The Crucible the Importance of a Good Name Essay Example for Free

The Crucible the Importance of a Good Name Essay The Crucible there are many themes floating around. One of the most notable themes is the importance of a good name. To several of the characters the only matter of importance seems to be their name and what it seems to be associated with. Amongst this dialog we find that because the hysterical environment of Salem causes persecution of calumny became a common fear of a good, respectable name to be tarnished. Early in the play we are introduced with our first couple of victims due to the infamous fear. Our first encounter is with Abigail when Reverend Parris questions her about as to why Elizabeth Proctor had fired her Abigail responds â€Å"My name is good in the village! I will not have it said my name is soiled! Goody Proctor is a gossiping liar! † We can see here that she believes that Goody Proctor is trying to spoil her name due to the belief that she had been having an affair with John. As the play continues it is evident how she accuses other people of witchcraft so that her name is in the light and she is absolved from partaking in the witchcraft herself. Though it seems that Abigail’s only worry is her name, she is very dissembling. We later find out that her name seems to only be the light of her worries. Her main motive is to rid John of Elizabeth so that she can freely be with John. Her uncle, Reverend Parris, is naive to her hidden motives for false accusations. It isn’t much longer in the story when we find Abigail’s uncle, Reverend Parris is also sporting this same worry when we read a conversation between him and a trusted villager Thomas Putnam. Due to Betty, Parris’s Daughter who has fallen ill, and the village is suddenly buzzing with slander of witchcraft. In a conversation with Thomas Putnam it is apparent how this affects Parris. â€Å"Thomas, Thomas, I pray you, leap not to witchcraft. I know that you-least of all, Thomas, would ever wish so disastrous a charge laid upon me. We cannot leap to witchcraft. They will howl me out of Salem for such corruption in my house. † This shows that Reverend Parris is almost more caught up in what people think of him rather than how daughter, Betty Parris, is doing or rather how the Doctor, who has found nothing to cure her, will solve her illness. Parris is now continuously accusing his least faithful parishioners with having a contract with the devil. One of which is John Proctor, the man Abigail is having an affair with. John Proctor is known as a rebel in this story. Though a good Christian he rarely makes it into Parris’ Sunday Masses because he is working in the field and he doesn’t want to hear of Parris’ weekly ranting of the devil and hell. It is because of this reputation his wife is among the accused of witchcraft. When he tries to defend her he reluctantly admits to lechery. John Proctor was very reluctant to admit this because he wanted his name to stay respected. When judge Danforth doesn’t believe him they ask his wife Elizabeth if this is true. Unknowing that he had confessed and trying to respect his wishes of keeping a good name she says that she doesn’t believe that he had ever had an affair with Abigail Parris. When Abigail turns on Marry Warren, Marry Warren turns on John Proctor calling him the Devil’s Man. This causes his arrest and accusation of Witchcraft. Proctor’s importance of a good name is most portrayed in the last act, Act V, when he is begged to save himself by signing a confession sheet. He finally refuses to sign it saying that â€Å"Because it is my Name! Because I cannot have another in my life! Because I lie and sign myself to Lies! Because I am not worth the dust on the feet of them that hang! How may I live without my name? I have given you my soul; leave me my name! † John Proctor is the epitome of wanting to preserve his name. He willingly dies to preserve his name. In the story of The Crucible, Arthur Miller is able to illustrate the importance of a good name through many of the characters. We were easily able to convey this theme and build off of it. Since many of the characters’ main objective was too keep their name in good light we were able to better understand the reasons behind their actions, helping us receive a better understanding of the story.

Customer Relationship Management (CRM) Technology Impact

Customer Relationship Management (CRM) Technology Impact THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY ON INFORMATION AND STRATEGY IN THE RETAIL Industry EXECUTIVE SUMMARY: This report examines CRMs impact on information use and strategy in the retail sector. Regarding CRMs impact on information use the reports reveal that CRMs data warehousing, automation, mining, knowledge management and knowledge sharing capabilities have significantly impacted how organisations retain, share and disseminate information to relevant areas of the business. Key information on buying trends, customer profiles can be elicited so that appropriate modifications can be made regarding pricing, product, promotional and other elements to provide enhanced products and services. CRM, for many retail organisations, has meant information is now used as a source of competitive advantage. Examining CRMs impact on strategy, the report illustrates through the MIT90s framework that strategic alignment between CRM technology and the organisations structure, its strategy, its people and culture is essential for technology to be integrated effectively. The reports findings reveal numerous barriers to CRM. These centre on an over focus on the technical-requirements than on business strategy, a lack of cross-functional coordination, failure to support monitor and evaluate CRM performance, an unreceptive organisational culture to technological change and an inability to see CRM implementation from a holistic approach. An unwillingness to share information and knowledge was also highlighted as a potential inhibitor to unlocking CRM potential. Evidence illustrates that barriers essentially fall under a strategic misalignment between technology, structure, strategy or culture of an organisation. In response, a number of recommendations to aid retail organisations in unlocking CRM potential are provided. These include: a holistic perspective towards CRM implementation; a focus on strategic alignment between CRM and the organisations strategy, structure, individuals and culture; a CRM strategy, outlining its strategic objectives; understan ding the organisations data needs; encouraging organisational agility to provide a more adaptable structure that CRM technology can be integrated more easily into; introducing tailored recruitment and training programs to foster the right CRM competencies backed with an effective incentive system and the facilitating a communal culture organisational culture emphasising teamwork, empowerment, communication, innovation and a strong customer orientation. INTRODUCTION: With managing customer relationships now central to organisational success (Kohli et al, 2001; OHalloran, 2003; Nguyen et al, 2007), developing long-term customer relationships through user enabling Customer Relationship Management (CRM) technology has moved to the ‘top of the corporate priority list for many retail organisations (Smith, 2006:87). But what precisely are the direct implications CRM has on information and on strategy? and why is that many CRM projects in the past have failed? What can retail organisations do to ensure CRM success? It is these areas that this report seeks to explore within a retail sector context. The author has selected to investigate these areas in a retail sector context due to its sheer growth, impact and scale of usage within this industry (Anon, 2009). It has revolutionised the way retail companies utilise data to identify key information trends and thus elicit and apply this knowledge to potentially increase profits (Miller, 1999). The repo rts main body is therefore split into two sections, with section one examining the impact CRM technology has on information use and section two, using the MIT90s framework, exploring the potential consequences CRM has on strategy for retail organisations. Lastly, barriers associated to successful CRM implementation are considered and recommendations presented as to how retail organisations can fully unlock and capitalise on their CRM capabilities. SECTION 1: USE OF TECHNOLOGY The following section provides an explanation of CRM from a theoretical standpoint, through an analysis of literature definitions and a practical one, in terms of hardware, software and data structures. 1.1 Explanation of Technology The range of CRM definitions emerging over the years have provided many interpretations of what precisely CRM is and does (McKie, 2000). Broader, arguably looser definitions view CRM as a natural progression from relationship marketing (Light, 2001), where ‘information systems†¦enable organisations to realise a customer focus (Bull, 2005:593). Richer, complex definitions view CRM technology enabling organisations via the utilisation of customer related information to ‘foster closer relationships with their customers (Levine, 2000; Hsieh, 2009:416). More specifically, McNally (2007:169) defines CRM as a ‘strategic process addressing all aspects associated with identifying customers, creating customer knowledge, building customer relationships, and shaping organisation and product perceptions. Nguyen (et al, 2007:103) echoes this, but provides a more simplified version, ‘CRM is a strategic process that helps companies better understand their customers needs so they can provide these needs to their customers at the right time while improving the companys processes. The emphasis on strategic process in the former two definitions fits particularly well when explaining how CRM works in the retail sector in terms of hardware, software and data structures. Here transactional data from EPOS sales systems, web systems, sales contact systems systems and loyalty schemes (data) through automated data capture is sent to the client server mainframe at head office (hardware) where an analysis of relationships (using software) is conducted (Mutch, 2008). It is then data warehoused and structured in a way that allows the user (with the use of CRM tools) to extract patterns and relationships on important trends, such as information on particular customer profile groups and their purchasing habits, average spend, preference for offers etc. This can then be utilised to identify potential ways of improving profitability and disseminated back to relevant departments. 1.2 Impact of CRM on Information use in the Retail Sector The following section analyses CRM technologys impact on information use in the retail sector. Information here is broken down into three main elements: data; being raw statistics, symbols, numbers, information; processed data considered and knowledge; the application of data and information (Beynon-Davies, 2009). The relationship between one another is also presented throughout. 1.2.1 Impact of CRM on data use A. Provided more efficient and effective use of data, through warehousing, mining and cross-functional integration. CRMs capability for integrating multiple databases across different areas of the retail organisation has impacted data use in the sense that it has enabled users to have access to real time, relevant and accurate customer data. Fallon (2008) and Kaplan (2009) indicate that CRM allows retail companies to absorb raw customer data from multiple sources and integrate it into a centralised CRM system. There it is warehoused and later mined so important trends and information can be elicited and utilised (as applied knowledge) to improve customer relationships (Park and Kim, 2003; Chowdhury, 2009). Where CRMs impact on data use lies is that through data warehousing, users with the aid of CRM mining tools, can analyse masses of real time transactional data such as sales amount, transaction time, place and buyer and non-transactional data, such as customer inquiries/feedback and separate this out into key information on product lines, pricing and customer profile and trends, down to each spe cific retail department and individual store (Miller, 1999). They can then filter back important information and knowledge to management and staff so that the right people at different organisational levels have the necessary know-how to provide enhanced levels of customer service, solve problems and increase profitability (Park and Kim, 2003). B. Negatively impact as a form of customers surveillance Amid growing concerns over data sensitivity and the increasing cross-referencing sale of data CRM has negatively impacted data use (Bodenberg, 2001: Mutch 2008). Literature indicates that CRM technology, with its capability to collect vast amounts of customer data for own strategic purposes, has led to a mass surveillance and monitoring of customer behaviour (Park and Kim, 2003). Consequently, data access and exchange has become more restricted due to stringent data protection legislation and company guidelines over the storage, access and lawful use of personnel customer information (Mutch, 2008). 1.2.2 Impact of CRM on information use A. Information now used as a source of competitive advantage†¦using real time data and information enable a real time response A CRM system allows retail organisations to pull all the transactional and non transactional data together and through the use of CRM tools, extracts key information critical to help coordinate sales, marketing, and customer service departments to better and faster serve customers needs (Smith 2006). In the retail industry CRM has particularly impacted on the way information is used to formulate customer profiles. Organisations can now quickly identify who there customers are, what they buy, how often, the quantities in which they buy etc and use this information to modify pricing, product or service offerings and other elements such as customer service to create an in-depth understanding of customer needs and provide fair value to all customers (Park and Kim, 2003). Put simply, CRM has impacted information use in that users can quickly provide comprehensive summary reports on critical business information to make informed decisions and responses to reduce costs and increase profitab ility at a much faster rate (McLuhan, 2001). 1.1.3 Impact of CRM on how knowledge is used A. CRM impacts on organisations potential for improving knowledge retention, management and sharing†¦.knowledge as a resource Literature advocates that CRM has enhanced organisations ability to share and utilise knowledge (Krebs, 1998; Fan and Ku, 2010). Reychav (2009:235) concurs CRM has improved ‘employees ability to share knowledge both tacit and explicit and thus develop a customer orientation right throughout the business. This is supported by Krebs (1998) although he argues that codifying and storing tacit knowledge to be a much more intricate process. Irrespective, a wealth of evidence indicates CRM has changed the way knowledge is used in terms of how it is shared (Krebs, 1998). For example, in the retail sector, knowledge on particular buying habits of customer groups can be stored on a CRM system at head office where it is accessed by relevant departments (marketing, accounts, sales) who design appropriate promotional deals or joint offers on product lines to increase sales and profitability. This ‘knowledge can than be disseminated to appropriate retail outlets/stores to be implemente d. SECTION 2: STRATEGY The following section examines CRMs impact on strategy within the retail sector and begins with a short outline of the key issues of CRM that prevent CRM from fulfilling its potential capabilities in practice. These are conceptualised in the following sections using Scott-Mortons (1991) MIT90s framework (see below), which stresses strategic alignment and integration of CRM technology within all areas of the business is essential to capitalise on CRM potential. 2.1 Context The key issues of implementing CRM technology and its impact on business strategy are: 1. Strategic alignment between CRM technology and business retail strategy 2. Ensuring the organisations structure works synonymously with CRM technology 3. The provision of individual training, recruitment and within this revised job descriptions to ensure the development of necessary competencies to maximise CRM potential 4. How organisational culture positively or negatively affect an organisations and its employees ability to use information elicited from CRM technology These are now explored in more depth in the following sections using the MIT90s framework model illustrated below. 2.1 Strategy History is littered with past CRM failures, Carsdirect.com (Anon, 2000) and Lexmark (Songini, 2002) being perfect examples. McLuhan (2001) and Ramsey (2003) indicate most CRM failures are due to focusing overly on technical-requirements (technological determinism) rather than on the business strategy and the organisations needs. A lack of cross functional coordination, failure to support monitor and evaluate CRM performance and a failure to approach CRM implementation from a holistic approach are some of the other cited reasons as to why CRM projects fail (McLuhan, 2001; Bull, 2003). Other academics argue an unreceptive organisational culture to technological change coupled with an unwillingness to share information and knowledge as inhibitors to unlocking the potential benefits that CRM offers (Kotorov, 2003; Pavlovets, 2005). Essentially the problems cited by literature come under the central issue of strategic alignment, a notion stressed in Henderson and Venkatramans (1993) Strategic Alignment Model and Turbans, et al. (1999) cultural model, though arguably conceptualised to greater effect in the MIT90s framework (Scott-Morton, 1991) which is predominantly the main framework used in this report. The model advocates that for IT change to be successful, technology must be aligned to the company as a whole, so that organisational strategy, infrastructure, existing technology, individual roles, training programs, management and the organisations culture work synonymously with each other (Scott-Morton, 1991). Macredie et al. (1998), supports this perspective, concurring that CRM success is dependent on alignment between organisational strategy, structure and culture. Misalignment between these areas prevents CRM from fully delivering its potential capabilities. For example, if a retail organisations structur e restricts CRM access to marketing and senior management only than it is unlikely that crucial information will be fed down to middle management and employees at operational level (those who interact with customers on a day to day basis) who require it most. Conversely, if the CRM system is not complemented with a recruitment and training policy that is designed to source and develop core competencies required to use CRM technology efectively, than it will most likely fail. Thus, a strategically aligned approach to information strategy (see appendix figure 1), ensuring information systems strategy, information management strategy, information technology strategy and information resource strategy are connected to each other and the overall organizations strategy is a critical success factor for integrating CRM effectively throughout the organisation (Earl, 2000; Van Bentum, 2005). The following sections now turn towards ensuring alignment within other areas of the organisation. 2.2 Structure Numerous writers cite the sheer importance of aligning organisational structure with strategy, technology, the environment and its organisational culture (Mintzberg, 1989; Miller, 1989). In other words, to maximise your IT capabilities, an organisations structure must fit with its environment (Burns and Stalker, 1991; Senge, 1994). Over the years, this has led many retail organisations to shift away from traditional large-scale bureaucratic and hierarchical organisational forms to less traditional divsionalised structures facilitated by business process reengineering. However, evidence suggests such structures not only lose the benefits associated with large-scale bureaucratic organisations such as functional specialism and data interpretation from middle level managers, but also often fail to build strong links between divisions of the business, leading to a loss of shared core competencies and knowledge (Mabey, Saloman and Storey, 2001; Mutch, 2008). Literature is therefore indicat ive neither structure is particularly appropriate when integrating CRM technology. More recently, de-structured organisational forms, with an emphasis on high performance, knowledge creation and the empowerment of teams reflect a more suitable organisational structure in aiding retail organisations to elicit the potential their CRM application offers (Mabey, Saloman and Storey, 2001). Here, structure is built with speed, integration, innovation and flexibility in mind and an adhoc, boundaryless approach more receptive to technology change is instilled throughout the organisation. This encourages a free flowing information exchange throughout strategic, tactical and operational levels, structuring the organisation in a way where senior and middle management staff at retail organisations disseminate key important information and knowledge to employees at operational level. Where CRM role comes into play, is that it can be used to support these networked/lattice forms of organisations (Zuboff, 1988). It therefore appears that organisational agility, termed by Gunneson (1997:3) as ‘a flat, fast, flexible organisation, with continuous interaction, support, and communications among various disciplines, with highly decentralized management that recognises what its knowledge base is and how it can manage that base most effectively, is an essential component of structure. To achieve this, retail organisations must adopt a lattice/network like structure that has a mix of stability and flexibility to support the organisations capabilities and the empowerment of team working through cross functional teams with a focus on developing the collective intelligence of teams to meet the complexity of the dynamic environment (see Lorrimar, 1999). Such a structure is typically flat with large spans of control, features lateral communication and helps develop and maintain a project teamwork ethos and customer focus to ensure decision-making is guided by customer satisfaction (Friesen, 2005:33 ). This increases employee involvement, enhances communication, speeds up decision-making and breaks down boundaries thus enhancing flexibility and capacity to adapt (Clayton, 2006). 2.3 Roles Literature advocates that it is organisational peoples use of CRM, not the technology itself, which is where organisations truly capitalise on opening up CRMs full capabilities (McNally, 2007:169). Accordingly, recruitment, job descriptions and individual training should be amended in order to ensure the retail organisations have the right processes and programs in place to ascertain the competencies needed to utilise CRM technology. Job specifications for staff or ‘librarians accessing CRM should be amended to encourage a proactive approach towards their duties (Owens, Wilson and Abell, 1996). In addition, selection criteria should be adjusted to identify candidates who possess CRM capabilities through IT/CRM related qualification/certificates or direct experience gained through previous employment. Various levels of CRM training programs tailored to each department, and manager should be introduced and should centre on themes which retail procedure and policies regarding data analysis (McKean, 1999), communication competence, such as the use of emails (Ciaborra and Patriotta, 1996) and the ethical use of information to protect the identification of individual customers (Mason, Mason and Culnan, 1995), as well as CRM operational and functional use and how it works across the organisation (Mutch, 2008). The above changes should help retail organisations foster the necessary competencies to ensure CRMs correct use throughout the organisation (Alter, 2009). It is argued that these changes (jobs, processes and a lattice/network like structure), supporting richer communication and information sharing, allow workers to become informated by CRM and view the organisation in its totality, making information and processes once hidden, transparent (Zuboff, 1988). 2.4 Culture Different aspects of organisational culture impact CRM use both positively and negatively in numerous ways. Van Bentum, (2005) analysis of organisational culture distinguishes between several variants of culture. Of these more ‘mercenary (characterised by heavy inward competition and intense internal and external rivalry) types of culture, often lend themselves to a communication framework that does not match with the knowledge management, knowledge retention and sharing capabilities that CRM offers. This impacts CRM use negatively, creating reluctance on behalf of the individual to use a system that transfers their core knowledge to an internal ‘rival. It is this mismatch between culture and technology that is why many CRM projects fail. Such organisational cultures restrict CRMs knowledge sharing capability and discourage its use by workers (Van Bentum, 2005). Sub-cultures operating within departments or functions of the organisation are also seen to negatively hinder C RM use, often displaying resistance and an unwillingness to change and adapt to CRMs integration (Leverick, et al. 1998). In illustrating a more positive impact culture can have on CRM use, Van Bentum, (2005) advocates a ‘communal culture based on openness, innovation and continuous learning. Here culture positively impacts CRM in the sense that it is embraced by organisational people with a clear customer orientation, who in turn seek to utilise its capabilities to the fullest in their day-to-day activities. It is this type of culture that retail sector organisations currently operating a ‘mercenary type culture, should move towards. Another cultural aspect impacting CRM use is that organisational peoples belief system regarding CRM ease-of-use and usefulness can have a significant impact on its performance highlighted (Avlontis and Panagopoulous, 2005). If perceived useful and easy-to-use, CRM leads to performance improvements. Conversely, if perceived as not useful and difficult to use, CRM will have little impact on performance and on fulfilling its strategic objectives (Avlontis and Panagopoulous, 2005). The above cultural impacts on CRM use are indicative of a clear correlation between the type of organisational culture and IT performance (Davis, 1989; Avlontis and Panagopoulous, 2005). Literature indicates that retail organisations (particularly management spearheading/championing CRM) must nurture a communal CRM culture through an environment of teamwork, innovation, trust and a receptiveness towards CRM technology in order to ensure its embracement throughout the organisation (Avlontis and Panagopoulous, 2005:Van Bentum, 2005). an appropriate cultural foundation, is prerequisite to CRM success. SECTION 3: CONCLUSIONS RECOMMENDATIONS This report has sought to examine CRMs impact on information use and strategy in the retail sector, revealing some of the reasons was as to why CRM projects fail and recommendations to capitalise on CRM potential. The reports main findings and recommendations are summarised below: 3.1 KEY FINDINGS 1. CRM technology has significantly impacted the relationship between data, information and knowledge and their use in the retail industry. Data and information are now used as a source of competitive advantage. Knowledge is now seen as a resource through retention and sharing. 2. Strategic alignment is a critical for CRM success. 3. There are numerous barriers to successful CRM often attributable to a strategic misalignment (summarised in appendix figure 2). 3.2 RECCOMENDATIONS 1. A holistic perspective towards CRM implementation and strategic alignment between CRM and the organisations strategy, structure, individuals and culture is a critical for CRM success (Scott-Morton, 1991; Macredie, et al. 1998; Bull, 2003). 2. A CRM strategy, outlining its strategic objectives and a clear plan for integrating it into the organisations business processes and systems are perquisites for any successful CRM implementation project. 3. Understanding data needs and how the data will be used to extract information and elicit knowledge to increase profitability is critical. 4. Organisational agility to adapt to contextual factors such as new CRM technology is essential. De-structural changes in specific departments such as implementing flatter structures, introducing cross-functional teams and lateral communication channels is more suited to unlocking CRM potential (Lorrimar, 1999; Mabey, Saloman and Storey, 2001). 5. Organisational peoples role in how CRM is used is a major determinant of its success (McNally, 2007). Tailored recruitment and training programs to foster the right CRM competencies supported with an effective incentive system are critical (Avlontis and Panagopoulous, 2005). A communal organisational culture emphasising a strong customer orientation, teamwork, empowerment, communication, innovation, accurate expectations regarding system usage and a receptiveness towards new technology is crucial to elicit employee commitment to CRM (Van Bentum, 2005). APPENDIX * Open focussing on technical-requirements reather than on the business strategy and organisations needs (McLuhan, 2001; Ramsey, 2003) * Lack of cross functional coordination (McLuhan, 2001) * Failure to support monitor and evaluate CRM performance (McLuhan, 2001; Bull, 2003) * Failure to approach CRM implementation from a holistic approach (McLuhan, 2001; Bull, 2003) * An unreceptive organisational culture to technological change (Kotorov, 2003) and sub cultures displaying resistance and an unwillingness to change and adapt to how CRM fits into their working duties acts as a barrier to unlocking CRM potential (Leverick, et al. 1998) * An unwillingness to share information and knowledge as inhibiting CRM potential (Kotorov, 2003; Pavlovets, 2005)

Sibling Rivalry :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Every now and then, someone wishes for something without weighing out all of the pros and cons. We don’t usually hear someone say, â€Å" I wish I had to fight for a hot shower, hide brushes, hunt for clothes, and struggle to use the phone.† But, we do hear them say, â€Å" I wish I had some brothers and sisters.† Believe it or not, each of these statements means the exact same thing. I should know. I lived with four females in one house for seventeen years. Needless to say, each and every day was a war.   Ã‚  Ã‚  Ã‚  Ã‚  Every morning at five a.m., the alarm clock would sound to start the â€Å"Lowry House Derby.â€Å" Each of us would jump from our beds and flee to the bathroom. It was imperative to reach the shower first or at least be second in line because of the limited hot water supply. The other three were doomed to make a decision, an icy cold bath or no bath. Second was the always-dreaded task of finding a brush. We all bought brushes on a regular basis and even branded them with our names, but come morning time they had all grown legs and walked away. If one of us did find a brush the discovery was kept quiet until we finished using it. Then, the brush was given to whoever hadn’t, yet, stepped on our toes that morning. Next, we had the occasional borrowing-of-the-clothes-without-asking. This made getting dressed a time consuming and ill-mannered task. Spots, tears, and even color fading were blamed on the borrower. Finally, as each of us raced out the door, to s chool and work, the â€Å"Lowry House Derby† took a short break.   Ã‚  Ã‚  Ã‚  Ã‚  As we arrived back home from our eight-hour obligations, the derby would slowly resume its course. Now, it was time to flee toward the phone. We all had an emergency use for the phone that was, somehow, always more important than the other’s. Next, came time for homework. This was one of the few times we would pull together. We would each help with subjects that baffled the others. After our study time, the race to the bathroom would be on again. Though, this time it was to wash our faces and brush our teeth. This bathroom race took a lot longer than the morning shower pursuit. We all had to wash, exfoliate, mask, and moisturize our faces, not to mention floss, gargle, and brush our teeth.

General Information about Anthrax :: Anthrax

The disease Anthrax derives its name from the Greek word anthracis, which means â€Å"coal†. This name is in response to the â€Å"characteristic black, coal-like central regions located on the anthrax skin lesions†¦Ã¢â‚¬  that appear in the cutaneous (tissue) form of the disease (Centers for Disease Control and Prevention (CDC)). Although the 2001 letter attacks brought it widespread attention, anthrax has been around throughout history in many different areas. For example, the fifth and/or sixth plagues of Egypt that occurred during the time of Moses (1250 B.C.) are thought to represent the â€Å"earliest historical reports of the disease, due to the systemic and cutaneous forms of the disease†(Turnbull). In addition, its appearance has been noted in areas such as Asia Minor during the siege of Troy and its description has been found in the works of many famous authors such as Homer, Hippocrates, Varro, Virgil, and Galen. This leads to the idea that â€Å"â₠¬ ¦the Greeks and Romans were well acquainted with it† (Turnbull). From then on its appearance may have occurred in France, England, Germany, Hungary and Poland. It wasn’t until the 1700’s when its appearance was reported in America in animals. And within the next 100 years or so, Anthrax was being used by biologists to help with the progression of science. Robert Koch, in 1876, established Bacillus anthracis as the first proven bacterial cause of a human disease. His work led to the â€Å"†¦development of Koch’s Postulates, a set of diagnostic criteria still used by microbiologists today† (Nester). Also, the vaccine for anthrax, developed by Louis Pasteur in 1881, was the first effective live vaccine for a bacterial disease. All of these reported accounts, as well as other scientist journals in the late 1700’s and 1800’s, show that this disease is not new to the human race. Anthrax is a highly infectious disease caused by Bacillus anthracis that infects animals including humans. The disease is more common in large herbivores but can also infect humans who are exposed to diseased animal tissue or bacterial spores of the disease. These herbivores include cattle, sheep, horses, goats, and pigs as well as wild populations of deer, elephants, buffalo, and others. â€Å"Incidents of anthrax among animals have been reported by 82 countries†, however, these countries are limited to those with weak public veterinary health programs (Friedlander). Therefore, humans who live in these countries are of high-risk of acquiring the disease through different means of transmission.

Gillian Anderson :: essays research papers

Gillian Anderson has exceeded the point of recognition, and has become a role model for young and old alike. Her popularity has evolved over the years due in part for her notorious role as Special Agent Dana Scully, on the once cult hit television series The X-Files. With the show now entering its 7th season, presumed to be its last, the concern of the once apprehensive Gillian losing the role of Scully is no longer an aspect. The reputation of the character has brought the actress apperception, which has lead to her being featured on magazine covers, in books, on CDs, at conventions, in movies, and she’s one of the most popular candidates for a website to be created about. Nonetheless, Gillian Anderson has gone from virtually unknown to known all over the world, and that itself is reason enough for her to be written, and read, for that matter, about. Gillian Leigh Anderson began her life in Cook County, Chicago on August 9, 1968. By the time she was only a mere 6 months old, her and her family were residing in Puerto Rico. At the age of 1, she relocated once again, this time in London, England. At this point, it is safe to say that the Anderson family was somewhat nomadic. Now being an inhabitant of England, the family moved several more times. At the age of 5, Gillian was living in Crouch End in north London, where she attended her first school. By this time Gillian had spent most of her life in London but had picked up her parents’ American accent. Her classmates teased and taunted her, and she was bullied in the schoolyard. She immediately learned how to fight back, and she practiced her north London accent until it became impeccable enough to call her own. By the time Gillian was 11, with a settled home life, lots of friends, and the memories of once being an outsider well behind her, her parents decided to move ba ck to the United States. Gillian and her family relocated for the last time, in Grand Rapids, Michigan. Now back in the states, Gillian’s accent once again alienated her from the other children, but this time it was for obtaining a British, not American, accent. She had left the exciting London behind and by contrast Grand Rapids hardly measured up. Grand Rapids is a sleepy prairie town, and the kids were totally out of it as far as she was concerned.

Does the Internet Make You Dumber Essay

A psychologist, Patricia Greenfield has reviewed studies in our cognitive abilities from which Carr claims demonstrates we are becoming â€Å"shallower† (Carr 2010, p. w1). Carr refers to two specific examples. An experiment at Cornwell University, this was a small survey conducted in a classroom, the number of pupils was not documented in the article. Another experiment conducted at Stanford University with the conclusion being heavy multi-taskers were not effective at multi-tasking, as everything became a distraction. The more the person multi-tasks the more easily distracted and ‘had less control over their attention’. This experiment was more comprehensive. To back up claims that the internet changes the way we think, Carr refers to an experiment done on primates in the 1970s and 1980s. The test seems extensive on how quickly our brains circuits responce can change based on our can experience. This doesn’t talk about how quickly the brain can therefore revert back when needed for more reflective activities such as when reading a book. Carr assumes that the increased level of visual-spatial intelligence needed for fast internet usage is a negative. Carr hasn’t considered the effectiveness the increased spatial intelligence gives its user in other areas of technological advancement that require this skill set. Carr assumes that the internet is the main reason for people becoming distracted and therefore having low cognitive abilities, Carr’s studies don’t include how distractions can come in all forms not just pop ups and advertisements on a computer screen. He further assumes the classroom experiment revealing the internet didn’t help the learners is typical for all internet users. Undeniably Carr is right in his notions of the internet being an easy distraction; multi-tasking and prioritising are learnt skills and ones that are undeniably tested by the internets powers of distraction. In our increasingly fast paced world multitasking is a necessary for survival, and therefore will continue to be a required skill for our future. Multitasking is needed in all facets of life making the skill a valuable one. References Carr, N 2010, ‘Does the internet make you dumber? , The Wall Street Journal p W1

Current Childminding Legislation Essay

1.1 Current Childminding Legislation The following is an overview of the current legislation which has an affect on childminders, parents and children. Equality Act 2010 The act replaced previous anti-discrimination laws with a single act to make the law simpler and to remove inconsistencies. The act covers nine protected characteristics. The characteristics applying to home-based childcare include disability, race, religion or belief and gender. Childcare Act (2006) The act lays out registration and inspection arrangements, providing for an integrated education and care framework for the Early Years and general childcare registers. It introduced the Early Years Foundation Stage (EYFS) in England. The Early Years Register and the General Childcare Register provide a regulatory framework for childcare under the act. Children Act (2004) Identified as the most influential law for home-based childcare, it outlines that the general function of the Act is for the Children’s Commissioner to be concerned in particular with the views and interests of children so far as relating to the following aspects of their well-being: physical and mental health and emotional well-being; protection from harm and neglect; education, training and recreation; the contribution made by them to society; social and economic well-being. These five outcomes for children are recognised as the overarching aim of the Early Years Foundation Stage, namely the Every Child Matters outcomes of staying safe, being healthy, enjoying and achieving, making a positive contribution, and achieving economic well-being. Health Protection Agency Act (2004) Established the Health Protection Agency. The Agency has numerous functions in relation to health, including the prevention of the spread of infectious disease. Care of Substances Hazardous to Health (COSHH) Regulations (2002) COSHH deal with preventing or reducing workers’ exposure to hazardous substances. All parts of COSHH apply if a home-based childcare provider employs any staff. Special Educational Needs and Disability Act (2001) This act protects persons from discrimination on the grounds of a disability, and it requires that reasonable adjustments must be made to services, provisions and/or premises so that disabled persons do not suffer significant disadvantages compared to non-disabled persons. Children are covered by this legislation as they are persons in the eyes of the law. Data Protection Act (1998) It protects sensitive personal data being published without a persons consent. Where children are involved consent has to be given by a parent or guardian. Protection of Children Act (1999) The Act states that the Secretary of State shall keep a list of individuals who are considered unsuitable to work with children. Human Rights Act (1998) The Act incorporates the European Convention on Human Rights into UK law. Children are covered by this legislation although not specifically mentioned. Code of Practice for First Aid (1997) The Act sets out standard practice and guidance for trained first aiders and gives tailored advice to show different people in industry what they need to do to meet their legal responsibilities for health and safety. Food Safety (General Food Hygiene) Regulations 1995 This Act is not currently applicable to registered childminders but acquiring a basic Food Hygiene Certificate is considered good practice. Local authorities require registered childminders to register with their local Environmental Health Department and obtain the following document: ‘Safer food, better business for Childminders’ available from the Food Standards Agency. Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) (1995) This act specifies what kind of accidents and incidents that happen in the work place are required to be reported to RIDDOR. Code of Practice for the Identification and Assessment of Children with Special Educational Needs (1994, revised in 2001) This Code of Practice provides practical advice to educational settings, including early years settings, on carrying out their statutory duties to identify, assess and make provision for children’s special educational needs. Children Act (1989) This Act was introduced in an effort to reform and clarify the existing laws affecting children and the current child protection system is based on it. Children’s rights were acknowledged for the first time in UK law. Amongst other things, the act legislates to protect children who may be suffering or  are likely to suffer significant harm. Public Health (Control of Disease) Act (1984) This act states the need for notification and possible exclusion periods for certain infectious diseases. Exclusions for children include exclusion from schools, places of entertainment or assembly. Education Act (1981) This Act became law in 1983 and tried to provide adequate safeguards, rights and duties for all those concerned with the education of children with special educational needs and to ensure these children’s rights to be integrated into the life and work of the community. It also recognised parents’ rights regarding their children’s education. ROLE OF REGULATORY BODIES Regulatory bodies in the UK are Ofsted (England) Care and Social Services Inspectorate Wales (CSSIW) Standards (Wales) Scottish Commission for the Regulation of Care (Scotland) Local Health and Social Services Trust (Northern Ireland) The fundamental role of these regulatory bodies is to ensure that children receive the best possible care in all the settings a child attends away from their home. The systems they have in place will also reassure parents, guardians and carers who have to be able to entrust their child to an organisation or individual to look after. The following information looks at the role of regulatory bodies in relation to home-based childcare. All home-based childcare providers are required to register with the regulatory body of their country. The regulatory bodies in the UK all have similar registration requirements and regulations in place. The regulations make sure that all home-based childcare providers follow the same structure of care, learning and development for children, which also apply to all  other Early Years settings (daycare centres, nurseries, etc.). This structure is implemented to improve the quality and consistency of care in all Early Years settings and therefore also helps to create a framework for an important partnership – the partnership between parents and professionals. In England this structure is called the Early Years Foundation Stage (EYFS – birth to five years old) which promotes children to learn through play; covers basic welfare requirements such as safeguarding children; making sure that people who care for children are suitable as well as the premises and equipment used; covers the learning and development requirements for children. It also promotes equality of opportunity for all children Regulatory bodies have systems and processes in place to control the registration process and the inspections carried out on registered home-based childcare providers. They also have the power to investigate a complaint or concern raised against a childcare provider to make sure the welfare requirements are met. If it emerges that the necessary requirements are not met, regulatory bodies are in a position to take action against the childcare provider. All these systems are in place to ensure that children receive the best possible care in all the settings they attend away from their home.