The Expansion of DSM Diagnoses Essay - 1079 Words

When I consider the expansion of DSM diagnoses from just over 100 to almost 300 over the short course of forty-odd years and an even more diagnoses being added, couple with diagnoses that are broader in their application blurring the lines of what is normal and what is abnormal when considering the behaviors of the individual client behaviors, it saddens me to no end and makes me wonder if the world is moving closer to insanity as a population or is it merely the incessant whining of pharmaceutical companies who want broader acceptance of their medications. Not that I don’t understand the need for a way to classify the conditions that individuals may suffer from in their lives in a manner that is communicable amongst practitioners either†¦show more content†¦When you approach the boy he starts to growl and bare his teeth like a dog, he carefully puts his body between you and his morning repast. What are you to think? Is the child suffering from some form of mental dis order that is causing him to behave like a wild animal and eat garbage? Or is he doing what he has learned to do to survive? From his perspective you are the intruder, a vile enemy to be scared off to protect his food source†¦ of course he knows that you are bigger than he is so he can’t really win a confrontation with you so if pressed he will flee the situation – Survival. He has no thought about going to school or worry about what he will do at five o’clock when the day is over, as long as he is warm, dry and modestly fed he will be happy and will survive another day. Let us now take a moment and move to the next level of situation, a teenage girl who comes from an upper middle class home where mom and dad both work hard to provide her the life that they never had. She is defiant and stubborn, she wantsShow MoreRelatedSymptomatism Case Study1172 Words   |  5 Pagesrecognition of the significance of trauma and its psychological effects appear in the DSM-5 new category of Trauma and Stress-Related Disorders (TSRDs). MST symptomatology closely aligns with that of PTSD in the DMS-5 and supports the basis of associating the experience with the diagnosis. DSM-5. Investigation of the PTSD clinical syndrome symptomology reveals that DSM-III had twelve symptoms grouped into three clusters, DSM-IV had seventeen symptoms grouped into the same three clusters, and DMS-5, PTSDRead MoreThe Severity Of Depression Epidemic1485 Words   |  6 Pagesdiagnosed. Currently depression is diagnosed using the DSM III which is a list of different symptoms; if someone has at least five symptoms from the list they were considered depressed. This new focus on the number of symptoms may have a hand in the increase diagnoses. However some believe that in counting the symptoms physicians are not giving the proper attention to certain life events. For instance Horwitz and Wakefeild state in their article that the DSM III fail to account if those symptoms might justRead MoreIs Autism A Developmental Disorder? Essay1619 Words   |  7 Pagesdifference between autism and Asperger syndrome, the main difference appearing to be language development. â€Å"The firs t documented case of autism was published in 1943 by Dr. Leo Kanner† (Introduction to Autism). This disorder is extremely difficult to diagnose because of the copious different presentations of the symptoms, which leads to misdiagnoses such as ADHD and Rett syndrome. 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The definition of mental disorder given in the DSM-IV-TR: |a. |contains many undefined phrases. | |b. |focuses mostly on the criteria of distress and impairment. Read MoreBeing A Child Self Report Instrument Developed As A Screening Tool For Children957 Words   |  4 Pageschildren and adults†¦Ã¢â‚¬  â€Å"I am shy† and â€Å"I feel nervous going to parties†¦Ã¢â‚¬ ) The first research study had thirty-eight questions and five factors that the participants could be diagnosed with, such as: panic/somatic, generalized anxiety disorder, etc., (the DSM-IV classification of an anxiety disorder.) Birmaher wanted to replicate his prior findings in a new clinical sample of children and adolescents who had anxiety, depression or disruptive disorders using the new modified forty-one version of SCARED (TableRead MoreHealth Psychology1720 Words   |  7 Pages undetected for Indigenous people, which makes them disadvantaged with from the rest of the population (Vukic, Gregory, Misener amp; Etowa, 2001). 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Parents of Children With Autism vs School Personnel Essay

Based on the civil rights principal of equal educational opportunity, the Individuals with Disabilities Education Act (IDEA) guarantee an appropriate education to all students with disabilities. The 1997 IDEA amendments mandate that parents of children with disabilities have a right to be involved with the school district in education decisionmaking processes, meetings, and records of their children. Yet some parents of children in special education feel that schools do not welcome their participation. Parents of children with autism constitute one group of such parents who continually struggle with concerns about the poor quality of education that their children receive. Their perseverance to obtain not even an ideal--but†¦show more content†¦Working with children with autism and their families is an important issue. According to the U.S. Department of Education, identification of children with autism increased 79% from 1993-1997. 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Digital Fortress Chapter 85-87 Free Essays

string(79) " an NSA back door again would make Greg Hale famous beyond his wildest dreams\." Chapter 85 Greg Hale lay curled on the Node 3 floor. Strathmore and Susan had just dragged him across Crypto and bound his hands and feet with twelve-gauge printer cable from the Node 3 laser-printers. Susan couldn’t get over the artful maneuver the commander had just executed. We will write a custom essay sample on Digital Fortress Chapter 85-87 or any similar topic only for you Order Now He faked the call! Somehow Strathmore had captured Hale, saved Susan, and bought himself the time needed to rewrite Digital Fortress. Susan eyed the bound cryptographer uneasily. Hale was breathing heavily. Strathmore sat on the couch with the Berretta propped awkwardly in his lap. Susan returned her attention to Hale’s terminal and continued her random-string search. Her fourth string search ran its course and came up empty. â€Å"Still no luck.† She sighed. â€Å"We may need to wait for David to find Tankado’s copy.† Strathmore gave her a disapproving look. â€Å"If David fails, and Tankado’s key falls into the wrong hands†¦Ã¢â‚¬  Strathmore didn’t need to finish. Susan understood. Until the Digital Fortress file on the Internet had been replaced with Strathmore’s modified version, Tankado’s pass-key was dangerous. â€Å"After we make the switch,† Strathmore added, â€Å"I don’t care how many pass-keys are floating around; the more the merrier.† He motioned for her to continue searching. â€Å"But until then, we’re playing beat-the-clock.† Susan opened her mouth to acknowledge, but her words were drowned out by a sudden deafening blare. The silence of Crypto was shattered by a warning horn from the sublevels. Susan and Strathmore exchanged startled looks. â€Å"What’s that?† Susan yelled, timing her question between the intermittent bursts. â€Å"TRANSLTR!† Strathmore called back, looking troubled. â€Å"It’s too hot! Maybe Hale was right about the aux power not pulling enough freon.† â€Å"What about the auto-abort?† Strathmore thought a moment, then yelled, â€Å"Something must have shorted.† A yellow siren light spun above the Crypto floor and swept a pulsating glare across his face. â€Å"You better abort!† Susan called. Strathmore nodded. There was no telling what would happen if three million silicon processors overheated and decided to ignite. Strathmore needed to get upstairs to his terminal and abort the Digital Fortress run-particularly before anyone outside of Crypto noticed the trouble and decided to send in the cavalry. Strathmore shot a glance at the still-unconscious Hale. He laid the Berretta on a table near Susan and yelled over the sirens, â€Å"Be right back!† As he disappeared through the hole in the Node 3 wall, Strathmore called over his shoulder, â€Å"And find me that pass-key!† Susan eyed the results of her unproductive pass-key search and hoped Strathmore would hurry up and abort. The noise and lights in Crypto felt like a missile launch. On the floor, Hale began to stir. With each blast of the horn, he winced. Susan surprised herself by grabbing the Berretta. Hale opened his eyes to Susan Fletcher standing over him with the gun leveled at his crotch. â€Å"Where’s the pass-key?† Susan demanded. Hale was having trouble getting his bearings. â€Å"Wh-what happened?† â€Å"You blew it, that’s what happened. Now, where’s the passkey?† Hale tried to move his arms but realized he was tied. His face became taut with panic. â€Å"Let me go!† â€Å"I need the pass-key,† Susan repeated. â€Å"I don’t have it! Let me go!† Hale tried to getup. He could barely roll over. Susan yelled between blasts of the horn. â€Å"You’re North Dakota, and Ensei Tankado gave you a copy of his key. I need it now!† â€Å"You’re crazy!† Hale gasped. â€Å"I’m not North Dakota!† He struggled unsuccessfully to free himself. Susan charged angrily. â€Å"Don’t lie to me. Why the hell is all of North Dakota’s mail in your account?† â€Å"I told you before!† Hale pleaded as the horns blared on. â€Å"I snooped Strathmore! That E-mail in my account was mail I copied out of Strathmore’s account-E-mail COMINT stole from Tankado!† â€Å"Bull! You could never snoop the commander’s account!† â€Å"You don’t understand!† Hale yelled. â€Å"There was already a tap on Strathmore’s account!† Hale delivered his words in short bursts between the sirens. â€Å"Someone else put the tap there. I think it was Director Fontaine! I just piggybacked! You’ve got to believe me! That’s how I found out about his plan to rewrite Digital Fortress! I’ve been reading Strathmore’s brainstorms!† Brain Storms? Susan paused. Strathmore had undoubtedly outlined his plans for Digital Fortress using his BrainStorm software. If anyone had snooped the commander’s account, all the information would have been available†¦ â€Å"Rewriting Digital Fortress is sick!† Hale cried. â€Å"You know damn well what it implies-total NSA access!† The sirens blasted, drowning him out, but Hale was possessed. â€Å"You think we’re ready for that responsibility? You think anyone is? It’s fucking shortsighted! You say our government has the people’s best interests at heart? Great! But what happens when some future government doesn’t have our best interests at heart! This technology is forever!† Susan could barely hear him; the noise in Crypto was deafening. Hale struggled to get free. He looked Susan in the eye and kept yelling. â€Å"How the hell do civilians defend themselves against a police state when the guy at the top has access to all their lines of communication? How do they plan a revolt?† Susan had heard this argument many times. The future-governments argument was a stock EFF complaint. â€Å"Strathmore had to be stopped!† Hale screamed as the sirens blasted. â€Å"I swore I’d do it. That’s what I’ve been doing here all day-watching his account, waiting for him to make his move so I could record the switch in progress. I needed proof-evidence that he’d written in a back door. That’s why I copied all his E-mail into my account. It was evidence that he’d been watching Digital Fortress. I planned to go to the press with the information.† Susan’s heart skipped. Had she heard correctly? Suddenly this did sound like Greg Hale. Was it possible? If Hale had known about Strathmore’s plan to release a tainted version of Digital Fortress, he could wait until the whole world was using it and then drop his bombshell-complete with proof! Susan imagined the headlines: Cryptographer Greg Hale unveils secret U.S. plan to control global information! Was it Skipjack all over? Uncovering an NSA back door again would make Greg Hale famous beyond his wildest dreams. You read "Digital Fortress Chapter 85-87" in category "Essay examples" It would also sink the NSA. She suddenly found herself wondering if maybe Hale was telling the truth. No! she decided. Of course not! Hale continued to plead. â€Å"I aborted your tracer because I thought you were looking for me! I thought you suspected Strathmore was being snooped! I didn’t want you to find the leak and trace it back to me!† It was plausible but unlikely. â€Å"Then why’d you kill Chartrukian?† Susan snapped. â€Å"I didn’t!† Hale screamed over the noise. â€Å"Strathmore was the one who pushed him! I saw the whole thing from downstairs! Chartrukian was about to call the Sys-Secs and ruin Strathmore’s plans for the back door!† Hale’s good, Susan thought. He’s got an angle for everything. â€Å"Let me go!† Hale begged. â€Å"I didn’t do anything!† â€Å"Didn’t do anything?† Susan shouted, wondering what was taking Strathmore so long. â€Å"You and Tankado were holding the NSA hostage. At least until you double-crossed him. Tell me,† she pressed, â€Å"did Tankado really die of a heart attack, or did you have one of your buddies take him out?† â€Å"You’re so blind!† Hale yelled. â€Å"Can’t you see I’m not involved? Untie me! Before Security gets here!† â€Å"Security’s not coming,† she snapped flatly. Hale turned white. â€Å"What?† â€Å"Strathmore faked the phone call.† Hale’s eyes went wide. He seemed momentarily paralyzed. Then he began writhing fiercely. â€Å"Strathmore’ll kill me! I know he will! I know too much!† â€Å"Easy, Greg.† The sirens blared as Hale yelled out, â€Å"But I’m innocent!† â€Å"You’re lying! And I have proof!† Susan strode around the ring of terminals. â€Å"Remember that tracer you aborted?† she asked, arriving at her own terminal. â€Å"I sent it again! Shall we see if it’s back yet?† Sure enough, on Susan’s screen, a blinking icon alerted her that her tracer had returned. She palmed her mouse and opened the message. This data will seal Hale’s fate, she thought. Hale is North Dakota. The databox opened. Hale is – Susan stopped. The tracer materialized, and Susan stood in stunned silence. There had to be some mistake; the tracer had fingered someone else-a most unlikely person. Susan steadied herself on the terminal and reread the databox before her. It was the same information Strathmore said he’d received when he ran the tracer! Susan had figured Strathmore had made a mistake, but she knew she’d configured the tracer perfectly. And yet the information on the screen was unthinkable: NDAKOTA = [email protected] â€Å"ET?† Susan demanded, her head swimming. â€Å"Ensei Tankado is North Dakota?† It was inconceivable. If the data was correct, Tankado and his partner were the same person. Susan’s thoughts were suddenly disconnected. She wished the blaring horn would stop. Why doesn’t Strathmore turn that damn thing off? Hale twisted on the floor, straining to see Susan. â€Å"What does it say? Tell me!† Susan blocked out Hale and the chaos around her. Ensei Tankado is North Dakota†¦. She reshuffled the pieces trying to make them fit. If Tankado was North Dakota, then he was sending E-mail to himself†¦ which meant North Dakota didn’t exist. Tankado’s partner was a hoax. North Dakota is a ghost, she said to herself. Smoke and mirrors. The ploy was a brilliant one. Apparently Strathmore had been watching only one side of a tennis match. Since the ball kept coming back, he assumed there was someone on the other side of the net. But Tankado had been playing against a wall. He had been proclaiming the virtues of Digital Fortress in E-mail he’d sent to himself. He had written letters, sent them to an anonymous remailer, and a few hours later, the remailer had sent them right back to him. Now, Susan realized, it was all so obvious. Tankado had wanted the commander to snoop him†¦ he’d wanted him to read the E-mail. Ensei Tankado had created an imaginary insurance policy without ever having to trust another soul with his pass-key. Of course, to make the whole farce seem authentic, Tankado had used a secret account†¦ just secret enough to allay any suspicions that the whole thing was a setup. Tankado was his own partner. North Dakota did not exist. Ensei Tankado was a one-man show. A one-man show. A terrifying thought gripped Susan. Tankado could have used his fake correspondence to convince Strathmore of just about anything. She remembered her first reaction when Strathmore told her about the unbreakable algorithm. She’d sworn it was impossible. The unsettling potential of the situation settled hard in Susan’s stomach. What proof did they actually have that Tankado had really created Digital Fortress? Only a lot of hype in his E-mail. And of course†¦ TRANSLTR. The computer had been locked in an endless loop for almost twenty hours. Susan knew, however, that there were other programs that could keep TRANSLTR busy that long, programs far easier to create than an unbreakable algorithm. Viruses. The chill swept across her body. But how could a virus get into TRANSLTR? Like a voice from the grave, Phil Chartrukian gave the answer. Strathmore bypassed Gauntlet! In a sickening revelation, Susan grasped the truth. Strathmore had downloaded Tankado’s Digital Fortress file and tried to send it into TRANSLTR to break it. But Gauntlet had rejected the file because it contained dangerous mutation strings. Normally Strathmore would have been concerned, but he had seen Tankado’s E-mail-Mutation strings are the trick! Convinced Digital Fortress was safe to load, Strathmore bypassed Gauntlet’s filters and sent the file into TRANSLTR. Susan could barely speak. â€Å"There is no Digital Fortress,† she choked as the sirens blared on. Slowly, weakly, she leaned against her terminal. Tankado had gone fishing for fools†¦ and the NSA had taken the bait. Then, from upstairs, came a long cry of anguish. It was Strathmore. Chapter 86 Trevor Strathmore was hunched at his desk when Susan arrived breathless at his door. His head was down, his sweaty head glistening in the light of his monitor. The horns on the sublevels blared. Susan raced over to his desk. â€Å"Commander?† Strathmore didn’t move. â€Å"Commander! We’ve got to shut down TRANSLTR! We’ve got a-â€Å" â€Å"He got us,† Strathmore said without looking up. â€Å"Tankado fooled us all†¦Ã¢â‚¬  She could tell by the tone of his voice he understood. All of Tankado’s hype about the unbreakable algorithm†¦ auctioning off the pass-key-it was all an act, a charade. Tankado had tricked the NSA into snooping his mail, tricked them into believing he had a partner, and tricked them into downloading a very dangerous file. â€Å"The mutation strings-† Strathmore faltered. â€Å"I know.† The commander looked up slowly. â€Å"The file I downloaded off the Internet†¦ it was a†¦Ã¢â‚¬  Susan tried to stay calm. All the pieces in the game had shifted. There had never been any unbreakable algorithm-never any Digital Fortress. The file Tankado had posted on the Internet was an encrypted virus, probably sealed with some generic, mass-market encryption algorithm, strong enough to keep everyone out of harm’s way-everyone except the NSA. TRANSLTR had cracked the protective seal and released the virus. â€Å"The mutation strings,† the commander croaked. â€Å"Tankado said they were just part of the algorithm.† Strathmore collapsed back onto his desk. Susan understood the commander’s pain. He had been completely taken in. Tankado had never intended to let any computer company buy his algorithm. There was no algorithm. The whole thing was a charade. Digital Fortress was a ghost, a farce, a piece of bait created to tempt the NSA. Every move Strathmore had made, Tankado had been behind the scenes, pulling the strings. â€Å"I bypassed Gauntlet.† The commander groaned. â€Å"You didn’t know.† Strathmore pounded his fist on his desk. â€Å"I should have known! His screen name, for Christ’s sake! NDAKOTA! Look at it!† â€Å"What do you mean?† â€Å"He’s laughing at us! It’s a goddamn anagram!† Susan puzzled a moment. NDAKOTA is an anagram? She pictured the letters and began reshuffling them in her mind. Ndakota†¦ Kadotan†¦ Oktadan†¦ Tandoka†¦ Her knees went weak. Strathmore was right. It was as plain as day. How could they have missed it? North Dakota wasn’t a reference to the U.S. state at all-it was Tankado rubbing salt in the wound! He’d even sent the NSA a warning, a blatant clue that he himself was NDAKOTA. The letters spelled TANKADO. But the best code-breakers in the world had missed it, just as he had planned. â€Å"Tankado was mocking us,† Strathmore said. â€Å"You’ve got to abort TRANSLTR,† Susan declared. Strathmore stared blankly at the wall. â€Å"Commander. Shut it down! God only knows what’s going on in there!† â€Å"I tried,† Strathmore whispered, sounding as faint as she’d ever heard him. â€Å"What do you mean you tried?† Strathmore rotated his screen toward her. His monitor had dimmed to a strange shade of maroon. At the bottom, the dialogue box showed numerous attempts to shut down TRANSLTR. They were all followed by the same response: SORRY. UNABLE TO ABORT. SORRY. UNABLE TO ABORT. SORRY. UNABLE TO ABORT. Susan felt a chill. Unable to abort? But why? She feared she already knew the answer. So this is Tankado’s revenge? Destroying TRANSLTR! For years Ensei Tankado had wanted the world to know about TRANSLTR, but no one had believed him. So he’d decided to destroy the great beast himself. He’d fought to the death for what he believed-the individual’s right to privacy. Downstairs the sirens blared. â€Å"We’ve got to kill all power,† Susan demanded. â€Å"Now!† Susan knew that if they hurried, they could save the great parallel processing machine. Every computer in the world-from Radio Shack PCs to NASA’s satellite control systems-had a built-in fail-safe for situations like this. It wasn’t a glamorous fix, but it always worked. It was known as â€Å"pulling the plug.† By shutting off the remaining power in Crypto, they could force TRANSLTR to shut down. They could remove the virus later. It would be a simple matter of reformatting TRANSLTR’s hard drives. Reformatting would completely erase the computer’s memory-data, programming, virus, everything. In most cases, reformatting resulted in the loss of thousands of files, sometimes years of work. But TRANSLTR was different-it could be reformatted with virtually no loss at all. Parallel processing machines were designed to think, not to remember. Nothing was actually stored inside TRANSLTR. Once it broke a code, it sent the results to the NSA’s main databank in order to – Susan froze. In a stark instant of realization, she brought her hand to her mouth and muffled a scream. â€Å"The main databank!† Strathmore stared into the darkness, his voice disembodied. He’d apparently already made this realization. â€Å"Yes, Susan. The main databank†¦.† Susan nodded blankly. Tankado used TRANSLTR to put a virus in our main databank. Strathmore motioned sickly to his monitor. Susan returned her gaze to the screen in front of her and looked beneath the dialogue box. Across the bottom of the screen were the words: TELL THE WORLD ABOUT TRANSLTR ONLY THE TRUTH WILL SAVE YOU NOW†¦ Susan felt cold. The nation’s most classified information was stored at the NSA: military communication protocols, SIGINT confirmation codes, identities of foreign spies, blueprints for advanced weaponry, digitized documents, trade agreements-the list was unending. â€Å"Tankado wouldn’t dare!† she declared. â€Å"Corrupting a country’s classified records?† Susan couldn’t believe even Ensei Tankado would dare attack the NSA databank. She stared at his message. ONLY THE TRUTH WILL SAVE YOU NOW â€Å"The truth?† she asked. â€Å"The truth about what?† Strathmore was breathing heavily. â€Å"TRANSLTR,† he croaked. â€Å"The truth about TRANSLTR.† Susan nodded. It made perfect sense. Tankado was forcing the NSA to tell the world about TRANSLTR. It was blackmail after all. He was giving the NSA a choice-either tell the world about TRANSLTR or lose your databank. She stared in awe at the text before her. At the bottom of the screen, a single line was blinked menacingly. ENTER PASS-KEY Staring at the pulsating words, Susan understood-the virus, the pass-key, Tankado’s ring, the ingenious blackmail plot. The pass-key had nothing to do with unlocking an algorithm; it was an antidote. The pass-key stopped the virus. Susan had read a lot about viruses like this-deadly programs that included a built-in cure, a secret key that could be used to deactivate them. Tankado never planned to destroy the NSA databank-he just wanted us go public with TRANSLTR! Then he would give us the pass-key, so we could stop the virus! It was now clear to Susan that Tankado’s plan had gone terribly wrong. He had not planned on dying. He’d planned on sitting in a Spanish bar and listening to the CNN press conference about America’s top-secret code-breaking computer. Then he’d planned on calling Strathmore, reading the pass-key off the ring, and saving the databank in the nick of time. After a good laugh, he’d disappear into oblivion, an EFF hero. Susan pounded her fist on the desk. â€Å"We need that ring! It’s the only pass-key!† She now understood-there was no North Dakota, no second pass-key. Even if the NSA went public with TRANSLTR, Tankado was no longer around to save the day. Strathmore was silent. The situation was more serious than Susan had ever imagined. The most shocking thing of all was that Tankado had allowed it to go this far. He had obviously known what would happen if the NSA didn’t get the ring-and yet, in his final seconds of life, he’d given the ring away. He had deliberately tried to keep it from them. Then again, Susan realized, what could she expect Tankado to do-save the ring for them, when he thought the NSA had killed him? Still, Susan couldn’t believe that Tankado would have allowed this to happen. He was a pacifist. He didn’t want to wreak destruction; all he wanted was to set the record straight. This was about TRANSLTR. This was about everyone’s right to keep a secret. This was about letting the world know that the NSA was listening. Deleting the NSA’s databank was an act of aggression Susan could not imagine Ensei Tankado committing. The sirens pulled her back to reality. Susan eyed the debilitated commander and knew what he was thinking. Not only were his plans for a back door in Digital Fortress shot, but his carelessness had put the NSA on the brink of what could turn out to be the worst security disaster in U.S. history. â€Å"Commander, this is not your fault!† she insisted over the blare of the horns. â€Å"If Tankado hadn’t died, we’d have bargaining power-we’d have options!† But Commander Strathmore heard nothing. His life was over. He’d spent thirty years serving his country. This was supposed to be his moment of glory, his piece de resistance-aback door in the world encryption standard. But instead, he had sent a virus into the main databank of the National Security Agency. There was no way to stop it-not without killing power and erasing every last one of the billions of bytes of irretrievable data. Only the ring could save them, and if David hadn’t found the ring by now†¦ â€Å"I need to shut down TRANSLTR!† Susan took control. â€Å"I’m going down to the sublevels to throw the circuit breaker.† Strathmore turned slowly to face her. He was a broken man. â€Å"I’ll do it,† he croaked. He stood up, stumbling as he tried to slide out from behind his desk. Susan sat him back down. â€Å"No,† she barked. â€Å"I’m going.† Her tone left no room for debate. Strathmore put his face in his hands. â€Å"Okay. Bottom floor. Beside the freon pumps.† Susan spun and headed for the door. Halfway there, she turned and looked back. â€Å"Commander,† she yelled. â€Å"This is not over. We’re not beaten yet. If David finds the ring in time, we can save the databank!† Strathmore said nothing. â€Å"Call the databank!† Susan ordered. â€Å"Warn them about the virus! You’re the deputy director of the NSA. You’re a survivor!† In slow motion, Strathmore looked up. Like a man making the decision of a lifetime, he gave her a tragic nod. Determined, Susan tore into the darkness. Chapter 87 The Vespa lurched into the slow lane of the Carretera de Huelva. It was almost dawn, but there was plenty of traffic-young Sevillians returning from their all-night beach verbenas. A van of teenagers laid on its horn and flew by. Becker’s motorcycle felt like a toy out there on the freeway. A quarter of a mile back, a demolished taxi swerved out onto the freeway in a shower of sparks. As it accelerated, it sideswiped a Peugeot 504 and sent it careening onto the grassy median. Becker passed a freeway marker: SEVILLA CENTRO-2 KM. If he could just reach the cover of downtown, he knew he might have a chance. His speedometer read 60 kilometers per hour. Two minutes to the exit. He knew he didn’t have that long. Somewhere behind him, the taxi was gaining. Becker gazed out at the nearing lights of downtown Seville and prayed he would reach them alive. He was only halfway to the exit when the sound of scraping metal loomed up behind him. He hunched on his bike, wrenching the throttle as far as it would go. There was a muffled gunshot, and a bullet sailed by. Becker cut left, weaving back and forth across the lanes in hopes of buying more time. It was no use. The exit ramp was still three hundred yards when the taxi roared to within a few car lengths behind him. Becker knew that in a matter of seconds he would be either shot or run down. He scanned ahead for any possible escape, but the highway was bounded on both sides by steep gravel slopes. Another shot rang out. Becker made his decision. In a scream of rubber and sparks, he leaned violently to his right and swerved off the road. The bike’s tires hit the bottom of the embankment. Becker strained to keep his balance as the Vespa threw up a cloud of gravel and began fish-tailing its way up the slope. The wheels spun wildly, clawing at the loose earth. The little engine whimpered pathetically as it tried to dig in. Becker urged it on, hoping it wouldn’t stall. He didn’t dare look behind him, certain at any moment the taxi would be skidding to a stop, bullets flying. The bullets never came. Becker’s bike broke over the crest of the hill, and he saw it-the centro. The downtown lights spread out before him like a star-filled sky. He gunned his way through some underbrush and out over the curb. His Vespa suddenly felt faster. The Avenue Luis Montoto seemed to race beneath his tires. The soccer stadium zipped past on the left. He was in the clear. It was then that Becker heard the familiar screech of metal on concrete. He looked up. A hundred yards ahead of him, the taxi came roaring up the exit ramp. It skidded out onto Luis Montoto and accelerated directly toward him. Becker knew he should have felt a surge of panic. But he did not. He knew exactly where he was going. He swerved left on Menendez Pelayo and opened the throttle. The bike lurched across a small park and into the cobblestoned corridor of Mateus Gago-the narrow one-way street that led to the portal of Barrio Santa Cruz. Just a little farther, he thought. The taxi followed, thundering closer. It trailed Becker through the gateway of Santa Cruz, ripping off its side mirror on the narrow archway. Becker knew he had won. Santa Cruz was the oldest section of Seville. It had no roads between the buildings, only mazes of narrow walkways built in Roman times. They were only wide enough for pedestrians and the occasional Moped. Becker had once been lost for hours in the narrow caverns. As Becker accelerated down the final stretch of Mateus Gago, Seville’s eleventh-century Gothic cathedral rose like a mountain before him. Directly beside it, the Giralda tower shot 419 feet skyward into the breaking dawn. This was Santa Cruz, home to the second largest cathedral in the world as well as Seville’s oldest, most pious Catholic families. Becker sped across the stone square. There was a single shot, but it was too late. Becker and his motorcycle disappeared down a tiny passageway-Callita de la Virgen. How to cite Digital Fortress Chapter 85-87, Essay examples

Working with Emotional Intelligence Essay Example For Students

Working with Emotional Intelligence Essay Review Working with Emotional Intelligence Essay The book Working with Emotional Intelligence by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a feel for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine to a large part how successful individuals will be in an organization. Goleman divides his book into several chapters. At first he examines the attributes of successful people. What is it that sets them apart? How do they do it? He examines the soft skills of several people who exhibit exceptional emotional intelligence and also what others fail to do, which ultimately makes them unsuccessful. He also points out the difference a single individual who possesses these skills can make to an organization. These skills are particularly important in diplomatic services, but also to the average salesperson. However, he also notes that the higher one climbs on the job ladder, the more important these skills become, and the less important technical skills are. He divides emotional intelligence into five areas. 1.Self-Awareness, which can be subdivided into emotional awareness, accurate self-assessment and self-confidence. 2.Self-Regulation, divided into self-control, trustworthiness, conscientiousness, adaptability and innovation. 3. Motivation, which consists of achievement drive, commitment, initiative and optimism. The preceding attributes are classified as Personal competence, while the next two are classified as social competence. 1.Empathy divided into understanding others, developing others, service orientation, and leveraging diversity and political awareness. 2.Social Skills, consisting of influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration and cooperation as well as team capabilities. Goleman then goes on explaining how self-mastery is a part of emotional intelligence. It is the art of being able to control ones emotions. The ability to listen to ones inner feelings, using and controlling them, without letting them control you. Feelings often get in the way of even the most gifted people. They can be a liability in any position when they cannot be used in a constructive way. This can be apparent in many situations where group work is required or in sales situations for example. The third major chapter deals with people skills, which is the art of anticipating how others feel, how to influence their emotions and how to works together with others. These are the skills necessary for performing well in group situations. Being able to anticipate, what others want and how to use this to reach ones own goals. The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process. The fifth and last chapter deals with how organizations themselves can improve to actually facilitate more emotional intelligence among their employees. This starts with the corporate mission statement as well as the attitude and behavior that is displayed and supported by the organization. It is the organizations duty and also in its best interest to promote practices that enhance emotional intelligence, because it enhances teamwork and the general operating climate. These skills start with the company itself, all the way from top management through all the ranks of the operation. The goal is to engage all employees to share their emotional competence in a constructive way, enabling better teamwork and overall performance. Overall I think that Daniel Golemans book is very well written and makes a lot of sense. .u942a7ceb361257fcfcf8c32cf63fb966 , .u942a7ceb361257fcfcf8c32cf63fb966 .postImageUrl , .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text-area { min-height: 80px; position: relative; } .u942a7ceb361257fcfcf8c32cf63fb966 , .u942a7ceb361257fcfcf8c32cf63fb966:hover , .u942a7ceb361257fcfcf8c32cf63fb966:visited , .u942a7ceb361257fcfcf8c32cf63fb966:active { border:0!important; } .u942a7ceb361257fcfcf8c32cf63fb966 .clearfix:after { content: ""; display: table; clear: both; } .u942a7ceb361257fcfcf8c32cf63fb966 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u942a7ceb361257fcfcf8c32cf63fb966:active , .u942a7ceb361257fcfcf8c32cf63fb966:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text-area { width: 100%; position: relative ; } .u942a7ceb361257fcfcf8c32cf63fb966 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u942a7ceb361257fcfcf8c32cf63fb966 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u942a7ceb361257fcfcf8c32cf63fb966 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u942a7ceb361257fcfcf8c32cf63fb966:hover .ctaButton { background-color: #34495E!important; } .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u942a7ceb361257fcfcf8c32cf63fb966 .u942a7ceb361257fcfcf8c32cf63fb966-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u942a7ceb361257fcfcf8c32cf63fb966:after { content: ""; display: block; clear: both; } READ: Five Features Of Reality Essay Emotional intelligence is definitely becoming more and more important in organizations and life in general. However, I also think that measuring and developing these skills is a lot more difficult as being presented in the book. Many of .

Hrm Orientation Essay Example

Hrm Orientation Essay A procedure for providing new employees with basic background information about the firm. Orientation content Information on employee benefits Personnel policies The daily routine Company organization and operations Safety measures and regulations Facilities tour Orienting Employees (cont’d) A successful orientation should accomplish four things for new employees: Make them feel welcome and at ease. Help them understand the organization in a broad sense. Make clear to them what is expected in terms of work and behavior. Help them begin the process of becoming socialized into the firm’s ways of acting and doing things. The Training Process Training The process of teaching new employees the basic skills they need to perform their jobs. The strategic context of training Performance management: the process employers use to make sure employees are working toward organizational goals. Web-based training Distance learning-based training Cross-cultural diversity training The Training and Development Process Needs analysis Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design Produce the training program content, including workbooks, exercises, and activities. Validation Presenting (trying out) the training to a small representative audience. Implement the program Actually training the targeted employee group. Evaluation Assesses the program’s successes or failures. Make the Learning Meaningful At the start of training, provide a bird’s-eye view of the material to be presented to facilitates learning. Use a variety of familiar examples. Organize the information so you can present it logically, and in meaningful units. We will write a custom essay sample on Hrm Orientation specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Hrm Orientation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Hrm Orientation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Use terms and concepts that are already familiar to trainees. Use as many visual aids as possible. Make Skills Transfer Easy Maximize the similarity between the training situation and the work situation. Provide adequate practice. Label or identify each feature of the machine and/or step in the process. Direct the trainees’ attention to important aspects of the job. Provide â€Å"heads-up† preparatory information that lets trainees know they might happen back on the job. Motivate the Learner People learn best by doing so provide as much realistic practice as possible. Trainees learn best when the trainers immediately reinforce correct responses Trainees learn best at their own pace. Create a perceived training need in the trainees’ minds. The schedule is important too: The learning curve goes down late in the day, less than full day training is most effective. Analyzing Training Needs Task analysis A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee). Training Methods On-the-job training (OJT) Having a person learn a job by actually doing the job. OJT methods Coaching or understudy Job rotation Special assignments Advantages Inexpensive Immediate feedback Steps in OJT Step 1: Prepare the learner Put the learner at ease—relieve the tension. Explain why he or she is being taught. Create interest, encourage questions, find out what the learner already knows about this or other jobs. Explain the whole job and relate it to some job the worker already knows. Place the learner as close to the normal working position as possible. Familiarize the worker with equipment, materials, tools, and trade terms. Steps in OJT (cont’d) Step 2: Present the operation Explain quantity and quality requirements. Go through the job at the normal work pace. Go through the job at a slow pace several times, explaining each step. Between operations, explain the difficult parts, or those in which errors are likely to be made. Again go through the job at a slow pace several times; explain the key points. Have the learner explain the steps as you go through the job at a slow pace. Steps in OJT (cont’d) Step 3: Do a tryout Have the learner go through the job several times, slowly, explaining each step to you. Correct mistakes and, if necessary, do some of the complicated steps the first few times. Run the job at the normal pace. Have the learner do the job, gradually building up skill and speed. As soon as the learner demonstrates ability to do the job, let the work begin, but don’t abandon him or her. Steps in OJT (cont’d) Step 4: Follow up Designate to whom the learner should go for help. Gradually decrease supervision, checking work from time to time against quality and quantity standards. Correct faulty work patterns before they become a habit. Show why the learned method is superior. Compliment good work; encourage the worker until he or she is able to meet the quality and quantity standards. Training Methods (cont’d) Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. Informal learning The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis. Job instruction training (JIT) Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees. The 25 Most Popular Apprenticeships Training Methods (cont’d) Effective lectures Use signals to help listeners follow your ideas. Don’t start out on the wrong foot. Keep your conclusions short. Be alert to your audience. Maintain eye contact with the trainees. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script. Break a long talk into a series of five-minute talks. Programmed Learning Programmed instruction (PI) A systematic method for teaching job skills involving: Presenting questions or facts Allowing the person to respond Giving the learner immediate feedback on the accuracy of his or her answers Advantages Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner Training Methods (cont’d) Literacy training techniques Responses to functional illiteracy Testing job candidates’ basic skills. Setting up basic skills and literacy programs. Audiovisual-based training To illustrate following a sequence over time. To expose trainees to events not easily demonstrable in live lectures. To meet the need for organizationwide training and it is too costly to move the trainers from place to place. Training Methods (cont’d) Simulated training (occasionally called vestibule training) Training employees on special off-the-job equipment so training costs and hazards can be reduced. Computer-based training (CBT) Electronic performance support systems (EPSS) Learning portals Computer-based Training (CBT) Advantages Reduced learning time Cost-effectiveness Instructional consistency Types of CBT Intelligent Tutoring systems Interactive multimedia training Virtual reality training Distance and Internet-Based Training Teletraining A trainer in a central location teaches groups of employees at remote locations via TV hookups. Videoconferencing Interactively training employees who are geographically separated from each other—or from the trainer—via a combination of audio and visual equipment. Training via the Internet Using the Internet or proprietary internal intranets to facilitate computer-based training. What Is Management Development? Management development Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Succession planning A process through which senior-level openings are planned for and eventually filled. Anticipate management needs Review firm’s management skills inventory Create replacement charts Begin management development Managerial on-the-Job Training Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. Action learning Management trainees are allowed to work full-time analyzing and solving problems in other departments. Off-the-Job Management Training and Development Techniques Case study method Managers are presented with a description of an organizational problem to diagnose and solve. Management game Teams of managers compete by making computerized decisions regarding realistic but simulated situations. Outside seminars Many companies and universities offer Web-based and traditional management development seminars and conferences. Off-the-Job Management Training and Development Techniques (cont’d) Role playing Creating a realistic situation in which trainees assume the roles of persons in that situation. Behavior modeling Modeling: showing trainees the right (or â€Å"model†) way of doing something. Role playing: having trainees practice that way Social reinforcement: giving feedback on the trainees’ performance. Transfer of learning: Encouraging trainees apply their skills on the job. Off-the-Job Management Training and Development Techniques (cont’d) Corporate universities Provides a means for conveniently coordinating all the company’s training efforts and delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers A company-based method for exposing prospective managers to realistic exercises to develop improved management skills. Off-the-Job Management Training and Development Techniques (cont’d) Executive coaches An outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses. Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses. Managing Organizational Change and Development What to change? Strategy: mission and vision Culture: new corporate values Structure: departmental structure, coordination, span of control, reporting relationships, tasks, decision-making procedures Technologies: new systems and methods Employees: changes in employee attitudes and skills Overcoming Resistance to Change What causes resistance? All behavior in organizations is a product of two kinds of forces—those striving to maintain the status quo and those pushing for change. Lewin’s Change Process Unfreezing: reducing the forces striving to maintain the status quo. Moving: developing new behaviors, values, and attitudes, sometimes through structural changes. Refreezing: reinforcing the changes. Overcoming Resistance to Change Change initiatives Political campaign: creating a coalition strong enough to support and guide the initiative. Marketing campaign: tapping into employees’ thoughts and feelings and also effectively communicating messages about the prospective program’s theme and benefits. Military campaign: Deploying executives’ scarce resources of attention and time to actually carry out the change. How to Lead the Change (in 10 Steps) Establish a sense of urgency. Mobilize commitment through joint diagnosis of problems. Create a guiding coalition. Develop a shared vision. Communicate the vision. Help employees to make the change. Generate short-term wins. Consolidate gains and produce more change. Anchor the new ways of doing things in the company’s culture. Monitor progress and adjust the vision as required. Using Organizational Development Organizational development (OD) A special approach to organizational change in which employees themselves formulate and implement the change that’s required. Usually involves action research. Applies behavioral science knowledge. Changes the attitudes, values, and beliefs of employees. Changes the organization in a particular direction. Examples of OD Interventions Evaluating the Training Effort Designing the study Time series design Controlled experimentation Training effects to measure Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results that were achieved as a result of the training

Why the US Is Said to Have a Mixed Economy

Why the US Is Said to Have a Mixed Economy The United States is said to have a mixed  economy because privately owned businesses and government both play important roles. Indeed, some of the most enduring debates of American economic history focus on the relative roles of the public and private sectors. Private vs. Public Ownership The American free enterprise system emphasizes private ownership. Private businesses produce most goods and services, and almost two-thirds of the nations total economic output goes to individuals for personal use (the remaining one-third is bought by government and business). The consumer role is so great, in fact, that the nation is sometimes characterized as having a consumer economy. This emphasis on private ownership arises, in part, from American beliefs about personal freedom. From the time the nation was created, Americans have feared excessive government power, and they have sought to limit governments authority over individuals including its role in the economic realm. In addition, Americans generally believe that an economy characterized by private ownership is likely to operate more efficiently than one with substantial government ownership. Why? When economic forces are unfettered, Americans believe, supply and demand determine the prices of goods and services. Prices, in turn, tell businesses what to produce; if people want more of a particular good than the economy is producing, the price of the good rises. That catches the attention of new or other companies that, sensing an opportunity to earn profits, start producing more of that good. On the other hand, if people want less of the good, prices fall and less competitive producers either go out of business or start producing different goods. Such a system is called a market economy. A socialist economy, in contrast, is characterized by more government ownership and central planning. Most Americans are convinced that socialist economies are inherently less efficient because the government, which relies on tax revenues, is far less likely than private businesses to heed price signals or to feel the discipline imposed by market forces. The Limits to Free Enterprise With a Mixed Economy There are limits to free enterprise, however. Americans have always believed that some services are better performed by public rather than private enterprise. For instance, in the United States, the government is primarily responsible for the administration of justice, education (although there are many private schools and training centers), the road system, social statistical reporting, and national defense. In addition, the government often is asked to intervene in the economy to correct situations in which the price system does not work. It regulates natural monopolies, for example, and it uses antitrust laws to control or break up other business combinations that become so powerful that they can surmount market forces. The government also addresses issues beyond the reach of market forces. It provides welfare and unemployment benefits to people who cannot support themselves, either because they encounter problems in their personal lives or lose their jobs as a result of economic upheaval; it pays much of the cost of medical care for the aged and those who live in poverty; it regulates private industry to limit air and water pollution; it provides low-cost loans to people who suffer losses as a result of natural disasters; and it has played the leading role in the exploration of space, which is too expensive for any private enterprise to handle. In this mixed economy, individuals can help guide the economy not only through the choices they make as consumers but through the votes they cast for officials who shape economic policy. In recent years, consumers have voiced concerns about product safety, environmental threats posed by certain industrial practices, and potential health risks citizens may face; the government has responded by creating agencies to protect consumer interests and promote the general public welfare. The U.S. economy has changed in other ways as well. The population and the labor force have shifted dramatically away from farms to cities, from fields to factories, and, above all, to service industries. In todays economy, the providers of personal and public services far outnumber producers of agricultural and manufactured goods. As the economy has grown more complex, statistics also reveal over the last century a sharp long-term trend away from self-employment toward working for others. This article is adapted from the book Outline of the U.S. Economy by Conte and Carr and has been adapted with permission from the U.S. Department of State.

EDLE 640 - Assignment 1 Speech or Presentation Example | Topics and Well Written Essays - 1000 words

EDLE 640 - Assignment 1 - Speech or Presentation Example Therefore, much as we would commit ourselves to achieving our goals or the goals of the organizations we work with, it must all start with loving the other people. Therefore, the first secret to successful leadership, according to Fullan is, Love Your Employees (Fullan, 2008). While being hindered by others in the course of a goal attainment mission, realizing full potential becomes practically impossible. Therefore, the necessity to Connect Peers with a Purpose; which is the second secret to good leadership as discussed by Fullan, becomes necessary. Connecting the peers with ones purpose and objective; personal, professional or organizational, enhances and facilities the goal attainment (Fullan, 2008). Thus connectivity with the people should be much more than just collaborating with them. It requires more of firm interconnection of the peers, and upholding capacity building as the priority for the organization. Facilitating the free social interactions within the peers and creating a favorable environment for them to engage in creativity and innovation, without the fear of being reprimanded for failure, allows individuals to move out of their comfort zones and engage in more risky affairs, which eventually develops full human capacity (Fullan, 2008). While we work towards realizing our goals with the interest of the other people at the fore front, the goal attainment mission becomes justifiable as a personal initiative, and also as a societal collaboration towards a better life for ourselves and for the rest. Social collaboration is enhanced through applying the third secret as discussed by Fullan, which is to ensure Capacity Building Prevails. I have lived in three different countries in the course of my education and professional development; born in Australia, studying in the USA and gaining working experience in London. But in all these movements, I have found that valuing other people is what counts much towards any progress and development, personal, pr ofessional or organizational, since it is only through the support of others, that an individual can realize their full potential, and thus help their organizations to achieve the optimum (Fullan, 2008). Offering leadership and ability demonstration opportunities is fundamental to the development of individuals. Thus, having the mentality that Learning is the Work; forms the fourth secret towards successful leadership. This point to the fact that; learning is the main job within any job, since knowledge and experience improvement forms the basis of career and professional development, as well as personal growth (Fullan, 2008). While individuals are exercising their duties and mandates in the work place, they should not cease to learn, because working with others and through others helps to develop the full potential, and reawakens the talents hidden within an individual’s ability. My first promotion to a high leadership position was when I was 28 years, while teaching at St M ary’s Parish School in Warren, where I was promoted to the rank of Assistant Principal. This enabled me to exercise my teaching roles, while at the same time learning how to lead an institution, an experience that put my everyday as a purely learning day. Within the one year period that I spent as the Assistant Principa

Important of academic skills for tourism students Essay

Important of academic skills for tourism students - Essay Example The main academic skills that help tourism students to get employed and advance in their careers faster include managerial, communication, language, customer service, business, and socialization (Page, & Connell, 2010). This paper will analyze the usefulness of these academic skills in shaping the future career of tourism students. Tourism students must have efficient communication skills for them to be employed in the sector. This is because communication is the main instrument that unites the supply and demand sides in the sector (Bobanovic, & Grzinic, 2011). This is because the supply and demand sides are made up of individuals who must interact successfully for them to achieve equilibrium. However, since the supply side is the one that provides services to the demand side, it means that suppliers in this industry need to be able to communicate with any individual who demands their services. The main factors involved in communication in the industry include language, correct pronunciation of words, and courtesy when speaking to the client (O’Shannessy, Minett, & Hyde, 2002). Since individuals may not be able to acquire these skills without training, it means they have to study them in school where there are tutors who teach them how to pronounce words correctly and be courteous. A major element that is involved in communication is language because it is the main uniting factor between suppliers and their clients. Tourism students need to study English language because it is the most common international language in the twenty first century (Bobanovic, & Grzinic, 2011). Numerous countries in the world have chosen to make English a national language because it helps them to interact with other English-speaking nations. Therefore, since tourism is the main way in which the countries interact, the service providers who are previously students should study the language while in school. This is because studying the

Journalism Portfolio Essay Example | Topics and Well Written Essays - 1000 words

Journalism Portfolio - Essay Example Most news may be intended to deflect or defuse public opinion on matters of great importance and editors can influence the direction of how opinion is shaped. When a newspaper is owned by a politician, then there might be truth to the statement that â€Å"news is what someone, somewhere wants concealed† as in the case of Italy today. As mentioned earlier, this newspaper is mostly of community-type of publication and so most of its stories are local in nature. Most of the sources were the local news reporters that had gathered the news scoop within their areas. However, some of the news with a wider look such as global news content had been rehashes (re-written) of global news organizations as it has no capability of news gathering that is global in scope. Anyway, this is the trend today in most news organizations whereby they become aggregators of various news sources which it had deemed newsworthy to be included in their own publications. In the Internet age today, it is far more economical to just subscribe to some big news organizations like CNN or Time to syndicate the same news materials and ask a reporter to re-write it with a local background. Discussion In a world of instant news and competition for crucial publication space, the news of today has to be carefully selected that will interest its target audience. The readers of this type of newspaper would normally be interested on matters that concern them and only later will they go on to other news happening much further afield. For example, the most recent news of a dead whale carcass washing ashore should be of greater interest to its readers because this event can be considered as a rarity (it is not everyday a dead whale is washed onto the sands). Its news value may be in its ability to shock some readers to make them wander how could an event like this happen (Carr 1) and adding a photograph could lend a certain bit of nostalgia. The dead whale would be of concern to local residents because of the intense stink it brought. A public figure is normally defined to be someone who is usually in the limelight and this by necessity includes public figures like politicians, artists and actors or actresses. They opted for a profession that requires them public exposure or may have fame or prominence so that their lives are the focus of intense public scrutiny. A celebrity, on the other hand, is a type of person who acquired a certain persona such as rock stars, movie stars or sports stars. They are very familiar to the general public and their actions and statements are closely followed in most of the time. A public figure has less claims to privacy than an ordinary person since their lives are open to the public by virtue of their standing in the community or society. If a public figure is the subject of a bad news article, then he or she must first prove his status as a public figure in order to establish an evil motive in writing that article, such as malice or hate. Other citizens enjoy a higher degree of privacy in this regard because they are not in the public eye. The private lives of public figures can be written quite easily with mostly no objections but if the writer has written something defamatory, then a libel suit can be filed by concerned party.

The Reason For The Convenient Store Business Marketing Essay

The Reason For The Convenient Store Business Marketing Essay 1.0 Executive Summary The Commercial building is located 5 miles south of the city of Muscat and 2 minute walk distance by citys main road, which is used by thousands of commuters on daily basis between to the middle of city or just taking a shortcut to south of city. In the main road is being used by residents of citys south and south east in order to reach Muscat citys main center. While going to work, a person along for the ride could stop and buy a sandwich or soft/ cold drinks etc. Similarly on the way home, the same person along for the ride on main road, could come ABC Convenient Store and buy something like household items. 1.1 Shareholding Structure ABC Convenient Store is a registered Sole Proprietor. Its owned and managed by Mr. A. 1.2 Objectives The main objective of most of the small convenient stores in is to earn highest possible profit margins by selling quality products. Therefore ABC Convenient Store aims to provide highest possible quality products at competitive rates for the local residents of Muscat city particularly. In addition, ABC Convenient Store plans to offer movie rentals, non-food products and check cashing services in order to build and increase its revenues and hence profits. The other objectives of ABC Convenient Store are: One of ABC Convenient Stores main objectives would be to capture as much as possible share of the commuter traffic on the south east side of Muscat city. ABC Convenient Store will offer its customers better-quality products at an competitive price. Achieve at least 30% minimum gross profit margins (selling price less purchase/ wholesale cost) from beginning. Achieve a lucrative return on investment within five years. Achieve average growth in market share by 10% each year. Achieve average growth in revenue by 6% each year. 2.0 The Business Activity ABC Convenient Store is a new Startup convenient store business within Muscat city. Mr. A, the owner of ABC Convenient Store will occupy convenient store place in two units commercial building on rent, located 5 miles south of the city of Muscat and 2 minute walk distance by citys main road. It is the main street all the way through city and is used by thousands of commuters on daily basis between to the middle of city or just taking a shortcut to south of city. The building contains two units where mini restaurant is currently open and being successfully run by other individual. 3.0 Vision and Mission statement Mission:, ABC Convenient Store will make healthy profits margins for its owner and provide a satisfying work environment for its employees in near future. 3.1 Keys to Success The keys to success in this business are: Location: The location of convenience store plays a very important role in success of any store, and therefore is one of the main key factors for successfully running of convenience store. The location must be close to customers reach like where they work, live or on their normal route while returning and going to home/ work. As ABC Convenient Store is located 5 miles south of the city of Muscat and 2 minute walk distance by citys main road, which is used by thousands of commuters on daily basis between to the middle of city or just taking a shortcut to south of city. We feel that right location provides value to customer and convenience both. Speed of Service:Â  As nowadays consumers are always short of time and wants quality with speed of service, therefore it is also one of the major keys to success factors for convenience store industry in todays environment particularly. Convenience and value are both achieved only when the potential customers can easily locate the items they want to buy, where in return they get fast friendly and efficient service. In short the store is easy to shop. Availability: Availability of products/ items is another key factor for success of any convenient store, as each customer have different taste and needs, hence they have their own favorite brand names that they want to purchase, which any good convenience store must carry in order to fulfill potential customers needs. On the other hand the Omani citizens particularly are brand conscious and want items with big brand names, where residents of other nationality living and working in Oman, are more price conscious. Therefore it is necessary that products/ items for both customers segment must be made available. 4.0 Government support and rules and regulations 5.0 The Reason for the Convenient Store business The living standards of the Omani citizen are growing day by day as Government of Oman has taken major steps within last 20 years to increase the living standards. Therefore as of the majority of Omani citizens are upper middle class who are brand conscious and willing to pay anything to buy product required. On the other hand the convenient store industry has been growing on daily basis as people are shifted towards convenient store due to convenience and shortage of time in todays world. According to Government stats and research the convenient store in Oman is growing constantly at a rate of over 110% over last ten years. 5.1 Industry Analysis Summary Porter five forces model has been used widely with the purpose of analyzing a particular industry with a view to determine the level of intensity in terms of attractiveness and competitiveness within industry. This model consist of forces which are very close to any company and that can affect its capability badly to generate profits for owners by serving its customers effectively. Porter five forces model uses the following: Threat of potential new entrants, bargaining power of buyers, bargaining power of suppliers, Threat of substitutes and Determinants of Rivalry among Existing Competitors, in order to analyze the nature of competitiveness in any industry. Determinants of Rivalry among Existing Competitors The rivalry among existing competitors in Oman in retail store industry is being considered as high, as firms are competing severely with other with a view to capture high customer market share. There are many giant convenience stores in retail industry particularly in Muscat, who has gained majority of market share, where on the other hand small convenient stores like ABC Convenient Store, are competing each other to capture the remaining market share, specifically of convenient stores surrounding area at least. Therefore they are trying new developments in marketing, introducing new promotions, creativity of innovative ideas, which has led small stores achieved their target level of market share. Hence competitive rivalry in Omans retail industry is considered a high threat for existing convenient stores. Threat of potential new entrants Threat of new entrants into the retail industry within Muscat, Oman is medium, as there are very less product differences between products provided by convenient stores; furthermore cost to enter the market is relatively low. It is further assumed that convenient store items/products are easily purchased at wholesale prices or discounts at bulk purchases. By analyzing all factors including high growth in trends for Oman retail industry exclusively, further barriers to entry are relatively very low compared to other industries; therefore it can be take for granted that ABC Convenient Store may face further competition with new entrants. Threat of substitutes There are only few substitutes available for convenient store items which do not entirely replace the use of existing products by customers but may bring in new innovative ideas to develop new products or reduce the direct costs in producing the same products. In particularly the substitutes of any products may limit the level of generation of revenues and hence profits, in an industry by keeping the profit margins down. However, the greater the convenient stores could create uniqueness for their products the greater the likelihood of success. Likewise already discussed the availability of products, customer service and location of the convenient stores would be the key factors, which could not only create sustainable competitive advantage but could add significant value in overall earnings of the ABC Convenient Store. Therefore threat of substitutes is considered as low in retail/ convenient store industry. Bargaining power of suppliers The power of suppliers for small convenient stores like ABC Convenient Store can be prejudiced by key players in supermarkets and grocery chain stores. Because they are being able to negotiate better discounted and promotional prices compared to small convenient stores from suppliers/ manufacturers, which small convenient stores are unable to match due to high purchasing prices of same products. Therefore there is major threat as giant players always dictate the prices and purchase large amount of quantity at once, where small convenient stores are left with fewer products at high prices. Hence it is being analyzed the bargaining power of suppliers is high particularly for small convenient stores. Bargaining power of buyers Nowadays customers are aware of everything and they have more choices to buy from, therefore customers acts are considered as powerful force in making prices down. If any product is expensive in any store than they can go and purchase the required products from other convenient store providing lesser or discounted prices. In addition because product is a type of commodity item and consumers have no choice but to continue consumption, therefore we can see high growth in small convenient store if and only prices are matched with giant players in the industry. On the other hand, location and varieties of products provided may reduce this bargaining power. In addition the overall environment, customer service and location of the ABC Convenient Store would attract the customers. We can assume that large number of small convenient stores will be providing similar products and services as ABC Convenient Stores. Due to these reasons the overall industry looks more attractive and profitable. 6.0 Market Size and Growth According to our research, the main customers are males and females, ages 15 to 40. In addition, according to recent trends in Oman, many small and large stores are trying to capture market share of persons with age of more than 40, particularly females. We are expecting that by providing better customer services, we would be able to increase the number of customers of aged over 40. 7.0 The Choice of Location with reasons thereof ABC Convenient Store is a new Startup convenient store business within Muscat city. The commercial building has convenient store for rent out. It is located 5 miles south of the city of Muscat and 2 minute walk distance by citys main road, and is the main street all the way through city and is used by thousands of commuters on daily basis between to the middle of city or just taking a shortcut to south of city. Therefore its the best location for convenient store. The total area of convenience store is around 500 sq feet, where majority of the portion will be used for shelves. 8.0 Proposed Customers 9.0 Competitor Analysis The ABC Convenient Store may face little competition from other small and large convenient stores. Furthermore the main competition that ABC Convenient Store may face is from large enterprises that have established convenience stores within fuel stations. But we are expecting that our location will create competitive advantage which shall tackle the competition may face by ABC Convenient Store in near future. 10.0 Buying Patterns and Sales Strategy The convenience stores are generally small retail outlets with area of 500 to 2000 sq feet. The products or items normally sold at convenience store are: over the counter medicines, household groceries, soft drinks, cold drinks, some non food items, cigarettes, and dairy products. The convenience stores are mostly located on busy main roads and are regularly open 24 hours a day seven days a week. As name suggests, they not only sell products or items but also convenience to customers. ABC Convenient Store will aim to provide typical items of convenience store at a competitive price, so that items that customers purchase shall urge to visit again, which will increase the average sale per customer. The main focus of sales staff will be on customer service and always inquire clients if they have been able to locate and found the whole thing that they need. In case, they have not found they need, then these particular items shall be made available in stocks upon request by customers. 11.0 Strategy and Implementation Summary ABC Convenient Store will be using a strategy of impressive customer service. Where, companys initial emphasis would be to build same reputation as before, so that potential customers within town are targeted comfortably. The ABC Convenient Stores main competitive edge will be its prominent location, as it is conveniently located on the corner of where everyone must pass in order to leave and return home, it also allows the local community to walk or ride a bike to the convenient store. ABC Convenient Store intends to stock the shelves with items local residents need and want, with items ranging from milk to over the counter medicines and everything in between. If customers have requests for items not in stock then ABC Convenient Store will stock them. 11.1 Self Analysis 12.0 Competitive Advantage The competitive advantages, which ABC Convenient Store will have over its main competitors within Muscat, are: ABC Convenient Stores main competitive advantage is its position and its location as in front of Main Street. ABC Convenient Store is located on the corner of where everyone must pass in order to leave and return home. Currently there are no other stores within this location. Due to these facts, local residents will naturally choose ABC Convenient Store as their primary choice, because of the fact that it would be closest to their homes. They will promptly become aware that ABC Convenient Store offers high quality organic and healthy products at a typical convenience store prices; In addition it will become local residents number one store for small household grocery items and other household purchases. While returning home from offices the commuter will now be able to buy their household groceries to take home. We expect that due to our quick service, commuters will soon regard ABC Convenient Store as helpful time saver convenience store. 13.0 Selling Arrangement and Marketing Strategies The products or items normally sold at convenience store are: over the counter medicines, household groceries, soft drinks, cold drinks, some non food items, cigarettes, and dairy products. The convenience stores are mostly located on busy main roads and are often open 24 hours a day seven days a week. Our main emphasis would be to fulfill customer needs therefore we will ask customer every time if they have been able to locate items easily and have found they looking for. The city is in great need of change and this is the perfect opportunity to bring about that change. In years to come ABC Convenient Store will be known in the community as more than just another neighborhood business, this will bring the community together giving locals annual block parties and rewarding the kids when they bring report cards and honor certificates with free candy etc. The convenient location of the ABC Convenient Store will mean that ABC Convenient Store will have to carry out little bit above the line up advertising, but ABC Convenient Store will distribute flyers within surrounding areas on monthly basis so that local residents are made aware of ABC Convenient Store. 14.0 Products and Pricing Strategy The ABC Convenient Store will provide typical items found in any convenience store; however, items will be higher end than many convenience stores. ABC Convenient Store will offer a product range from over the counter medicines to cigarettes and everything thats sold in a convenient store. The products will be same as traditional convenience store items in the same quantity, quality and packaging sizes as other convenient stores provide. Some of the products include: soft drinks, cold drinks, fruit juices, household grocery items, newspapers, magazines, hot and cold snacks, bread, auto products like fuel addictives plus cleaning materials for autos, condiments, tooth pastes, over the counter medicines and paper products etc. ABC Convenient Store will price little increase over competitors but most of the products prices will be matched to the most giant convenient stores within Muscat. On the other hand top selling brands will be sold at a discounted price even lower than most of competitors prices, so that ABC Convenient Store can create competitive advantage over its direct competitors and be able to sustain in coming years to come. 15.0 Various sources of finance available and the source selected The company will need around RO 23,000, total initial requirements for capital expenditures. The Funding sources for ABC Convenient Store will be mainly from the shareholders investments. The only shareholder, Mr. A will contribute full amount of RO 23,000. The total initial capital requirements will be around RO 6,100 which includes Computer for cash counter and point of sale software with scanner and receipt printer at a price of RO 400 Shelves will be placed in major portion of convenient store for placing displaying of different types of convenient store items/ products, so that potential customers would be able to locate these convenient items comfortable. In addition price tag and banners would be displayed for each type to items. The shelves would cost around RO 2,200 in total. Other convenient stores equipments includes banners, price tags, chairs, ice machines, beverage equipments, ice cream equipments, Microwave oven, safes, Air Conditioners, exhausts etc. This will cost around RO 3,200. Cash counter setup would include counter desk, chairs etc. This would cost around RO 300. Legal expenses would include business and sole proprietorship license, and license to start convenient store business and other legal fees necessary. This would cost around RO 500. Initial marketing expenses would be around RO 900 for banners, distribution of flyers, printing of business cards, purchase of printing papers for receipts, printing of cover letter etc. However we have very tight marketing budget initially but as business starts to grow the marketing budget would be significantly increased as well. The convenient store will be obtained on monthly rent of RO 500. The initial inventory would be of around RO 15,000, which includes all major convenient stores items like: soft drinks, cold drinks, fruit juices, household grocery items, newspapers, magazines, hot and cold snacks, bread, auto products like fuel addictives plus cleaning materials for autos, condiments, tooth pastes, over the counter medicines and paper products etc. This number of items initially will be less; however as business starts to grow the number of each particular item or products would be increase significantly in order to meet customer demands. Furthermore, special requests from customers will also be fulfilled believing on the fact that ABC Convenient Store needs to meet every customers demands by making each types of brands names products or items available at the door of ABC Convenient Store. The break-up of startup requirements is shown in the table below: Table 1: Start-up 16.0 Key People and Job Functions ABC Convenient Store is a registered Sole Proprietor. Its owned and managed by Mr. A. The owner will engage employees to help run their convenient store. A business Full time Manager will be hired. He will be overseeing the operations at the store like supervising the staff, dealing with various suppliers, performing managerial jobs and developing marketing plans. Furthermore, administration and financial aspects will be managed by the owner, Mr. A himself. 17.0 Financial Plan The Financial Plan consists of Breakeven Analysis, Pro-forma Profit and Loss, Cash Flow Projections and Pro-forma Balance Sheet. 17.1 Important Assumptions 17.3 Break-even Analysis Table 3: Break-even Analysis 17.4 Projected Profit and Loss The Pro-forma Profit and Loss shows that, ABC Convenient Storewill be able to meet Net profit margin in excess of 20% throughout five years of operation. Table 4: Profit and Loss

Against the War On Drugs in America Essay -- Legalize Narcotics Drug

The Case Against America’s War on Drugs The legal prohibition on most psychoactive drugs has been in place in this country for the better part of a century. This policy of prohibition, however, has never been based on reason or careful consideration, but on the paranoia of a small segment of society and the indifferent willingness of the majority to accept this vocal minority’s claims without question. Outlawing any use of a particular drug is a violation of the basic freedom of individuals to act as they please in their private lives. However, even if one does not accept this belief, an objective analysis of the United States’ history of prohibition clearly shows that attempts to enforce this policy have done far more harm than good, and have utterly failed to control behavior in the intended manner. These are the two lines of reasoning I will take to argue against drug prohibition in this paper. After giving a brief history of prohibition, I will show that it is wrong in principal and that there is no moral basis for this policy. I will then show that, regardless of moral considerations, prohibition has not and probably cannot work, and more specifically that the "war on drugs" has been a disaster which should be ended immediately. I will then conclude by discussing possible consequences of legalization. A Brief History of Prohibition Government has not always seen fit to outlaw psychoactive drugs in the Western world. In fact, there was no prohibition in this country until 1914. Cocaine and Marijuana were both used in the late 19th century both for medicinal and recreational purposes. During this time there was considerable pressure for a ban on alcohol, but narcotics were simply not viewed as a threat to society. N... ...ave been taken as self-evident, but it should be clear by now that they are not. It is time that we stop wasting our economic and legal resources on this hopeless crusade to shape everyone into a few people’s idea of perfection and put these resources toward helping those who truly need it. Works Cited Ackerman, Elise. "The Latest Buzz on Hemp." U.S. News & World Report, March 15, 2008. 50. ACLU. "ACLU Briefing Paper: Against Drug Prohibition." (Online) Lazare, Daniel. "The Drug War is Killing Us." The Village Voice, January 23, 2008. London, William. "Will Legalizing Drugs Benefit Public Health?--Yes." Priorities Volume 7 Number 2. 1995. (Online) Ostrowski, James. "Thinking About Drug Legalization." Policy Analysis No. 121. May 25, 1989. Rosenfield, Jim. "The War on Drugs is a Great Success." The Ostrich File. Volume 6, March 20, 1996. (Online). Against the War On Drugs in America Essay -- Legalize Narcotics Drug The Case Against America’s War on Drugs The legal prohibition on most psychoactive drugs has been in place in this country for the better part of a century. This policy of prohibition, however, has never been based on reason or careful consideration, but on the paranoia of a small segment of society and the indifferent willingness of the majority to accept this vocal minority’s claims without question. Outlawing any use of a particular drug is a violation of the basic freedom of individuals to act as they please in their private lives. However, even if one does not accept this belief, an objective analysis of the United States’ history of prohibition clearly shows that attempts to enforce this policy have done far more harm than good, and have utterly failed to control behavior in the intended manner. These are the two lines of reasoning I will take to argue against drug prohibition in this paper. After giving a brief history of prohibition, I will show that it is wrong in principal and that there is no moral basis for this policy. I will then show that, regardless of moral considerations, prohibition has not and probably cannot work, and more specifically that the "war on drugs" has been a disaster which should be ended immediately. I will then conclude by discussing possible consequences of legalization. A Brief History of Prohibition Government has not always seen fit to outlaw psychoactive drugs in the Western world. In fact, there was no prohibition in this country until 1914. Cocaine and Marijuana were both used in the late 19th century both for medicinal and recreational purposes. During this time there was considerable pressure for a ban on alcohol, but narcotics were simply not viewed as a threat to society. N... ...ave been taken as self-evident, but it should be clear by now that they are not. It is time that we stop wasting our economic and legal resources on this hopeless crusade to shape everyone into a few people’s idea of perfection and put these resources toward helping those who truly need it. Works Cited Ackerman, Elise. "The Latest Buzz on Hemp." U.S. News & World Report, March 15, 2008. 50. ACLU. "ACLU Briefing Paper: Against Drug Prohibition." (Online) Lazare, Daniel. "The Drug War is Killing Us." The Village Voice, January 23, 2008. London, William. "Will Legalizing Drugs Benefit Public Health?--Yes." Priorities Volume 7 Number 2. 1995. (Online) Ostrowski, James. "Thinking About Drug Legalization." Policy Analysis No. 121. May 25, 1989. Rosenfield, Jim. "The War on Drugs is a Great Success." The Ostrich File. Volume 6, March 20, 1996. (Online).