an example, actually, they were expensive and did not have too many functions when they were first introduced in 1970s. (Wikipedia, 2010) Most people did not recognize the use of personal computers at home. But with those groups of people who like chasing the latest technologies, eventually, prices went down and performance of personal computers climbed up. Ultimately, people began to use personal computers in home and workplaces. Christensen in his book mentioned that disruptive technologies came from a low cost margin and displaced the high-end margin. However, Christensens disruptive technologies or innovations did n

No Universally Agreed Definition Of Corporate Social Responsibility Management Essay

No Universally Agreed Definition Of Corporate Social Responsibility Management Essay With no universally agreed definition of Corporate Social Responsibility, myriad of terms Corporate accountability, Corporate sustainability, Corporate citizenship or Sustainable responsible business have been used interchangeably to describe the practice of CSR. Basically, CSR is a discharge of duty towards society. Business and society are interrelated rather than being distinct entities and therefore, society has certain expectations for appropriate business behaviour and outcomes (Wood, 1991). According to Mallen Baker (2004), CSR is about how companies manage business operations to produce positive impact on society. Consequently, companies need to account for the quality of their management (both in terms of people and process) and the nature of and quantity of their impact on society in various areas.1 In the 1950s, Howard Bowen first published a seminal book Social responsibilities of businessman in which he famously posed the question What responsibilities to society may businessman reasonably be expected to assume. This publication evidently marked the beginning of a modern era of CSR as it we know it today (Carroll, 1999). Since then, the notion of CSR has come to dominate the society-business interface and various theories and concepts have been proposed. According to Bowen (1953), social responsibilities refer to the obligation of businessman to pursue those policies, to make those decisions, or to follow those lines of action which are desirable in terms of objectives and values of our society. The most applied definition of CSR comes from Archie Carroll (1979) who argues that the social responsibility of business encompasses economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. This approach encompasses a whole range of responsibilities of a firm. In the same vein, Lichtenstein et al. (2004) and Lindgreen et al. (2008) consider that an organisation needs to define its role within the society and implement the necessary ethical, responsible, legal and social standards to their firm. Conversely, GÓssling and Vocht (2007) described CSR from a different viewpoint as an obligation of the business world to be accountable to its entire stakeholder customers, employees, shareholders, communities and ecological consideration in all aspects of their operations (Gokulsing, 2001). 2.1.1 Corporate Social Responsibility Corporate Social Performance The current globalisation trend and growing demand from stakeholders towards companies to adopt CSR practices within their business strategy have indeed encouraged companies involvement in such practices (Chapple and Moon, 2005). Therefore, companies that are considered as socially responsible are experiencing triple bottom line benefits associated with such social initiatives. Additionally, companies are not only assessed via traditional performance indicators but also by the way they interact with broad set of social demands. However, CSR being impossible to measure (Van Beurden Gossling, 2008), an observable and measurable outcome of CSR term Corporate Social Performance (CSP) is used to capture the performance of CSR strategies within the society. Carroll (1979) vaguely defines CSP construct as a three dimensional model that consisted of social responsibility categories, social issues and philosophies of social responsiveness. Building on Carrolls attempt to define CSP, Wartick and Cochran (1985) offer a general framework of CSP by defining CSP model as the underlying interaction among the principle of social responsibility, the process of social responsiveness and the policies developed to address social issues and show how several competing perspectives (economic responsibility, public responsibility, social responsiveness) can be incorporated into his framework. Nevertheless, Wood (1991) argues that although Wartick and Cochran (1985) model is innovative, it is still incomplete. Wood (1991) asserts that the term performance relates to actions and outcomes and not interaction and integration. Consequently, Wood (1991) refine Wartick and Cochrans (1985) model to integrate various theoretical perspectives into a coherent CSP model and as such, he defines CSP as a business organisations configuration of principles of social responsibility, process of social responsiveness and policies, programs and observable outcomes as they relate to the firms societal relationships. Wood (1991) affirms that the principles of social responsibility operates at three levels specifically; institutional, organizational and individuals. Conversely, Gond and Crane (2010) define CSP as an umbrella concept which includes organisational process of environmental assessment, stakeholder management and various measures of its external output and societal manifestations (Orlitzky, 2008). 2.1.2 Forms of CSR initiatives Basically, CSR includes a variety of socially responsible activities. Kotler and Lee (2005) identified six major initiatives under which most CSR related activities fall generating a positive impact on the company. The six different forms of CSR initiatives are as follows: 2.1.3 Main approaches of CSR In response to the question to whom an organisation has a responsibility, Marrewijk (2003) presents a sequence review of three corporate responsibility approaches Shareholder approach, Stakeholder approach and Societal approach. 2.1.4 Factors influencing level of CSR activities Review of prior literature indicates that companies actually differ in how they implement their CSR strategies. This can normally be explained using a range of company level attributes that influence the companys CSR participation. These attributes entail: Company size Waddock and Graves (1997) and Itkonen (2003) provide that company size is related to CSP since bigger companies have been found to be more socially responsible than smaller ones. Type of industry McGuire et al. (2003) argues that the type of industry plays an important role in identifying the level of CSR activities. For instance, the CSR activities differ from manufacturing sector to service sector (Kolk, 2003). Financial risk Orlitzky and Benjamin (2001) assert that a company with low CSP shall consider and manage its social responsibility since such a company will have an adverse impact in terms of risk. 2.1.5 Social Responsibility Models The Pyramid of CSR The professor Archie Carroll is one of the first academics to make a distinction between different kinds of organisational responsibilities. This distinction is referred to as a firms pyramid of Corporate Social Responsibility. The pyramid implies a hierarchy of responsibilities moving from economic and legal through more socially oriented ones of ethical and philanthropic responsibilities (Carroll, 1979; 1991). http://www.witszen.com/wp-content/uploads/2011/02/carrollCSR.jpg Source: (http://www.witszen.com/how-companies-should-use-social-media-for-better-corporate-social-responsibility/) Economic Responsibilities Carroll (1979) argues that business institutions are basic economic unit in society and have a responsibility that is economic in nature or kind. The economic responsibility is the most fundamental responsibility of a company which reflects the essence of a company as a profit-making business organisation. The remaining three kinds of social responsibility are based on the economic responsibilities. The economic responsibility implies that society expects business to produce those goods and services demanded and make a profit as an incentive or reward for the business efficiency and effectiveness. Legal Responsibilities The legal responsibilities entail expectations of legal compliance and playing the rules of the games. From this perspective, society expects business to fulfill its economic mission within the framework set forth by the societys legal system (Jamali, 2008). Crane and Matten (2004) further adds that all companies attempting to be socially responsible are required to follow the law. Ethical Responsibilities According to Schwartz (2011), the ethical responsibilities embody those standards, norms or expectations that reflect a concern for what consumers, employees, shareholders and the community regards as fair, just or in keeping with the respect or protection of stakeholders moral rights. Therefore, society expects corporations to act ethically towards its stakeholders (Crane and Matten, 2004). Philanthropic Responsibilities These responsibilities which represents the smallest layer of the pyramid, involves the corporations willingness to enhance the quality of living of their stakeholders through charitable donations and organisational support that are entirely voluntary and seen as desirable by society. The philanthropic responsibilities are sometimes on the same level as ethical. However, the difference is that it is not seen as unethical behaviour if business does not contribute their money to humanitarian programmes (Carroll, 1991). Carrolls CSR Pyramid in Developing Countries In a review of CSR in developing countries, Visser (2006) bases himself on the empirical studies undertaken by Pinkston and Carroll (1994), Edmondson and Carroll (1999) and Burton et al. (2000) to underline the fact that culture may have an important influence on perceived CSR priorities. As such, the widely accepted Carrolls pyramid is revisited in the context of developing countries as shown below: Source: Visser, W. (2006)  Revisiting Carrolls CSR Pyramid: An African Perspective, In E.R. Pedersen M. Huniche (eds.),  Corporate Citizenship in Developing Countries, Copenhagen: Copenhagen Business School Press Visser (2006) contends that the order of CSR layers in developing countries taken as relative emphasis assigned to various responsibilities differs from Carrolls classic pyramid. Hence, in developing countries, even if economic responsibilities still get the most emphasis, philanthropy is given the second highest priority followed by legal and then ethical responsibilities. This is explained partly by the traditional attachment to philanthropy by the fact that it is most direct way to improve living conditions in their immediate surroundings and also by a traditional culture of fatalism, dependence and assistance in developing countries (Ragodoo, 2009). Conversely, the pressure to comply with existing legislation is less as compared to the developed countries. Three Domain Model of CSR Schwartz and Carroll (2003) highlight certain limitations in Carrolls CSR pyramid. Firstly, the pyramid suggests a hierarchy of CSR domains whereby one may conclude that the domain at the top is more important than the domain at the base. This is clearly not the kind of CSR priorities that Carroll intended in his CSR pyramid. Secondly, the pyramid framework cannot fully capture the overlapping nature of CSR domains. Hence, extrapolating from Carrolls model, Schwartz and Carroll (2003) proposed an alternative approach to conceptualise CSR a three-domain model. The three-domain model is presented with three core domains of economic, legal and ethical responsibilities that are depicted in a venn model framework. Initially, it suggests that none of the CSR domains is prima facie more important or significant relative to the others. The venn model framework actually yields seven CSR categories from an overlap of the three core domains. However, the exception with this model is that the philanthropic category, if exist, is subsumed under the ethical and/or economic domains. The figure below illustrates the venn model framework originated from Schwartz and Carroll (2003) research: Source: Management for Social Enterprise, Bob Doherty,  George Foster,  Chris Mason,  John Meehan,  Karon Meehan,  Neil Rotheroe,  Maureen Royce 2.2 CSR Reporting Based on their research on CSR disclosure, Holder-Webb et al. (2009) assert that it is not enough for corporations to simply engage in CSR activities but it is also important and desirable to make information about these activities available to stakeholders. Additionally, the call for disclosure of non-financial information has grown in response to the awareness that financial statement omits salient information about the company (Adams et al. 2011). The financial statement actually portrays a limited picture of the company through providing merely financial metrics. Therefore, the relevance of non-financial information has increased markedly over the years. The emergence of non-financial reporting can be seen as an attempt to increase transparency with respect to corporate actions concerning social and environmental issues (Nielsen Thomsen, 2007). Further, it is acknowledged that the disclosure of non-financial information is essential to reduce information asymmetry that exists be tween management and key stakeholders (Narayanan et al. 2000) as well as to allow investors to better assess key areas of performance and support a broader view of corporate performance that encompasses society at large (Holder-Webb et al. 2009). 2.2.1 Motivation for CSR Reporting Along with the increased interest to engage in CSR activities, today corporations across the world are more voluntarily disclosing information about their CSR performance. Undeniably, numerous motivational bases can explain companies involvement in CSR reporting practices. Threat to the organisations legitimacy The legitimacy theory posits that there is a social contract between companies and the society in which they operate (Deegan 2002; Mathew 1993; Patten 1992). Therefore, corporation try to legitimise their corporate actions by engaging in CSR reporting to get the approval from society and thus, ensuring their continuing existence (Belal, 2008). Increase access to capital and shareholder value Roberts (1992) assert that one way that firms consider CSR disclosure is to increase access to capital and shareholder value by satisfying stakeholders expectation. Investors are choosing to invest in organisation that is demonstrating a high level of CSR (Baron, 2008). Enhance corporate reputation Branco and Rodrigues (2008) argue that CSR disclosure (CSRD) is an important mechanism to enhance the effect of CSR on corporate reputation as well as representing a signal of improved social and environmental conduct. In their research on CSRD and corporate reputation, Bayoud et al. (2012) confirms that a high level of CSRD is strongly associated with corporate reputation for stakeholder group. Risk Management According to Kytle et al. (2005), reporting practices have become a key management tool to the growing complexity to multinational business management. He further argues that reporting helps to integrate CSR activities into companies strategic risk management so that the impact of CSR activities can be maximised. Employee attraction, motivation and retention Waddock et al (2002) argue that employees perceptions about how a corporation accepts and manages its responsibilities are often part of the employees decision about where to work. Therefore, publication of sustainability related information can play a role of positioning a company as an employer of choice and as such, this status can enhance loyalty, reduce staff turnover and increase a companys ability to attract and retain high quality employees (Group of 100 KPMG, 2008). Financial performance Margolis and Walsh (2003) claim that corporations engagement in CSR activities and its disclosure can foster corporate performance and as such their research conclude a positive relationship between CSR performance and financial performance. Similarly, Balbanis, Philips and Lyall (1998) find that economic performance is related to both CSR performance and disclosure although having a weak relationship and lack of overall consistency. 2.3 Theories on CSR Various theories have been used over the years to demonstrate the behavior of economic units related to CSR issues. The relevant theories are: Agency theory Proponents of economic theories are among the first to write about corporate social involvement although considering it as a flaw in corporate thinking. Stewardship theory Social contract theory The social contract theory begins in the classic period of history and takes its modern form in the 16th and 18th centuries with best known philosophers like Hobbes, Locke and Rousseau. Legitimacy theory Deegan and Unerman (2006) assert that the legitimacy theory relies upon the notion that there is a social contract between an organisation and the society in which it operates. The social contract as explained by Deegan (2000), represents myriad of expectations that society has about how an organisation should conduct its operations. Stakeholder theory Freeman (1984) argues that managers should not just focus on stockholders need, but rather must satisfy a variety of stakeholders. As such, the stakeholder theory is used to analyse those groups to whom a firm should be responsible (Moir, 2001). 2.4 Corporate Financial Performance Price and Mueller (1986) assert that corporate financial performance (CFP) depicts the financial viability of an organisation. Therefore, corporations need to disseminate information about their financial performance as an account of managements stewardship as well as a means of assessing the entitys capacity to generate cashflows (Stein, 2000). Additionally, the financial performance is a subjective measure of the effectiveness with which an organisation makes use of its resources to attain its economic or financial goals. Basically, an organisations financial performance can be measured using three alternative approaches market-based measure, accounting-based measure and perceptual-based measure (Orlitzky, 2003). The market measure focuses on the firms stock price to evaluate its financial performance. McGuire et al (1998) argue that the market measure represents investors evaluation of the ability of a firm to generate future economic earnings. Alternatively, the accounting-based measure captures the firms competitive effectiveness and internal efficiency as well as optimal utilisation of assets. This measure represents financial performance using three divisions: (i) Return on Asset (ROA) and Return on Equity (ROE) (Waddock and Graves, 1997); (ii) profitability in absolute terms (Stanwick and Stanwick, 1998) and (iii) multiple accounting based measure with the overall index score of 0-10 (Moore, 2001). Finally, the perceptual measure uses subjective judgment about the firms financial performance wh ich is provided by survey respondents (Wartick, 1988). 2.4.1 Relationship between CSP and CFP The nature of the relationship between a firms socially responsible behaviour and its financial performance has extensively been debated till today and yet it remains unsolved (Margolis and Walsh, 2003). Preston and OBannon (1997) actually highlights two important issues in the relationship between CSP and CFP: Direction and Causality of the relationship. The direction of the relationship can be positive, neutral or even negative. The positive direction of the relationship can be explained using the instrumental stakeholder theory. This theory suggests that the satisfaction of various stakeholder groups is instrumental for the organisational financial performance (Donaldson and Preston, 1995). Conversely, the negative relationship is based on the neoclassical economic theory which argues that a socially responsible firms costs are considered unnecessary and thus can lead to a competitive disadvantage such that a decrease in firms profit and shareholder wealth (Preston and OBannon, 1997). Finally, the neutral relationship between the two constructs, as provided by Waddock and Graves (1997) exists by coincidence. McWilliam and Siegel (2001) further explain that a company acting responsibly to customers can have different demand curve as compared to a less responsible one. Therefore, the CSR activities are only a way to attain differentiation and thus, do not impact on companys profit. The causality of the relationship as pointed out by Preston and OBannon (1997) actually denotes whether CSP or CFP is an independent or dependent variable. Therefore, in such a case, if CSP is an independent variable, it comes first to affect CFP while if CSP is a dependent variable, CFP comes first to affect CSP. Such an argument is also raised by Griffin and Mahon (1997) who question whether a company is better off focusing on CSP or CFP first. In view of explaining the causality of the relationship, Waddock and Graves (1997) and Dean (1999) proposes two theories such as the slack resource theory and good management theory. The slack resource theory explains that a firm shall have good financial performance to contribute to the corporate social performance. It further posits that a company conducting social performance requires some funds that may result from the success of financial performance. Therefore, this theory argues that financial performance comes first and is an indepen dent variable to affect CSP. Conversely, the good management theory argues that social performance actually comes first. This theory provides that CSP is an independent variable resulting in CFP and companies having good reputation achieve good financial position through market mechanism. 2.5 Empirical review

History of Rabies :: Biology Medical Biomedical Disease

History of Rabies Abstract: Rabies, literally meaning â€Å"furious† in Latin, is commonly known throughout the ages for its terrifying effects on both humans and animals alike. Because the disease is fatal, people throughout the world have put greatest effort to find ways of controlling and preventing the disease. Natural remedies and protection amulets were used until Pasteur’s discovery of the vaccine. Based on those findings, people have altered techniques to make the vaccine. However, recently, there have been two particular cases concerning rabies. One woman survived the disease by an induced coma without receiving the vaccine. Another case a common organ donor infected with rabies killed all the recipients. These medical mysterious surprised many scientist even today. Long before humans established their existence on Earth, microorganisms have always existed. Such is the case for a specific virus named rabies. People in the past could easily identify the presence of this tiny killer. Extending way back to about 2300 BC, people in ancient Babylon have acknowledged the presence of this terrifying disease. Furthermore, they even set up written laws, requiring owners to quarantine their rabid animals or risk being fined a certain amount of money if the animals attacked anyone (West 12-13). In the fifth century BC, a few famous Greek and Roman writers, such as Democritus, Aristotle, Hippocrates, Plutarch, Xenophon, Epimarcus, and Virgil, also mentioned rabies in their writings. However, during times where culture played a bigger influence than science, people typically documented the disease in an ambiguous and vague fashion. In Greek mythology, the god Aristaeus cancelled out the effects, while the goddess Artemis spread the disease to humans a nd animals alike, cursing them to a state of madness (Baer 1). Only until the first century AD that a Roman celebrated physician called Aulus Cornelius Celsus accurately described the disease (Rabies.com). He also stated â€Å"saliva was ‘venomous’ and the means of transmitting the disease† (West 13). In American culture, this disease has also made its mark on humanity because of the way one dies but also the way the person’s death affects everyone around them. In the two famous novels Their Eyes Were Watching God by Nora Hurston and Old Yeller by Frederick Gipson, the great emotional pain deeply scars the heroes of the stories. In Gipson’s novel, Old Yeller, a young boy’s beloved dog, is injured while saving his human family.

Othello’s Physical and Psychological Journeys :: GCSE English Literature Coursework

Othello’s Physical and Psychological Journeys  Ã‚   Othello is the tragedy, and, incidentally, the name of a Moor who serves as a general in the Italian military. He spends the first act of Shakespeare’s play in Venice, but is ordered shortly to Cyprus to fight the Turkish invasion. His journey isn’t officially noticeable at all in the play. One moment he’s defending himself in the Senate of Venice, the next he’s in Cyprus, taking credit for being victorious in a battle the storms fought for him against the Turks. The story unravels from there. His soon-to-be-lieutenant, Iago, whispers in his ear about his wife, Desdemona, and the unforgivable crime of adultery, throwing Othello’s orderly world to the winds of fate. ......Still, if the starting point and destination of Othello’s initial journey were to be compared to Othello’s psychological journey throughout the play (and, more importantly, the development of his relationship with the villain, Iago), they are found to be startlingly similar. Whether Shakespeare intended the parallel or not, and there isn’t really any sure way to tell, the coincidence is great. ......Venice, where the story starts, is a place of order, rich and wonderful. Likewise, Othello’s relationship with Iago is shown by the third scene of Act One to be, on the surface, based on honesty, respect, and admiration. He says, as he prepares to lead the ships to war: â€Å"honest Iago, my Desdemona must I leave to thee.† (1.3.336) While it may seem naà ¯ve for Othello to do such a thing when trouble is obviously brewing and the sense of foreshadowing is nearly tangible, the reader must keep in mind that Venice is an orderly, respected city and the General’s relationship with Iago can be summed up neatly in one sentence spoken by Brabantio: ......â€Å"This is Venice. My house is not a grange.† (1.1.119) ......But while Venice is certainly not a grange, there is plenty going on behind the scenes. One could even argue that Iago’s first scene when he incites Desdemona’s father to go and take revenge on Othello by using racist and bestial slurs is very similar to the first talks of war in the Senate and the general being told he must leave his homeland to defend Cyprus from the Turks. ......â€Å"An old black ram is tupping your white ewe,† (1.1.98) Iago shouts to Brabantio, at the same moment that Othello is being informed of his new assignment.

Ifugao

Ifugao Ifugao is a province of the Philippines in the Region of Luzon. It is located in a mountainous region characterized by rough landscape, river valleys and massive forests. Banaue Rice Terraces  are the main tourist attractions in the province. These terraces were artificially made by man and without the use of machinery. Level steps were provided so the natives can plant rice. During harvest time, the women are the ones incharge, while the men are incharge of cooking the food for the women after planting.The Ifugao’s are known for their weaving crafts and basketry. These are tasks done only by the women. Traditionally, weaving is done for family needs, but it is also done for commercial purposes. The men are skilled wood carvers and metal workers. Wedding ceremonies are performed traditionally in which selected elders will carry out the ceremony to wed the new couple. This traditional wedding ceremony has also a lot of practices.But generally, the ceremony is being don e in the house of the bride in which the selected old people guided by an anointed elder priest, known as the Mumbaki, will butcher animals then sing the traditional wedding verses. After that, the old people will perform traditional dances in front of the newly-wed couple. Throughout the wedding, family members and relatives will join and perform native dances. The Ifugao’s practice a number of rituals.Some of these rituals are Hingot, the ritual which announces the coming together of two families;  Amung, a sacrificial ritual wherein the gods and the family's ancestors are asked to make the body healthy, the mother well and strong, and the family wealthy;  Uya-uy, a ritual of feasting;  Ketema, a ritual that’s supposed to identify the spirit who caused a certain sickness. Ayag; and  Kolot, a ritual for the first cutting of child's hair. They also practice rituals during planting and harvestation. In general, these rituals were prayers and requests to the gods .

Hot Coffee Reaction Paper Essay

After watching the documentary â€Å"Hot Coffee,† I realized that it greatly explained how one incident started a domino effect that shook up the way Government protects big business forever. I strongly believe that Tort reform was meant to back big business and take away the rights of Americans who are wronged by these corporations. From a sociologist standpoint I can especially see the concerns of a conflict theorist because this is capitalism at its best. When Stella Liebeck sued McDonalds for a cup of hot coffee that she spilled on herself, a lot of people originally viewed the situation as a joke and as a plan for someone to get rich quick. Before watching the documentary I had no knowledge of the incident and thought it sounded like a case of lawsuit abuse. Soon after watching, I saw the negligence of McDonalds by not monitoring the temperature of the coffee and the major damage done to Stella’s skin. The medical bills were major and she deserved not only compensation for medical bills but punitive damages as well. She was awarded 160,000 dollars in damages and 2.7 million in punitive damages (eventually reduced to 480,000). After such an infamous case, it opened the floodgates for other Americans to go after businesses that had wronged them. In a case for Stella, the lawsuit was justified, but there were cases across the country were lawsuits were filed and many were trying to â€Å"get rich quick.† Sure it is a controversial situation but Tort Reform was used a defense mechanism for big business. Companies like tobacco corporations for example, were actually behind lawsuit abuse groups trying to help spark tort reform to favor them. They had all the money to back political campaigns for  nominees that would favor tort reform. This I believe is a matter of capitalism because the rich are investing in themselves and are literally fixing campaigns by funding whomever they believe look after their best interest. As another example, The Chamber of Commerce are a committee assembled of big business corporations who fund political campaigns for nominees who back their political views and invest in their well being instead of the nation as a whole. In other words, the rich want their nominees to win in order to protect their investments, therefore they all band together to achieve this goal. George W. Bush was definitely a beneficiary of highly funded campaigns and it showed. During his presidential campaign he was lobbying for Tort Reform and that meant capping punitive damages. There are cases where this cap hurts the people who are wronged from businesses that have wronged them. In the documentary the case of Colin Gourley strongly was affected by tort reform. Lisa Gourley gave birth to twins and during her pregnancy was constantly misdiagnosed and improperly observed. Because of the neglect of her doctor, one of the twins, Colin, was born with brain damage and would require therapy and special healthcare for the remainder of his life. She was constantly uneasy with the progress of her pregnancy but was always reassured by her doctor. Because of negligence, Lisa Gourley was awarded 5.6 million dollars in a lawsuit. However, due to the law in Nebraska, it was reduced to 1.6 million. This is a prime example of a system that failed a family due to tort reform. Ultimately this documentary opened my eyes to the many capitalist ways we operate as a country. This most definitely identifies with conflict theory. It is understood that this country is ran and protected by the wealthy. There are ways for things to change but this documentary demonstrates where our challenges lie.