Eating disorders and healthy eating Essay Example for Free

Eating disorders and healthy eating EssayMen make up 10 to 15 percent of the population with anorexia and bulimia, only are the least likely to seek help due to the gender stereotypes surrounding the disorders. a. Almost half of good deal in the United States personally have it away some angiotensin converting enzyme with an eating disorder, that half of the people in the class room know someone that has an eating disorder. b. Packing lunch , choosing restaurants wisely and keeping nourishing snacks on hand are just a few of the ways you can still manage to eat something and stay healthy at the equivalent time. c. I would like to tell you more about healthy eating and what eating disorders and the effects are , how you can find out if some one you know has them and recognizing the symptoms d. What are the three types of eating disordersA. Anorexia Nervosa and bulimia Nervosa and over eatingAnorexia is a pathological fear of gaining weight leading to bad eating patterns, maln utrition, and u sually excessive weight loss and refusal to maintain a healthy weight. 1. When the person sees them self in the mirror they see extremely fat person, and to everyone else extremely skiny Bulimia is repeated binge eating followed by behaviors followed by purging to avoid weight gain 2. Taking laxative is also one the behaviors that people impart take on to be able to lose the weight and be skinny Over eating is constantly eating without boundaries and past the appropriate occasion of food or eating past the point of fullness 3. Some reasons are Boredom , anxiety and stress or even to please someone. B. personal effects of eating disorders Treatments of eating disorders 1. Weight loss, fatigue, fainting, thin hair and nailsDehydration, menstrual irregularly, heart problems, took damge The worst one of all deathSome therapy to talk about why the eating disorders is present and help the patient though it. 1. Most of the times eating disorders are issues that have gone untreated and a way for people to feel like they have control over their lives. Medication that increases hunger for some and suppresseshunger for others

The resistance of a piece of wire Essay Example for Free

The resistance of a piece of wire EssayTo experiment whether the duration of a piece of Nichrome wire affects the resistance in a enlistment containing two batteries, a voltmeter, and an amp meter. Equipment List 7 x connector wires 1 x nichrome wire at varied lengths 2 x 9V shelling 1 x Variable Resistor 1 x Ammeter 1 x Voltmeter Method A circuit leave behind be set up as shown below Prediction In the experiment, I predict that the longer the length of wire, the high the resistance is going to be.This prediction is made because the electrons travelling by dint of the wire have a higher chance of colliding with the wires particles stopping the natural flow of current. Also the higher the positioning of the variable resistor in the circuit, the higher the resistance overall in the circuit should be. Safety Make sure all wires and components in the circuit are connected properly to avoid resulting in short circuits. Keep the circuit well away from any water. Dont overloa d the ammeter and voltmeter.Fair Test To make the test fair, the same equipment in the circuit will be used each time any recording is taken. The recordings will be taken with values to two decimal places each time. OBTAINING EVIDENCE Results rendering 6 ANALYSIS AND EVALUATION Conclusion The results prove that as the wire length increases by two times, so does the resistance.This agrees with the prediction made earlier, as the electrons travelling through the wire have a higher chance of colliding with the wires particles thus stopping the natural flow of current. Evaluation The graph plotted represented how the length of a wire affects the resistance. No anomalous results were brought up, and so a line of best fit was easy to plot each time. The length of the wire is instantly proportional to the resistance. To ensure further accuracy, there are certain things that could be changed in order to obtain better results Take a wider set of results. possibly twice as many, then work out the average. To further experiment on what factors affect the resistance of a wire, I could have tested the triad other variables the cross-section, the material and the temperature. The experiment could have been carried in a controlled environment, allowing the temperature to remain constant and allow a fairer test. The wires used in the circuit contain a certain resistance, therefore certain wires with less resistance could have been used. Information for this coursework was taken from Encarta 98, Physics Matters by Nick England, and GCSE Physics by Richard Parsons.

The takeover of HBOS

The all in allowover of HBOSIntroductionMergers and acquisitions cause become the most frequently used methods of growth for companies in the twenty first century. instantly the information ab come forth mergers and acquisitions (MA) mass be seen every day in peeledspapers, internet, television MA preempt suddenly become a hot radical at any nonp atomic number 18ils workplace because their company is going to merge with a nonher. There be many sides to an MA transaction strategic, legal, financial, and technological to getting a deal done. peerless very important element to every deal is the human element, this should always be kept in mind. We be going to evaluate the challenges faced by the counselling of the new presidency in terms of Human Resource Management (HRM) with reference to the recent putsch of Halifax Bank of Scotland (HBOS) by Lloyds TSB in kinfolk 2008. The evaluation ordain include the role of HRM in analyzing the Lloyds TSBs decision to make a take over bid for HBOS, how this analysis related to to burnish, Conflict and Change deep d take the arrangement and possible dilemmas facing Lloyds TSBs stakeholders.Background and purpose of the takeover of HBOS by Lloyds TSBBackgroundOn 17 September 2008, very shortly by and by the destruction of Lehman Brothers, HBOSs serving price suffered wild fluctuations between 88p and 220p per share, which lost or so half its food market appraise in the week, despite the Financial Services Authoritys assurances as to its liquidity and exposure to the wider credit crunch.However, on 18 September 2008 the terms of the recommended offer for HBOS by Lloyds TSB were announced. The two lenders also revealed plans to raise a combined 17 jillion under a government-funded recapitalisation programme aimed at strengthening the UK affirming sectors capital reserves. The government backed the deal using a special national interest article on the grounds that a collapse of HBOS would live with had a disastrous impact on the UK.On 16 January 2009 the Lloyds TSB acquisition of HBOS was completed following final exam court approval and Lloyds TSB was renamed Lloyds Banking crowd plc.Purpose of the takeoverThe proposed acquisition of HBOS would combine two powerful financial institutions, and would be another signifi potbellyt and positive tonus on our journey to provide genuine benefits and value for customers and shareholders alike.Challenges faced by HRM in MAOrganisational Behaviour Modelimputable to the resulting pressure for the MA to succeed, the caution of the new brass instrument is forced to find new strategies as well as evaluate the additional challenges faced. To answer the question of how well the management performed during the incorporate activity, it is useful to look at internal factors using the McKinsey 7-S framework. This framework was takeed in the early 1980s by Tom Peters and Robert Waterman. The basic premise of the manakin is that there is a framework which maps a constellation of interrelated factors that influence an schemes ability to trade. The McKinsey 7-S pattern involves seven interdependent factors which are categorized as both hard or soft elementsHard elements are easier to define or identify and management can directly influence them these are strategy statements organisation charts and reporting lines and formal processes and IT systems.Soft elements, on the other hand, can be more difficult to describe, they are less tangible and more specifically related to HRM. These soft elements are as important as the hard elements. A conservative estimate is that roughly 10% of people at work at any one time are directly affected by transformations of this sort. Moreover, another 30% are closely related to those experiencing combination-related tensions and trauma (Buono and Bowditch, 2003). These figures show how the vital challenges faced by management in every MA relate specifically to HRM. The company that ef fectively forebodees people-related issues up front and throughout integration go forth have a better chance of succeeding and gaining the competitive advantage it seeks.The challenges faced by management in term of HRM in MA.The HRM issues in the MA can be classified in two phases the pre-MA phase and the post MA phase. HRM should be involved from the beginning and throughout all stages of the MA process. Due diligence is important in the first phase while integration issues take the front seat in the later phase, includingCultural clashesEach organisation has a different set of beliefs and value systems. The exposure to a new culture during the MA leads to a psychological state called culture shock. Dissimilar cultures can produce feelings of hostility and significant discomfort which can lower the confidement and cooperation on the role of the employees, therefore post-merger cultural clashes are often blamed for cross MA outcomes.According to Anders Spilling and Jarle Hien , managers in BearingPoints Business Strategy and Transformation pratice, there are five areas of cultural conflictLeadership every companys leadership style can seem unique. When post-MA senior leaders sitting at the aforementioned(prenominal) table motivate their staffs and resolve conflicts in diverse ways the resulting skirmish often creates additional risks. Examples of these risks could be a lack of commitment to new company goals or a lavishly level of turnover among key employee assemblages. organisation effective corporate governance requires much more than a system to protect stakeholder interests. It must encompass the way decisions are made in severally part of the company and across organisations. One problem that usually arises is the debate over whether the new organisation should adopt one merger partners governance model or define a different model.Communication Attitudes around confidentiality, preferences for formal versus informal channels and the frequen cy of communications may all come into play. By anticipating these risks well in advance, the getting companys leadership can develop communication tactics that best support the merger objectives.Business process most companies have distinct ways of developing, updating and enforcing core business processes which must be understood and respected during the integration phase. If changes in core business processes are not deliberately and systemically thought through during the integration phase, organisations face the risk of internal breakdowns and failures in delivery of products and serve to customers.Performance management and reward systems new organisation should include efforts to harmonize performance standards and compensation systems where possible, while explaining important differences when necessary. Newly merged companies must help employees understand that their different recognition and reward systems are middling, even if not always uniform across the organisation .Because cultural change involves both hard and soft issues, HRM considerations depart include visible manifestations such as key performance indicators, communication styles, employee interaction, as well as less tangible corporate values and assumptions about how a company does business, such as how leaders drive and assess results and new organisation governance model These findings have important implications for how organisations can anticipate post-merger cultural clashes and tailor leadership programs to address their underlying roots, ultimately enhancing merger conquest rates.Uncertainty job securityThe MA leads to duplication of certain departments, bring about the excess manpower and lay off is, unfortunately, an inherent result. Hence talking about MA, the first set of thoughts that occur in the minds of employees are related to security of their jobs, changes in designation, career path, working in new departments and fear of working with new teams. The MA also chan ges future opportunities for the employees in the organisation. Some employees also have to berelocated or charge new jobs. This may have an impact on the performance of the employees and cause the organisation to lose some talent. The enormous challenges posed by an MA to the HRM are keeping all employees informed of all crucial decisions as well as enhancing effective two-way communication by involving line managers ensuring an just and fair treatment of employees and in case of lay-offs, HRM should offer outplacement services and fair severance packages.All these efforts from HRM can help build trust, quell the rumour mill, relieve anxiety, center on people on the business and its possibilities and lessen productivity loss.Inability to manage changesOften there are rapid changes in the business environment after MA. Internally HRM pass on manage a bigger work force, externally HRMs industrial relations will be extended The role of HRM is to quickly develop a HR plan to lead t he process for helping the company to achieve the synergies it needs. The HRM must fully be prepared for the significant role they will play throughout the MA process. The issues faced by HR professionals when supporting the MA are extremely demanding they require the creation of a single anatomical structured organisation with a clear purpose and set of values from two groups of people with different cultures. HRM should continuously update their knowledge and skills in managing, controlling and supervise the enlarged workforce, HRM need the ability to adapt to changing circumstances, acknowledge the problems when they arise, improving communications skills, create training programme, explain new roles to employees, implement stress decrease programmes and orientation programmes, help post merger team building and feedback helpline for employees.The issues faced by HR during MA deals are enormous, yet it is clear that the key to the success of an MA is the management of people. By identifying the greenness challenges and finding solutions which work for the new organisation. The value of HRM in the MA should be realised early enough to grow the chances of a successful deal.Analysing Lloyds TSBs decision in making a takeover bid for HBOS.Issues related to Culture, Conflict and ChangeThe theory mentioned above regarding issues related to organisation development in term of culture, conflict and change applied very closely to the general challenges faced by the new Lloyds TSB organisation in the post-takeover period.CultureThe basis of corporate culture is shared values. These values must be stated as both corporate objectives and case-by-case values, explicit or unverbalized fundamental beliefs, concepts, and principles that underlie the culture of an organisation.Lloyds TSB and HBOS were two of the UKs leading financial services companies, they have some similarities in organisational structure. According to Charles Handy (1985), who popularized the wo rk of Roger Harrison (1972), has linked organisational structure to organisational culture, both Lloyds TSB and HBOS have Role culture in where people have clearly delegated authorities within a highly defined structure. Power derives from a persons position and little scope exists for expert power. Lloyds TSB and HBOS rest on the strength of strong organisational pillars-the functions of specialists, for example, customer advisors, banking advisors, personal financial advisorsOn closer inspection, each of them will have its own unique culture, and like most large businesses are likely to be something of a mix of culture and even, each branch, or partitioning has its own culture.From table 1- Soft elements by McKinsey 7-S framework in Lloyds TSB and HBOS, while Lloyds TSB creates an exciting place to work with a lively and fun atmosphere, they banked on their web set that they have a work hard, play hard culture. HBOS seems to have a more formal working environment with very profe ssional attitude in their get along to work, results-driven, always looking for more ways to move previous and over-achieve.About leadership style, Lloyds TSB built a feedback and coaching culture with regular appraisals doubly annually based on Key Performance Indicator system with hierarchy structure. HBOS employed a non-hierarchical culture where everyone was treated equally, fairly. The communication system in Lloyds and HBOS followed these styles as well, hierarchy and non-hierarchy respectively. I dont think these differences in leadership style and communication system were sufficiently considered in the takeover decision.Governance model of Lloyds and HBOS were almost the same, the core purpose was to make it better for their staff, customers and to maximise shareholders value over time. Both groups were led by a board comprising executive and non-executive directorswith wide experience.The roles of the chairman,the group chief executiveandthe boardand its governance arra ngements, including the schedule of matters specifically reserved to the board for decision, were reviewed annually.Lloyds and HBOS had very different ways of doing business. Lloyds was very conservative, largely a consumer bank. HBOS was aggressively following the high risk business model, HBOS transformed their traditional banking activities into global trading and speculative operations with little oversight and policing. Although the way of doing business is very important in choosing a strategy for the organisation, the unexpected result of HBOSs strategy and the dominance of Lloyds in the takeover meanspiritedt that the new merger organisation did not take time to affirm which business model should be followed, therefore this aspect was not critical in the decision making of the takeover.The performance management and reward systems The Lloyds performance arise includes objective setting using a balanced scorecard, Lloyds has regular performance reviews with competitive remu neration package. HBOS has results-driven rewards, always looking for more ways to move forward and increase achievements. The salary they received is only the beginning because for every role there was a tailor-made total rewards package which was based around trine key areas Performance, Flexibility and Choice. Furthermore, remuneration package for each role, contributory allowance scheme, share-save and share-plan schemes, numbers of holidays. are hard to match between the two organisations. These differences of culture will involve much due diligence to identify implicit as well as explicit issues and will require time to build up a proper plan for HRM. The outcome of this plan has an integral role in the decision of the takeover.As the result of the takeover, the above differences in culture mean that the exposure to a new culture is unavoidable. The employees of both Lloyds and HBOS not only need to abandon their own culture, values and belief but also have to accept an enti rely different culture. The takeover also leads to changes in organisational climate, the principal(prenominal) source of organisation conflicts, which are summarized belowConflictPost-takeover integration demands significant booking in all level of organizations, both Lloyds and HBOS, causing conflict at work from individual level to organisation level.Organisation cultural there is no doubt that Lloydss culture is dominant and may lead to feelings of superiority among some of the employees. The employees of non-dominating culture, HBOS, may also get feelings of loss of identity associated with Lloyds. The dissimilarity in the cultures can produce the feelings of hostility and significant discomfort, for example HBOS may feel uncomfortable with the hierarchy of organisation structure and the communication system of Lloyds. In case of hostility in certain environment, some teams may develop us versus them attitude which may be detrimental to the organisational growth.Conflict in representing stability The need for mend in organisation structures, redefinitions of assigned duties and responsibilities, adjusting the procedures and methods of work after the takeover, can result in conflict in maintaining stability. There should be a commitment to maintain employment in those parts of the UK in which either HBOS or Lloyds TSB currently have significant operations. This should be backed by a commitment to take all possible steps to avoid involuntary redundancies in secernate to avoid the potential droply devastating impact on local communities and economies of large site closures.Conflict in investment in resources both Lloyds and HBOS have their own large resources that may already be committed to investments in other areas or strategies before the takeover. As this takeover had a short notice period, assets such as branch offices, CRM software, equipment and people which have just been invested cannot easily be altered, so conflicts arise. Which invested ca tegories should be dropped? In fact, HBOS had in-house call centre operations, while Lloyds had a policy to outsource or off-shore its call centre. Each call centre model has its own advantages and disadvantages, what operation model should be maintained? In the short term, HBOS calls for Lloyds TSB to review all existing and planned outsourcing or off-shoring of operations to maximise employment opportunities in the UK for current employees.Conflict with past contracts or agreements Both Lloyds and HBOS entered into contracts or agreements with other parties, such as government, trade unions, suppliers, customers and their own employees. These contracts and agreements can conflict with the changes cause by the takeover. For example, there should be a statement from Lloyds TSB committing that HBOS employees suffer, pension provisions, employment benefits will be protected. Also, there should be a commitment that if there are new terms and conditions of employment for HBOS and Lloyd s TSB staff, those should be no less comfortable than the terms and conditions applying before the acquisition.Conflict in power or influence Another realistic problem is differences in the judge or organisational structures. The organisational structures used have different designations for the employees. During the integration Lloyds need to develop a mechanism to remove the differences in the grading systems, bring them to equal levels between Lloyds and HBOS, introducing standard levels of control over decisions, resources or information. Lloyds TSB should make a commitment to dignity at work for all employees and commit to the highest standards in relation to equality, diversity, equal pay and future career development opportunities post-takeover.The reaction of the employees in conflicts can vary from anger to dejection and depression. There can also be a fall in the morale, commitment and loyalty which can lead to impaired performance. Identifying the conflicts in advance will help Lloyds TSB management decide on the takeover. I think Lloyds TSB management was confident enough in their ability to control the above defined conflicts and believed that they would get more chances of success in the changes belowChangeIn the decision of the takeover bid for HBOS, Lloyds TSB management board had targeted the opportunity to change for a stronger Lloyds Banking Group. As a common reaction, every change in the enlarged Lloyds TSB is resisted at both the individual and the organisational level. According to Alvin Toffler (1970), people are naturally wary of change and suspicion is out of control. Besides the changes in strategic, legal, financial and technology, the changes in HRM should be carefully designed and proceed with gradual pace. As part of the decision regarding the takeover, Lloyds TSB had considered the strategy to overcome the individual resistance and organizational resistance. Monday 19 January is Day one, the two brands still remain separate. A spokesperson for Lloyds TSB said It is business as usual. This statement helps to maintain the unafraid feelings in customers, shareholders and employees.From the early stage of the takeover, Lloyds TSB had set up a guiding team to provide change leadership and handle every steps of the change process. They have created a website to update on a regular basis to shareholders, employees and customers on the proposed acquisition of HBOS by Lloyds TSB and to give them information about the Lloyds Banking Group in this rapidly changing environment.Divisional changes will be communicated via line management and divisional intranet sites. HBOS partner unions, Accord and Unite, will continue to play an important role as before in the new business.There will be no major changes for the vast majority of HBOS employees. The existing HR policies and procedures remain in place. The 2009 pay review will be in May as usual. There will be little immediate change to Total Reward. The current pens ion arrangements will continue for all employees. Initially, there will be no change to the HBOS performance management approach. Employees will be introduced to the Lloyds Banking Group performance approach during 2009.Lloyds TSB was aware of the default response of resistance during the change of the takeover decision. Therefore they had suitable response to manage the sustaining of a healthy climate in order to gain a commitment to change in the whole organisation.Dilemmas facing Lloyds TSBs stakeholdersLloyds TSB and HBOS had, on a number of occasions over the years since 2000, discussed the possibility of a merger. It was only the unique circumstances of September 2008 that enabled this transaction to happen with the nature of the governings involvement in the banking sector. In particular, the purpose of Governments interventions that is to stabilise the banking system, provide liquidity and to foster more lending. Following the collapse of Lehmans, closely followed by the n ationalisation of the worlds biggest insurance company AIG and the spreading of the world recession meant that the Government needed to take nimble and decisive action by taking the extraordinary step of waiving competitions concerns to get the deal done.Lloyds TSB management board was very aware of the compelling logic of this transaction, including the substantial market positions they would secure and the significant and substantial synergies, the opportunities for growth which a stand-alone Lloyds TSB might not have been in a position to deliver to the same degree. Furthermore, the opportunity to acquire HBOS only came about in the middle of economic adversity and in conditions which are unlikely to be repeated.Besides the support from Government and the opportunity for growth, Lloyds TSB management board was very mindful of the difficult economic backdrop to this transaction with the prospect of further declines to come. However, Lloyds TSB purchased 17.9 billion of HBOS net a sset value for 7.7 billion so, they were very much convinced that this was the right transaction for Lloyds TSB. The short-term outlook was indeed difficult and problems with the finances of HBOS will not disappear overnight. However, the net profit potential of Lloyds Banking Group will be significantly improved in the longer term.Lloyds TSB directors also understood that after the takeover, to reduce the systemic risk in the UK banking system, the recapitalization scheme has already cost Lloyds its 240-year-old independence. The UK Government, as part of the capital raising process, has now become a 43.4 per cent shareholder in the group.As part of Her Majestys Treasury (HMT) recapitalisation scheme, the Group was required to suspend the payment of cash dividends to ordinary shareholders until the HMT preference shares issued as part of the scheme are repaid. This is considered as a pronounced contribution from Lloyds TSB shareholders in their favourable voting for the takeover. One big concern to the Lloyds TSB employees and unions is the redundancy issue during the global financial recession. Although Lloyds TSB and the government dismissed reports of redundancies involving one three of the workforce and pledged to continue using HBOS headquarters in Scotland, the union leaders believe the job cuts will be about 15,000 in one year out of a 140,000 workforce. This brings concern to the employees about the serious plan which is designed to protect the members jobs and terms conditions of employment.The governments dilemma is how to stabilise the banking system and maintain an equitable business environment. The management boards dilemma is how to continue growing and manage the burden of the ailing HBOS, between short term and long term outlook. The shareholders dilemma is the potential of future substantial share value versus waiving current dividends or the workforce redundancies. In the context of the economic downturn in autumn 2008, Lloyds TSB had to consider the weight between the benefits and adversities of the takeover, it was really the hard dilemma facing Lloyds TSBs stakeholder in making the decision of the takeover.Conclusion2008 was a very difficult and contend year for the banking industry, the deteriorated market conditions have continued into 2009, both in the UK and overseas, a prolonged period of economic difficulty for many households and companies. The UK Government had to intervene in the banking system by providing capital and liquidity where the markets had failed.At times of great economic and financial uncertainty, many apparently settled ideas come under great scrutiny. When Lloyds TSB announced it was acquiring HBOS plc and now about a year since the transaction was completed (16 January 2009), the deal is still receiving ceaseless criticism. Critics should consider what would have happened to the UK banking industry and the UK economic situation if the takeover had not taken place? If HBOS had failed, h ow many HBOS branches would have closed? How many employees would have lost their job? How many bank accounts of customers would have been affected?As a bank with a strong focus on customer relationships, Lloyds TSB is committed to helping its customers wherever possible to manage their way through these challenging times. Without doubt, the Lloyds Banking Group have spent great deal of time to overcome the challenges faced and fulfilled all necessary obligations to society. Here, never forget to mention about the crucial role of Human Resource Management during the pre-takeover and post-takeover. With only a short period of time for preparation, Lloyds TSB Human Resource Management have tried their utmost to create new HR practices and strategies that meet the requirements of the takeover. Employment law challenges, culture clashes, talent retention, employee engagement, recognition and conciliation conflicts, the HRM of Lloyds TSB has harmonised all activities in all phases leadi ng to the creation of a unified organisation with a mission, vision, a clear purpose and values from two culturally different groups. Although there are some shortcomings due to subjective and objective factors, the job that Lloyds TSB Human Resource Management is doing for employees and company is very valuable and highly valued, and it managed not to cause a big disturbance in the UK labour market.Finally, the decision by Lloyds TSB to takeover HBOS appears to have been the right transaction for the company. The support from government was definitely necessary and the favourable vote from both Lloyds TSB and HBOS shareholders showed that they believed this to be the best solution to the problems of both banks.The short-term outlook for the enlarged Group is challenging. Whenever economic conditions do begin to normalise, however, we believe Lloyds TSB will be in a very strong position to reap the benefits. Their strong franchise across the whole range of product lines will enable them to do just that. One of the most important ways in which leading businesses differentiate themselves from their peers is through the quality of their people and their strong commitment and Lloyds Banking Group believes that they have the qualities and the right people to ensure the bright future.APPENDIX 1 Background of Lloyds TSB and HBOSLloyds TSB Bank Plc is a UK-based financial services group, which employed about 70,000 people. It was realised in 1995 by the merger of Lloyds Bank, established in 1765 and traditionally considered one of the Big Four clearing banks, with the TSB Group which traces its origins to 1810, creating Britains largest sell bank, over all, Lloyds-TSB would be the fourth-largest bank on the stock exchange in terms of assets. Lloyds provides a wide range of banking and financial services to personal and corporate customers. Its main business activities are retail, commercial and corporate banking, general and life insurance, pensions and investment p rovision. Its services are offered through a number of brands, including Lloyds TSB, Cheltenham Gloucester and Scottish Widows. Its UK turnover in 2007 was 18 billion.HBOS is a financial services group, which employed about 72,000 people in the U.K., was created in 2001 in the 9.7 billion-pound merger of Yorkshire-based mortgage lender Halifax Plc and Edinburgh-based the Governor and Company of the Bank of Scotland. It is the UKs largest mortgage lender. HBOS provides a range of banking, insurance, financial services and finance-related activities in the UK and abroad. Its UK turnover in 2007 was 4.25 billion.The deal of takeover of HBOS by Lloyds TSB was concluded on 16 January 2009. The three main conditions for the acquisition wereThree Quarters of HBOS shareholders voted in agreement with the boards actionsHalf Of Lloyds TSB shareholder voted to approve the takeoverUK government dispensation with respect to competition law.On 19 November 2008, Lloyds TSB shareholders voted 95.9 8% in favour of the takeover. They also approved plans to raise 5.5bn by issuing new shares and special preference shares.On 12 December 2008, the takeover was approved by HBOS shareholders.A group of Scottish businessmen challenged the right of the UK government to approve the deal by overruling UK competition law, but this was rejected. The government has allowed the takeover of HBOS by Lloyds TSB to shunt normal competition rules. The exchange of HBOS shares for Lloyds Banking Group shares took place at an exchange ratio of 0.605 of a new Lloyds Banking Group share for every one HBOS share held. As a result, the UK Government through Her Majestys Treasury owned approximately 43.4% of the enlarged ordinary share capital of Lloyds Banking Group.Lloyds Banking Group is now the largest financial services franchise in the UK with a range of leading market positions in important product lines, such as savings, current accounts, mortgages, insurance and long-term savings. They are also a leading player in the Small and Medium Enterprise (SME) and wholesale banking sectors. The Group clearly has a very significant retail banking footprint and, with approximately 3,000 branches, is present in more UK locations than any other financial institution.Lloyds TSB Chief administrator Officer Eric Daniels will be Chief Executive of the enlarged company, and the banks Victor Blank will be Chairman.ReferencesMullins, L.J. (2007) Management and organisational behaviour. 8th edn. London Prentice HallBuono, A.F. and Bowditch,

Health Disparities in New Zealand: A Literature Review

wellness Disparities in New Zealand A Literature ReviewNateeh R. CuevaIntroductionwellness is an integral part in the context of human existence. Each persons views regarding wellness and pr inciteices concerning healthcare vary depending on ones historical, governmental and economic spot, including the level of fosterage, gender and personal experiences.1 Hence, it is imperative to consider these aforementioned factors affecting health in the healthcare administration.The principal objective of this paper is to redirect examination the specific historical, cultural, social, educational and economic backgrounds of the Maori people and each corresponding effects to healthcare approach. This paper also aims to investigate the imparity of the Maori and non-Maori health status. As several(prenominal) studies conjure up health disparities, this paper examines the actions taken to achieve equilibrium in healthcare service delivery among Maori and non-Maori people.Maori History and the accordance of WaitangiNew Zealands first tocopherol Polynesian settlers discovered the country during the 13th century, approximately 500 years before Europeans became aware of its existence.2 The tribe is now known as Maori, meaning master, to characterize their distinction after the Europeans arrival. Due to lawlessness and the British governments goal to protect trading interests, the Treaty of Waitangi was created and signed by several Maori chiefs and British backsheesh representatives. 3The Treaty was translated into English and Maori versions containing three articles with substantial interpretation differences.4 As explained by St. George (2013), the first article in the English version refers to sovereignty. It indicates ravish of power to the British Crown. However, Maori version conveys share of power. Maori used the term kawanatanga, which means setting up of British government without implicating transfer of authority. The second article principally safeguards property of rights, concerning tino rangatiratanga or chieftainship. Maori people are granted control and rights over their lands, woodlands, waters, fisheries and new(prenominal) properties in the English version. In contrast, Maori version denotes more extensive rights for Maori, including proprietorship and reassurance of cultural and social items desire language and villages. The third article warrants the Maori people equal rights as the British subjects.Regardless of the differences, the two versions of the Treaty are current as they were both signed (St. George, 2013). Although protecting Maori health is part of the objectives of the Treaty, the population decline in the 1800s proved past nonperformance on its principles. Basing on the data presented by Wishart (2012), Maori population went as low as 43,927 in 1886 while non-Maori migration constantly increased. The land wars between Maori and Pakeha (non-Maori) as well as the diseases introduced by the increasing migra tion had also caused devastating effects to Maori population (Durie, as cited in Kingi, 2007).After a major Maori protest, the Waitangi Tribunal was established in 1975 to investigate Crown breaches to the Treaty of Waitangi.5 Its goal is to consider the principles of the Treaty upon making decisions rather than the mere conflicting interpretations of both English and Maori versions. This had led to compensation grants, return of lands and financial compensate to tribal authorities for economic development. Subsequently, the Maori population dramatically recovered to over half a million during the 20th century (St. George, 2013).St. George further elaborated that the Treaty has three key principles relating to Maori health partnership, participation and protection. Partnership basically means working with Maori communities in developing strategic health care practices for the community. Participation is the act of involving the Maori people upon planning and during healthcare run delivery. Protection is ensuring equality on Maori and non-Maori health status while considering Maori cultural concepts, values, and practices.Culture and Impact on wellnessCulturally-based beliefs, values and attitude relating to health influence engagement to health-promoting activities and access to health services. As non-Maori population continuously surged, healthcare services became highly Pakeha-dominated.6 This led Maori on becoming suspicious about health services rendered by hospitals because of cultural reasons.The Maori cultural health perspective is holistic. It comprises four cornerstones of health wairua (spiritual), hinengaro (psychological), tinana (physical) and whnau (extended family).7 Maoris concepts of tapu (sacred, restricted) and noa (free from tapu or unrestricted), the fundament of law and order during pre-European measure, interrelate with todays Maori health environment. In terms of daily activities, this entails that food (noa) should be placed separ ately from bodily functions like faeces (tapu). Practices and healthcare services that do not mirror these cultural concepts receive lesser stand up and often distress the Maori community.As Maori slowly acquire Pakeha-predominated health services, traditional Maori health practices largely remained (Lange, 2012). These health practices, though helpful in some cases, oftentimes risk patient safety and jeopardize medical examination treatment when opposed or delayed in consideration to cultural beliefs.Maori Socioeconomic Status and HealthSocioeconomic status, basing on aspects such as income, education and occupation, is a fundamental element of health. Studies prove that favourable living condition is closely pertinent to best health quality.8 Health disparity can be brought about by material poverty, poor nutrition, mediocre housing standards and stress resulting from low social and economic status. Health services fees further hinder medical treatment access.Statistics New Z ealand (as cited in Marie, Fergusson Boden, 2010) supports well documented studies proving that Maori are at great socioeconomic disadvantage than any New Zealanders by ethnicity. This socioeconomic departure likely predisposes Maori to poor health conditions and limit healthcare access.Health Disparity and InequalityRegardless of the efforts to apply the Principles of the Treaty to health development, health difference and disproportion among Maori and non-Maori is still evident. Studies prove that Maori are underprivileged in terms of health among any New Zealand ethnic groups, showing higher morbidity and mortality pass judgment.9 Blakely, Fawcett, Atkinson, Tobias and Cheung (as cited in St. George, 2013) verbalize that Maori infants have lower birth w eighter and die more frequently from sudden infant death syndrome (SIDS) than non-Maori. Brown (as cited in St. George, 2013) also added that Maori die eight to ten years earlier, on average, with avoidable death rates twice as much compared to non-Maori. New Zealands cancer death rate is greater than Australia, consisting of two thirds male Maori and one quarter Maori female deaths (Skegg and McCredie, as cited in St. George, 2013). Obesity in Maori community is also of greater proportion, contributing to higher rates of diabetes (Ministry of Health, as cited in St. George, 2013).These data show that Maori are more susceptible to illnesses and their lesser access to health services is detrimental. According to Durie (as cited in St. George, 2013), the suboptimal Maori health status pose negative effects on the communitys outlook of the healthcare system as a whole. This may lead to stereotyping healthcare system basing on their less suitable health situations and experiences. Studies further claimed Maori being treated differently in the healthcare setting. As per findings of the 200102 National Primary Medical tutorship Survey (as cited in St. George, 2013), doctors spent only 2 minutes out of 12 mi nute consultation time or 17% less time on caring for Maori than non-Maori patients. Racism also affects Maori health status (Harris, as cited in St. George, 2013), suggesting that the greater the number of racial discrimination experiences, Maori self perceived health status becomes lesser.Maori Health Development and Addressing InequalitiesDuring the 20th century, eliminating inequalities became a considerable section of government health policy and statutory obligation of district health boards (Pollock, 2012). affable welfare policies and intersectoral activities promoting health equality such as retrofitting and housing insulation were implemented. The New Zealand Public Health and Disability Act 2000 absolves the Treaty of Waitangi and Maori health (Blakely Simmers, 2011). Health programmes and healthcare service delivery focus on Maori and low socioeconomic people. Constant monitoring on health inequalities and research conduction allowed better discernment of health dispa rities and progress tracking.The increasing awareness on health inequalities concerning Maori people paved way to more improved funding on health services addressing deprivation and ethnicity. As a result, immunization rates soared, smoking cessation rates increased and improved Type 2 diabetes and cardiovascular risk management.10 The policies relevant to health equity strongly develop Maori health status and healthcare service access.ConclusionHealth is indeed affected by several find out factors that can enhance or diminish quality of life. Historical, political, cultural, educational and socioeconomic backgrounds are crucial aspects to consider in delivering effective health services that support health equality.Looking into the health disparities affecting Maori people, it is unacceptable in the context of medical practice to provide partial health services basing on individuals ethnicity, cultural beliefs, values and economic status. While it is a fact that traditional practi ces can hinder medical treatment and healthcare goal achievement, better ways and policies should be implemented to meet the greater Maori health needs.The Maori culture, being the first settlers in New Zealand, has become an indispensable component of the countrys society. For Maori to live longer, achieve healthier lives and contribute to the society at their utmost potential, the root causes of inequalities ought to be rightfully addressed. In the same manner, may the past mistakes and neglect be a grounding lesson to further strengthen the efforts to eliminate health disparities. May impartial health services prevail and be maintained for Maori, non-Maori and other ethnicity of different backgrounds alike.ReferencesBlakely, T., Simmers, D. (2011). Fact and action sheets on health inequalities. New Zealand Medical Association. Retrieved from http//www.nzma.org.nz/sites/all/files/Marmot_factsheets.pdfCapital and Coast District Health Board. (2009). Tikanga Mori A fall for health care workers.Retrieved from http//www.ccdhb.org.nz/news/Tikanga Maori.pdfDerby, M. (2012). Waitangi tribunal te rp whakamana. Te, genus Ara the encyclopedia of NewZealand, 1-6. Retrieved from http//www.TeAra.govt.nz/en/waitangi-tribunal-te-ropu-whakamana/page-1Kingi, T. R. (2007). The agreement of Waitangi A framework for Mori health development. NewZealand Journal of Occupational Therapy, 54(1), 4-10. Retrieved fromhttp//www.nzaot.com/downloads/contribute/TheTreatyofWaitangiAFrameworkforMaoriHealth.pdfLange, R. (2014). Te hauora Mori i mua history of Mori health Pre-European health. Te,Ara the Encyclopedia of New Zealand, 1-6. Retrieved fromhttp//www.TeAra.govt.nz/en/te-hauora-maori-i-mua-history-of-maori-health/page-1Marie D., Fergusson, D.M., Boden, J.M. (2010). Does socio-economic inequality explainethnic differences in nicotine dependence? Evidence from a New Zealand birth cohort.Australian New Zealand Journal of Psychiatry, (44), 378-383. Retrieved from http//www.otag o.ac.nz/christchurch/otago014477.pdfMeredith, P., Higgins, R. (2012). Kwanatanga Mori engagement with the submit Definingkwanatanga. Te Ara the Encyclopedia of New Zealand, 1-5. Retrieved fromhttp//www.TeAra.govt.nz/en/kawanatanga-maori-engagement-with-the-stateHealth Promotion Forum of New Zealand. (2002). TUHANZ A treaty understanding of Hauorain Aotearoa-New Zealand. Retrieved from http//www.hauora.co.nz/assets/files/Maori/Tuhanzpdf.pdfNew Zealand History. (2012). Differences between the texts Read the treaty. Retrieved fromhttp//www.nzhistory.net.nz/politics/treaty/read-the-Treaty/differences-between-the-textsNew Zealand History. (2012). Signing the treaty. Retrieved fromhttp//www.nzhistory.net.nz/politics/treaty/making-the-treaty/signing-the-treatyPollock, K. (2012). Health and society Socio-economic status, ethnicity and health inequality.Te Ara the Encyclopedia of New Zealand, 1-5. Retrieved fromhttp//www.TeAra.govt.nz/en/health-and-societySt. George, I. (Ed.). (2013). C oles medical practice in New Zealand. New Zealand MedicalCouncil of New Zealand.Wilson, J. (2013). Mori arrival and settlement. Te Ara the Encyclopedia of New Zealand, 1-7.Retrieved from http//www.teara.govt.nz/en/history/Wishart, I. (2012). Waitangi researcher asked to lie by government agency. Investigate Daily.Retrieved from http//www.investigatemagazine.co.nz/Investigate/2717/waitangi-researcher-asked-to-lie-by-govt-agency/?doing_wp_cron=1401700328.4694170951843261718750GlossaryHinengaro the mental healthKawanatanga governorshipPkeh non-Moari, commonly of British ethnic originTinana the physical healthTino rangatiratanga absolute sovereigntyWairua the spiritual healthWhnau extended family1 Health Promotion Forum of New Zealand. (2002). TUHANZ A treaty understanding of Hauora in Aotearoa-New Zealand. Retrieved from http//www.hauora.co.nz/assets/files/Maori/Tuhanzpdf.pdf2 Wilson, J. (2013). Mori arrival and settlement. Te Ara the Encyclopedia of New Zealand, 1-7. Retriev ed from http//www.teara.govt.nz/en/history/3 New Zealand History. (2012). Signing the treaty. Retrieved from http//www.nzhistory.net.nz/politics/treaty/making-the-treaty/signing-the-treaty4 New Zealand History. (2012). Differences between the texts Read the treaty. Retrieved from http//www.nzhistory.net.nz/politics/treaty/read-the-Treaty/differences-between-the-texts5 Derby, M. (2012). Waitangi tribunal te rp whakamana. Te, Ara the Encyclopedia of New Zealand, 1-6. Retrieved from http//www.TeAra.govt.nz/en/waitangi-tribunal-te-ropu-whakamana/page-16 Lange, R. (2014). Te hauora Mori i mua history of Mori health Pre-European health. Te, Ara the Encyclopedia of New Zealand, 1-6. Retrieved from http//www.TeAra.govt.nz/en/te-hauora-maori-i-mua-history-of-maori-health/page-17 Capital and Coast District Health Board. (2009). Tikanga Mori A carry for healthcare workers. Retrieved from http//www.ccdhb.org.nz/news/Tikanga Maori.pdf8 Pollock, K. (2012). Health and society Socio-economic status, ethnicity and health inequality. Te Ara the Encyclopedia of New Zealand, 1-5. Retrieved from http//www.TeAra.govt.nz/en/health-and-society/page-29 St. George, I. (Ed.). (2013). Coles medical practice in New Zealand. New Zealand Medical Council of New Zealand.10 Blakely, T., Simmers, D. (2011). Fact and action sheets on health inequalities. New Zealand Medical Association. Retrieved from http//www.nzma.org.nz/sites/all/files/Marmot_factsheets.pdf

Video On Demand Services Of Netflix Information Technology Essay

film On Demand Services Of Netflix Information Technology EssayNetflix which established in the 1997 is the largest online delineation renting company in the world. It famous by the service that offers their customers bear the DVD online or online streaming with egress any due date or late fees. Until the end of year 2009, they have more(prenominal) than 100,000 movies in DVD catalog, and in 2010, they have everywhere 14 million subscribers. Their competitive advantages are the CineMatch passport software and the automated supply chain delivery. The recommendation schema that make accurate suggestion movie to their customers, and their 100 plus delivery centers across the terra firma allows 95% customers receive DVD within 1 condescension day.Currently, many cable and satellite companies offer Video on demand (VOD) which make customers collect the flick without watching and reduce the cost of the shipment. In order to survive in the competitive home mental pictureed-enter tainment labor, Netflix take series practical actions to strength its VOD service. Netflix offered a digital rental service call Netflixs Watch that allows subscribers to download and view movies or television programs instantly on their PC for dislodge depends on their subscribe plan.Base on the development of entering VOD governing body through the streaming video, Netflix will create a differentiation compare to former(a) competitors. On the former(a) hand, Netflix will change from DVD online rental segment to distributor of digital entertainment.Generic system- DifferentiationNetflix was founded in 1990s and pioneered the subscriber based DVD rental service. Compared with most of the competitions which are in store rental service such as Blockbuster, Netflix contrast itself into a whole modernistic business segment. Netflix created its blue oceanic by being entirely different from its competitors.By dominated in the DVD rental market, Netflix required to innovated new te chnology to compete against competitors who could besides uprise down the price. For example, Netflix emphasized on customers personalization, they using recommendation system which provide customer movies suggestion according to their renting history. On the other hand, they established over 100 dispersal centers to deliver the movies and permit customers received the chain armour within one day. Netflix using Oracle ERP Database to have it off inventory, customers data and CineMatch system and adding value to to each one business activity. http//noisebetweenstations.com/personal/weblogs/?p=2011ixzz0zsAJGoMYPorters five forces analysis of NetflixBuyer power-lowNetflix is the first company that offer online subscribe rental DVD and through the United States postal service to mail to their customers. Netflix provide their customers with many different efficient systems. For example, CineMatch recommendation software offer personalized service to customers according to their su bscribed record, almost 8590% of customers will enjoy the suggestive movies and continue their subscription. On the other hand, Netflix emphasized 95% of customers will receive the DVD in one business day. Therefore, buyer power is low becaexercising other companies dont have such recommendation system and services compare to Netflix, and in any case their month fees are higher than Netflix. For buyers, their shifting cost is high, so the buyer power is low.Supplier power-highNetflix buy their movies from the suppliers are movie studio such as Hollywood film distributors and USPS. In the film industry, it is no other substitute mass choose in the rental market. Therefore, the supplier power is high.Threat of Substitute-highThe VOD (Video on demand) is a new system that allows users use set-top box, computer or other player devices to watch video at any time. VOD is a threat of substitute for Netflix because customers no longer want to wait for the mail anymore they want to see th e movie office away. Therefore, Netflix has to align with VOD system to maintain its market shares.Threat of New Entrants-lowIt costs a profound capital for new entrants to enter in VOD industry, so that will be a hard barrier for new entrants to get into the market. On the other hand, the breathing rental retailers already has the experience in marketing, that is a huge experience advantage exceed the potential entrants. Therefore, the threat of new entrants is low.Rivalry among Existing Competitors-highThis industry has several main video rental companies that engaged in price war competition, such as Blockbuster, Hollywood video and Redbox. Most of the competitors have developed the digital box to integrate with VOD system in order to satisfy the customers need. On the other hand, Apple and Amazon both offer customers downloaded digital videos and watched on their TV by Apple TV and TiVO, respectively. Therefore, the video rental market for VOD system has encountered strongly competition.Netflix value chainPrimary activityInbound LogisticsNetflixs strategy is establishes partnership with top studios such as Hollywood studios, twentieth century Fox in order to expand its library data. Therefore, Netflix have more new categories of movies or TV episodes available for their customers.OperationThe online recommendation system provided the best movie that is not usually the high-demand new release for customers because they are frequently out of stock. Based on the recommendation system, company can ar vomit up their inventory management without harass the deficiency of supply. Moreover, the company devoted to expanding the distribution centers to deliver mail within 1 day to their customers.Outbound LogisticsNetflix cooperate with United States Postal Service (USPS) to reduce the delivery time and costs. The returned of the movie from customers is through by USPS to the impendent Netflixs distribution center.Marketing and salesNetflixs members are availabl e using devices of Microsofts Xbox 360, Sonys PS3 and Nintendos Wii consoles to watch movies and TV episodes Blu-ray disc players from Samsung, LG and Insignia Internet TVs from LG, Sony and VIZIO the Roku digital video player and TiVo digital video recorders, and until recently Apples iPhone, iPad and iPod touch are accessible as well.ServiceNetflix continuing developed the new technological system such as recommendation system, distribution center, Oracle System and the development with VOD system to provide customer convenient online subscribe experience in order to enlarge their subscribers database.Support activityprocuralNetflix purchases titles directly from the studios to expand the library database, therefore their customers have more varied choices either on the delivery movies and online download service.Technology developmentNetflix provided a free Netflix application for iPhone and iPod touch, allowing their members on plans starting at just $8.99 a month to instantly w atch movies or a series of TV episodes on their iPhone or iPod touch without charging additional costs.Human resource managementTo evaluate employees job performances for Netflix is the website for customers satisfaction. Therefore, employees have to realize the companys core values, openness, approachability and honesty well before crack service to customers (Patty McCord, 2009).Data MiningNetflix has also makes an outstanding data mining to create its competitive advantages. For example, Cinematch recommendation system synthesizes customer rental behavior and movie ratings to assist the company to recommend the movie to customers. This system will make customers keep subscribing and purchasing the movie. In addition, the system also helps company to invest wider range of movies. Netflix avoid to spend too much money by identify more niche film markets and expand distribution for smaller-budget films. In this situation, the company can save money by increasing demand for lesser-kn own films and reduce demand for big-studio blockbusters.Customer Relationship Management Systems (CRM)Customer relationship management (CRM) systems helps Netflix serve their customers more efficiently. The information that collects from their customers stored in the data storage warehouseand analyzed by CRM system. By using this system, Netflix can analyze the needs of customers and further realized customers behaviors. The goal of CRM system is to crate positive experiences for customers instead of the negative experiences (Haag 50).One of the most important technologies that support Netflixs customer relationship management is its custom-built intelligent operator. An intelligent agent is artificial intelligence software that helps or acts on behalf of the user to perform repetitive-computer related tasks (Haag 224). By using this system, Netflix know customers preferences and disliked. Moreover, Netflix is able to give accurate, personal recommendations to their customers. sup plying Chain Management Systems (SCM)By using supply chain management (SCM) systems, Netflix can keep track on its inventory and information that go through its transaction processes. Furthermore, SCM system helps Netflix to reduce its inventory at the warehouse and distribute its products more efficiently.One of the SCM systems for Netflix can effectively reduce the inventory in warehouse by notifyemployees where to deliver its inventory as soon as DVD arrives in the warehouse.When the inventory arrives at the warehouse, it is immediately sent off to its close destination (Haag 189). Consequently, most of the times inventories are on the way of traveling and being used by a consumer and very less time staying in the warehouse. This method also makes sure that the product reaches its next destination as soon as possible. Netflixs SCM system also tracks inventory and determines the fastest route to let the DVD into customers hands.Enterprise resources plan (ERP)Database is resources to help the company better understand customers behavior and analyze operational efficiency. Oracle System is a system that Netflix uses to manage the companys database, so it is a backbone for organizational operation (Netflix website, 2010). The system utilizes the data to manage inventory, financial result of the companys performance, and customers data (Netflix website, 2010). On the other hand, Oracle ERP database is also to support the Cinematch System. In addition, the entire DVD library and logistics are also managed through this system. The company is using this system to manage its companys information more effective.Video on demand (VOD)Cooperate with other companies broadband-enabled devicesAccording to the trend and the popularity of using VOD system for the rental DVD market, Netflix see the potential market and started to align with other companies to set ahead this new technology to viewing movies. Because consumers are not willing to wait for the movies arrive by mail, instead, they seek for the company that allows them to see the movie right away to satisfy their need. For example, Netflix have partnership with LG Electronics, Samsung Blu-ray disc players, Microsoft Xbox 360 console, TiVo digital video recorders, and the Nintendo-Wii. All these devices allowed the members through the hardware to enjoy Netflixs services. In January 2010, Netflix have partnership with Funai, Panasonic, Sanyo, Sharp, and Toshiba, which also allowed consumers to watch movies and TV episodes through the digital televisions. Furthermore, iPad from Apple developed a Netflix app in 2010, allowing members access Netflixs library of movies and television shows.RecommendationNetflix creates their values by differentiate itself between their competitors, especially Blockbuster. Its outstanding systems make the company accounted the most of the market shares in this industry. However, Netflix is not satisfied the current succeed and still develop the advance technologie s, for example developed VOD system and established the partnerships with other companies to increase their amount of subscribers. In conclusion, Netflix should creates company values through innovation and improvement, also improve the CineMatch system to advance the personalized website experience.http//www.solarsquirrel.com/MIDS/System_Analysis.htmlErpDatabasehttp//www.stanford.edu/aditya86/Netflix.pdfhttp//noisebetweenstations.com/personal/weblogs/?p=2011http//www.wikinvest.com/wiki/Netflix_%28NFLX%29http//www.squidoo.com/what-is-blue-ocean-strategyhttp//noisebetweenstations.com/personal/weblogs/?p=2011ixzz0zsAJGoMYhttp//cahdsu.wordpress.com/2009/08/04/infs-762-data-mining-at-netflix/

Characteristics of Criminal Homicides :: essays research papers

Michael Woodworth and Stephen Porter. (August 2002). In Cold Blood Characteristics of Criminal Homicides as a Function of Psychopathy. Journal of Abnormal Psychology, Vol. 111, No. 3, 436-445.OverviewThis study examined the correlation between mental disease and the characteristics of criminal homicides committed by offenders. ProblemIt was hypothesized that the homicides committed by psychopathic offenders would be more likely to be primarily instrumental (I.e., associated with premeditation, motivated by an external goal, and not preceded by a potent affective reaction) or cold-blooded in constitution (Pg. 436). However, homicides committed by nonpsychopaths often would be crimes of passionateness associated with a high level of impulsivity/reactivity and emotionality.MethodA sample of 125 Canadian offenders were selected for the study. The entire sample was examined in two different ways. First, double coding was used on a random selection of 21 offenders. These people were a sked questions and scored a number of points depending on their responses. All file information on these offenders were made available to the guile coder. Second, a set of 33 cases were randomly selected for dual coding. These cases were different because all details were not made available to the blind coder.ResultsThe results confirmed the hypothesis homicides committed by psychopathic offenders were more instrumental than homicides by nonpsychopaths. Almost all (93.3%) of the homicides by psychopaths were primarily instrumental in nature compared with 48.4% of the homicides by nonpsychopaths (Pg. 436). ConclusionThe authors conclusions from their study went to prove what they believed to be the outcome. Nothing was found to be shocking or a surprise when reviewing the end results.I touch the authors conclusions hit the nail right on the head.

Free Measure for Measure Essays: Analysis of Acts V-VI :: Measure for Measure

Analysis of Acts V-VI of  Measure for Measure     One of the things that struck me as odd in Act V, chance I is how Mariana seems to recognize the disguised Duke.  I dont know if this means that the Duke has disguised himself as a friar in the past.  Another thing that struck me odd in this scene is how soon Mariana agrees to the Dukes plan.  Here is a stranger (Isabella) convincing a young woman (Mariana) to pull in sex under very mysterious circumstances with a man who has rejected her.  The plan is very strange but Mariana agrees so quickly that its aphonic to see how it was possible for Isabella to give Mariana the full explanations of the reasons behind the ruse.  The Duke tries to justify the whole scheme once again by saying that Angelo is Marianas husband on a pre-contract.             In Act IV, Scene II I found it ironic that if Pompey becomes an executioner and stops being a bawd an d prisoner he willing better himself and become honorable.  I also found it ironic that the Duke, Isabella, and Mariana are conspiring and deceiving Angelo but Angelo, in turn, deceives the three by stepping up the date of Claudios execution.  It is like lots everyone in the play is backstabbing someone else.  It also seems like the Duke is concocting all these schemes to do the right thing.  First he has a plan to place Mariana in replacing of Isabella to sleep with Angelo and now he plans to have someone else beheaded to trick Angelo into thinking its Claudios head.  It seems to me that the Duke is acting as immoral as the rest of the city and Angelo.  He seems to go by the belief that the ends justify the means.  Is he really better than Angelo?             Upon first reading in Act IV, Scene III how the Duke lies to Isabella when he tells her that Claudio has been executed, I could not help but think how cruel the Duke is and how he may be taking his role of friar too far.  I also supposition that he would rather make others suffer unnecessarily just so he can be sure that his plan to get Angelo is successful. Act IV, Scene IV just reiterates the fact of how selfish Angelo is.  While he does express regret for having executed Claudio he still justifies his decision by saying that had Claudio lived he may have sought revenge against Angelo.