Sympathetic Essays - Autonomic Nervous System,

Sympathetic Divisions The autonomic nervous system is made up of two divisions. There are many differences between these divisions. First of all there are anatomical and physiological differences. The parasympathetic division of the autonomic system origin is in the craniosacral outflow, the brain stem nuclei of cranial nerves III, VII, IX, and X; and spinal cord segments S2-S4. The sympathetic division on the other hand is much more complex than the parasympathetic and is originated in the thoracolumbar outflow. Also, in the lateral horn of gray matter of the spinal cord segments of thoracic 1 to lumbar 2. Another important physiological difference is the location of ganglia in each division. Ganglia of the parasympathetic division are in intramural or close to the visceral organ served. The sympathetic ganglia are located with in a few centimeters of the central nervous system. They are also alongside the vertebral column and anterior to the vertebral column. The relative length of preganglionic and postganglionic fibers in the parasympathetic and sympathetic divisions is as such. The parasympathetic have long preganglionic and short postganglionic. The sympathetic are just the opposite, short preganglionic and long postganglionic. There is no rami communication in the parasympathetic division, while the sympathetic division has gray and white rami communication. The functional goal of the parasympathetic division is maintenance functions, to conserve and store energy. The sympathetic division's goal is to provide the body to cope with emergencies and intense muscular activity. There are many effects of the parasympathetic and sympathetic divisions on various organs. The constricting of muscles and eye pupils stimulates the iris of the eye by the parasympathetic system. The sympathetic effects are the stimualtes of dilator muscles and dilate the eye pupils. The parasympathetic effects of the cilliary muscle of the eye are to stimulate muscles, which result in the bulging of the lens for accommodation and close vision. There are no effects for the sympathetic division. The nasal lacrimal, salivary, gastric, and pancreas glands are effected by the parasympathetic and sympathetic systems. The parasympathetic division stimulates secretory activity, where the sympathetic division inhibits secretory activity and causes vasoconstruction of blood vessels supplying the glands. There is no parasympathetic effect on sweat galnds, the adrenal medulla, or the arrector pili muscles. There are sympathetic effects though. The glands are inhibited by secretory activity causing vasoconstruction of blood vessels supplying the glands. The sweat glands are stimulated copious sweating. The arrector pili muscles are stimulated to contract and produce goosebumps. The parasympathetic division decreases the rate of the heart and slows it down. The sympathetic division increases the rate and force of the heart. The bladder in both divisions is opposite once again. In the parasympathetic of the bladder, the contraction of smooth muscle and the relaxation in the sympathetic division. The parasympathetic constricts for the bronchioles of the lungs, where the bronchioles are dilated in the sympathetic. The liver's sympathetic effect is in epinephrine stimulus of the liver to release glucose to the blood. There is no parasympathetic effect of the liver. In the parasympathetic division the gallbladder contracts to expel bile. In the sympathetic division the gallbladder is relaxed. The parasympathetic division causes the penis and vagina to vasodilateor erect. The sympathetic division causes the penis to ejaculate and the vagina to contract. There is little or no effect of the blood vessels in the parasympathetic division. The sympathetic division constricts most vessels and increases the blood pressure. It also constricts vessels of abdominal viscera and skin to divert blood to muscles, brain, and heart when necessary. The cellular metabolism of the sympathetic division is to increase coagulation. Sympathetic effects; adipose tissue by lipolysis, and mental activity by increasing one's alertness. I found the assignment a little different then most papers I have written do to one fact. I found that I could not put what the book said into my own words. I don't have a wide anatomical vocabulary, so I found that I had to copy a lot of what the book said. I am sure this is similar to some students in the class.

Hnd In Travel And Tourism Management Tourism Essays

Hnd In Travel And Tourism Management Tourism Essays Hnd In Travel And Tourism Management Tourism Essay Hnd In Travel And Tourism Management Tourism Essay Tourism is non a new phenomenon: Smith noted: touristry and travel have been portion of the human experience from millenary, depicting it as a signifier of nomadism that characterizes Homo sapiens, which is both normal and, under the right status, enjoyable. However, in the last 30 old ages, most surely with the rise of the jet aircraft, touristry has grown in important and emerged as a planetary phenomenon, impacting an increasing scope of environments and pulling new markets as chances for travel have widened. In kernel, touristry is associated with the following issues that simplifies of what it average by tourism . Tourism is portion of a planetary procedure of alteration and development which is no longer confined to the developed states that traditionally provided the demand for universe travel. Edinburgh, the capital of Scotland is situated on Scotland s East Coast on the south side of the Firth Of Forth. Home of the Scottish parliament, Edinburgh is enriched with civilization, all right architecture and hosts of one of the most esteemed universities in the United Kingdom, The University of Edinburgh. The most good known attractive forces are Edinburgh Castle, the Royal Mile, the Holyrood Palace and The National Gallery of Scotland. With a population of 435,790 in 2005, Edinburgh is Scotland s 2nd largest metropolis after Glasgow.A Tourism is a major industry in Edinburgh. The metropoliss popularity grows each twelvemonth and is now the most popular finish of tourers sing Scotland and 2nd merely to London of tourers sing the United Kingdom. The metropolis has ever been comfortable but its popularity and position has increased since the Scottish Parliament was established in the metropolis in 1999. Edinburgh an of import commercial Centre and has improved its fiscal position through decentralization, which has increased the figure of authorities services in the metropolis and attracted concerns to Edinburgh. The Isle of Skye is famed for its romantic and picturesque hills with rugged ridges and its distant coastline and sea lochs. The Red Hills ( or Red Cuillin ) and Cuillin ( or Black Cuillin ) are the most well-known scopes with the Old Man of Storrs a well-known characteristic. Come place to Skye, the universe s favorite island, late voted 4th best island in the universe by National Geographic magazine and film movie location of BLESSED , starring James Nesbitt. The Yacht today looks merely as she would hold appeared to Royal newlyweds, universe leaders, and the 1000s that visited her during old ages of faithful service. Visitor Numberss have dramatically exceeded outlooks, with 436,000 paying visitants in the first twelvemonth. It was judged the best new tourer attractive force in the UK in 1999, and was awarded a Five Star Visitor Attraction evaluation by the Scottish Tourist Board in 2001. A recent add-on to Edinburgh Dungeon is the Mary King s Ghost show, which has won rave reappraisals from many visitants. The realistic exhibit focuses on 1646, during the British Civil Wars, and an epoch when periodic eruptions of the pestilence that had ravaged Great Britain since the fourteenth century was a menace feared by one and all. Approximately 300,000 visitants go to the Edinburgh Dungeon each twelvemonth. Linlithgow Topographic point: Linlithgow Palace was one time a brilliant castle built and lived in by consecutive Stewart male monarchs and where Mary Queen of Scots was born. Though in ruins now, it is still an impressive and exciting site and provides a fantastic chance to look into life at the tribunal of the Stewart sovereign. Linlithgow s beginnings are lost in the mists of time.A It is likely that the town grew up around the royal residence.A By the beginning of the twelfth Century King David 1st s Charter reveals it already well-established as a burgh with a sign of the zodiac and a church, given by King David to the freshly founded Augustinian Priory of St Andrews.A Malcolm IV and Wiliam the Lion are known to hold lived in Linlithgow on occasion and at that place was a school in William s reign. Approximately 350,000 visitants go to the Linlithgow Place each twelvemonth. Loch Ness: The Great Glen in the Scots Highlandss is a rift vale 60 stat mis long and contains thj, ree celebrated lochs, Lochy, Oich and Ness. The most celebrated of these is Loch Ness because of the monster said to lurk in its deep waters.A It is deeper than the North Sea and is really long and really, really narrow and has neer been known to stop dead. Approximately 250,000 visitants go to the Loch Ness each twelvemonth. Museum of Edinburgh: The Museum of Edinburgh is housed in a series of 16thA to 18th century edifices arranged around a close a street with an entryway but no issue. The author Robert Chambers called the belongings the speaking house because of the sixteenth century Latin letterings on the forepart of the edifice. By the nineteenth century the suites were so sub-divided thatA 323 renters lived at that place in 1851. Approximately 400,000 visitants go to the Museum of Edinburgh each twelvemonth. Stirling Palace: Stirling Castle is a great symbol of Scots independency and a beginning of digesting national pride. The palace s long, disruptive history is associated with great figures from Scotland s yesteryear, such as William Wallace, Robert the Bruce and Mary Queen of Scots. Approximately 250,000 visitants go to the Stirling Castle each twelvemonth. Royal Mile: , Peoples have been populating on Castlehill for the last 7000 old ages. The castle country has been a hillfort for over 2000 old ages. The name Edinburgh comes from the ancient Gaelic Dun Eidyn which means hill garrison on the inclining ridge . The Royal Mile runs down the East shoulder of this one time active vent and this is what gives the Royal stat mi its distinguishable geographical location. It was 325 million old ages ago during an ice age that the huge force per unit area of traveling glaciers carved out its profile. Approximately 300,000 visitants go to the Royal Mile each twelvemonth. Loch Lomond: Loch Lomond is a fresh water loch lying on the Highland Boundary Fault, the boundary between the Lowlandss of Central Scotland and the Highlands. It is 39A kilometers ( 24 myocardial infarction ) long and between 1.21A kilometers ( 0.75 myocardial infarction ) and 8A kilometers ( 5.0 myocardial infarction ) broad. It has an mean deepness of about 37A meters ( 121 foot ) , and a maximal deepness of about 190A meters ( 620 foot ) . Its surface country measures 71A km2 ( 27 sqA myocardial infarction ) , and it has a volume of 2.6A km3 ( 0.62 cuA myocardial infarction ) . Of all lakes in Great Britain, it is the largest by surface country, and the 2nd largest ( after Loch Ness ) by H2O volume. Within the United Kingdom, it is surpassed merely by Lough Neagh and Lower Lough Erne in Northern Ireland. Approximately 300,000 visitants go to the Loch Lomond each twelvemonth. Edinburg Castle: Edinburgh Castle has dominated its milieus with stateliness for centuries. Today the palace continues to pull visitants to its bouldery perch. Edinburgh s Castle stone has been a fastness for over 3000 old ages. Approximately 1,000,000 visitants go to the Edinburg Castle each twelvemonth. Arthur s Seat: Arthur s Seat is the chief extremum of the group of hills which form most of holy crucifix Park, a wild piece of upland landscape in the Centre of the metropolis of Edinburgh, about a stat mi to the E of Edinburgh Castle. The hill rises above the metropolis to a tallness of 251A m ( 823 foot ) , provides first-class birds-eye positions of the metropolis, is rather easy to mount, and is a popular walk. Though it can be climbed from about any way, the easiest and simplest acclivity is from the East, where a grassy incline rises above Dunsa pie Loch. Approximately 250,000 visitants go to the Arthur s Seat each twelvemonth. National gallery of Scotland: The National Gallery of Scotland, in Edinburgh, is the national art gallery of Scotland. An luxuriant neoclassical building, it stands on The Mound, between the two subdivisions of Edinburgh s Princes Street Gardens. The edifice, which was designed by William Henry Playfair, foremost opened to the populace in 1859. Approximately 350,000 visitants go to the National gallery of Scotland each twelvemonth. Princes Street: Princes Street is one of the major thoroughfares in cardinal Edinburgh, Scotland, and its chief shopping street. It is the southmost street of Edinburgh s New Town, stretching about 1A stat mi ( 1.6A kilometer ) from Lothian Road in the West to Leith Street in the E. The street is largely closed to private autos, with public conveyance given precedence. The street has virtually no edifices on the south side, leting birds-eye positions of the Old Town, Edinburgh Castle, and the vale between. Approximately 450,000 visitants go to the Princes Street each twelvemonth. Table S/L No Finish No of tourer in each twelvemonth Tourist Outgos ( ? ) By UK visitants By foreign visitants 1 Isle of Skye 400,000 2 Royal yacht Britannia 350000 3 Edinburgh Dungeon 300000 4 Linlithgow Topographic point 350000 5 Loch Ness 250000 6 Museum of Edinburgh 400000 7 Stirling Castle 400000 8 Royal Mile 300000 9 Loch Lomond 300000 10 Edinburg Castle 1000000 11 Arthur s Seat 250000 12 National gallery of Scotland 350000 13 Princes Street 450000 14 Task-2 Isle of Skye The Island of Skye, situated off the West seashore of Mainland Scotland, is the largest and best known of the Inner Hebrides. The island has been occupied since theA MesolithicA period and has a colorful history including a clip ofA NorseA regulation and a long period of domination byA Clan MacLeodA andA Clan Donald. It is famed and renowned for its romantic and picturesque hills with rugged ridges and its distant coastline and sea lochs. Furthermore it s dramatic scenery, vivacious civilization and heritage, and its abundant wildlife including theA Golden Eagle, A Red DeerA andA Atlantic Salmon. Skye has a strong musical tradition making back through the centuries, and for an island of less than ten 1000 people it has given the universe a long list of celebrated creative persons in a surprising assortment of genres. Celtic civilization and heritage pervade the ambiance, each portion of the Island holding its ain narratives of times past and programs for the hereafter. The occupants are pretty self-sufficing, populating off the island farm animal and wild venison, baking their ain staff of life and turning their ain fruit and veggies while scrounging for mushrooms when in season. The largest employer on the island and its environments is the public sector, which accounts for about a 3rd of the entire work force, chiefly in disposal, instruction and wellness. The 2nd largest employer in the country is the distribution, hotels and eating houses sector, foregrounding the importance of touristry. Royal Yacht Britannia Britannia is owned by The Royal Yacht Britannia Trust, a non-profit devising charity, and all returns go towards her long-run care. The Royal Yacht Britannia hit the seas in 1953, and took the British royal household around the universe from so until 1997, when she was decommissioned. Britannia is berthed alongside the fashionable Ocean Terminal shopping Centre which contains a pick of over 80 different dress shops, high-street stores and eating houses with scenic waterfront positions. The Royal gustatory sensation in nautical trappingss as rolling through the Sun sofa and province flats, wonder at the Queen s on-board Rolls Royce garage, and finish with scones and bubbly on the deck, now a tea room with a all right sea position. To be able to see all different subdivisions of the ship and have the relevant audio commentary was intriguing. Highly recommend taking tea in the coffeehouse on the Royal Deck. Every portion of Britannia includes rich hoarded wealths to bask. Almost all the pieces in the State Apartments are on loan from The Royal Collection, with sort permission of the Majesty the Queen. A alone five-star visitant experience and recommended by BBC News as Scotland s prima visitor-friendly attractive force , The Royal Yacht Britannia is an indispensable visit whilst in Edinburgh. For over 40 old ages, the Royal Yacht sailed over one million stat mis on about a 1000 functionary visits for the British Royal Family. Now berthed in Edinburgh s historic port of Leith, Britannia is a absorbing visitant attractive force. Edinburgh Dungeon Edinburgh Dungeon is a absorbing and fun household twenty-four hours out that will entertain and inspire ticket holders who venture into its impressive entry and fall into another water under the bridge universe. The many impressive characteristics of Edinburgh Dungeon are the Anatomy Theatre, which demonstrates merely how unhygienic a pre-industrial anatomical workshop was, with none of the modern healthful conditions, equipment or medical specialties that are taken for granted today. The Clan Wars exhibition itself features a run-down of the bloody internecine warfare waged between the old Scots kins of the Highlands and Lowlands, with realistic mock-ups in period costume, and armed with a awful array of arms. The history on which these gruesome attractive forces of Edinburgh Dungeon are based hangings at the Grassmarket, Plague victims abandoned to decease may be existent, but the intervention, complete with actor-led experiences and drives, is true theatre. Linlithgow castle: It was peculiarly popular amongst the Queenss. Mary Queen of Scots and Elizabeth I lived at that place as babes. Linlithgow Palace is the authoritative romantic ruin, steeped in royal history and put beside a picturesque loch. It was begun in 1424 on the site of another castle that burnt down. In Annet House in the High Street is theA Linlithgow Story, with shows and exhibits explicating the history of the town. There are besides herb, fruit tree and flower gardens. it is a destroyed Palace ( looks like a palace ) with coiling stairwaies, parapets, flexible joints from the draw span, lake positions, and tonss of suites to roll through There s an impressive great hall and a brilliant three-tiered fountain in the courtyard At theA Linlithgow Canal CentreA in Manse Road is a little museum dedicated to the Union Canal, which links the Forth and Clyde Canal at Falkirk with Edinburgh. Loch Ness: It s Scotland s deepest loch. It has its ain incubation Highland appeal. But without the fable-or-fiction mystique of the Loch Ness monster, this would be merely another picturesque halt on the Scots nature trail. The fable of the Loch Ness Monster in the Scots Highlands is frequently regarded as a myth, despite anecdotal sightings and studies of a elephantine sea-serpent or firedrake populating the Waterss of the Loch. there are tonss of information cusps wildlife Tourss and attractive forces in the Loch Ness country, as it is chiefly a nature lovers paradise.A Visit the Loch Ness Exhibition Centre at Drumnadrochit for a comprehensive expression at the phenomenon. Museum of Edinburgh: It may non be the most hypnotic museum in town, but romanticists will love the Museum of Edinburgh, or Huntly House, merely because it houses the neckband and bowl of Greyfriars Bobby, that terrier symbol of devotedness celebrated for sitting firm on his maestro s grave A series of restored 16th and 17th-century townhouses to follow the history of Edinburgh from its earliest yearss as a prehistoric colony, to its Roman business and mediaeval trades. One of its most cherished artifacts is the National Covenant, a request for spiritual freedom dating back to the seventeenth century ; the museum besides houses the original programs for the Georgian New Town, and the exhibitions run through to modern-day times. Stirling Palace: Stirling is one of Scotland s most historic towns. Once upon a clip it was Scotland s capital and is still known as the gateway to the Highlands Stirling Castle is a great symbol of Scots independency and a beginning of digesting national pride. The palace s long, disruptive history is associated with great figures from Scotland s yesteryear, such as William Wallace, Robert the Bruce and Mary Queen of Scots. Stirling has first-class proviso for humanistic disciplines and night life. In the Centre of the Old Town is the Tolbooth, a popular theater and humanistic disciplines centre functioning the 85,000 strong community and designed by taking architect Richard Murphy. Royal Mile: The castle country has been a hillfort for over 2000 old ages. The Royal Mile runs down the East shoulder of this one time active vent and this is what gives the Royal stat mi its distinguishable geographical location. It was 325 million old ages ago during an ice age that the huge force per unit area of traveling glaciers carved out its profile A Royal MileA is the impressive thoroughfare which connectsA Edinburgh CastleA at the top of the hill with thePalace of Holyrood houseA at the bottom.A Loch Lomond: Loch Lomond is the largest by surface country, and the 2nd largest ( after Loch Ness ) by H2O volume in Great Britain. It is 39A kilometers ( 24 myocardial infarction ) long and between 1.21A kilometers ( 0.75 myocardial infarction ) and 8A kilometers ( 5.0 myocardial infarction ) broad. It has an mean deepness of about 37A meters ( 121 foot ) , and a maximal deepness of about 190A meters ( 620 foot ) . Its surface country measures 71A km2 ( 27 sqA myocardial infarction ) , and it has a volume of 2.6A km3 ( 0.62 cuA myocardial infarction ) . Edinburgh Castle: The oldest edifice in all Edinburgh is to be found within the Castle precincts. It is St. Margaret s Chapel, a bantam Norman edifice which has been standing at that place integral for more than 900 years.A The Royal flats include a bantam room in which Mary, Queen of Scots gave birth to the male child who was to go King James VI of Scotland and James 1 of England upon the decease of Queen Elizabeth in 1603. The ancient Honours of Scotland the Crown, the Sceptre and the Sword of State are on position in the Crown Room. Writer s Seat: Arthur s Seat is a noteworthy landmark, ruling the city.A Known besides as the Lion s Head, Arthur s Seat is the highest of a series of extremums which take the signifier of a crouched king of beasts. Task-3 Economic, Physical, Social, political Influence of Edinburg: Edinburgh Festival City In 1947 the first Edinburgh Festival was symbolic of a new epoch. To the International Festival has been added the Festival Fringe, Jazz, Book and Film festivals amongst others. At New Year, the Hogmanay jubilations are seen worldwide. The metropolis Centre has become an internationally recognised locale and background for events. Valuess of single festivals to the metropolis economic system ( including indirect benefits ) were calculated as follows: Edinburgh International Jazz and Blues Festival ?2.9 M ; Edinburgh Military Tattoo ?23.3 M ; Edinburgh International Film Festival ?2.1 M ; Edinburgh Festival Fringe ?69.9 M ; Edinburgh International Book Festival ?3.4 M ; Edinburgh International Festival ?19.3 M ; Edinburgh Mela ?0.8 M ; Festival Cavalcade ?3.3 M ; Edinburgh International Television Festival ?0.5 M ; Edinburgh International Games Festival ?0.9 M ; Edinburgh Storytelling Festival ?0.214 M ; Capital Christmas?11.5 M ; Edinburgh s Hogmanay ?24.4 M ; Edinburgh s Easter Festival ?3.3 M ; Edinburgh International Science Festival ?1.2 M ; Ceilidh Culture?0.266 M ; Children s International Theatre Festival ?0.29 M. Entire economic value to Edinburgh: ?167.9 M. In entire, the 17 events attracted an attending of 3.2 million people. A sample study of International Festival audiences carried out in 2001 identified that 33 % came from Edinburgh, 5 % from the remainder of the Lothian s, 19 % from the remainder of Scotland, 25 % from the remainder of the U.K. , and 18 % from abroad. 67 % of visitants said the Festival was their lone ground for coming to Edinburgh, while a farther 22 % said it was every of import ground. The EIF s 2003 Annual Review reported that 26 % of visitants came from the remainder of the UK outside Scotland, and 14 % from abroad. Frequently described as the gem in Scotland s touristry Crown the success of touristry activity inn Edinburgh signifiers of cardinal portion of the metropolis s economic science policy. The sector employs 30,000 people, with visitants lending in the part of ?1 billion to the economic system per annum.The recent creative activity of the Edinburgh City Region Brand confirms nevertheless that this activity should non be viewed in isolation, instead as a premier mark within a broader context.This World Heritage metropolis systematically retains its place as the Uk s 2nd most of import finish and acts as a gateway for visitants to Scotland. Edinburgh City Region is a universe influencer in scientific discipline, concern, instruction and the humanistic disciplines and is Scotland s judicial and administrative Centre. Edinburgh was crowned the Best Small City of the Future andA Top Location for Economic PotentialA 2010/11 in the Financial Times fDi magazine awards. The metropolis part offers investors a extremely educated and skilled work force ; entree to UK, European and English- speech production markets ; a stable political and supportive financial environment ; a competitory economic system with possible for growing and an unbeatableA quality of life. In universe footings, Edinburgh ranks 20th in front of Dubai, Amsterdam and Washington in the Global Financial Centres Index. The capital is besides one of the universe s top fund direction hubs and a major European Centre for plus service. In banking and insurance, it is home to many international central offices and planetary trade names. More than half of the universe s top 20 fiscal administrations have significant operations in Scotland, with aA critical massA of activity in and around Edinburgh. Supporting this diverse industry is a first community of professional advisers and providers including attorneies, comptrollers, corporate moneymans, agents, human resources and IT specializers. Edinburgh s bequest for invention derives from its richA cognition economic system. About half of the metropolis part s work force is employed in knowledge-intensive occupations including computer science, communications, scientific research and the originative industries. This has helped hammer Edinburgh s repute as an Ideopolis a sustainable knowledge-intensive metropolis that drives growing in the wider metropolis part and develops cognition industries that will be economically successful and improve quality of life. Research and developmentA is a core knowledge-intensive industry and focal point of activity across the metropolis part. More than half of entire Scots research activity is undertaken in Edinburgh and the Lothians. The metropolis part is a top 10 European location for scientific discipline and technology.A The University of EdinburghA is a universe leader in many countries of scientific research including information sciences, infective diseases and root cell research. Founded in 1582, the University hasA attracted some of theA universe s greatest heads to the metropolis, including anesthetic innovator James Simpson and evolutionist Charles Darwin. Undertaking 4: Understand how the UK inbound and domestic touristry is affected by internal and External factors: External factors: Health, safety and security within the UK, Handiness Selling runs, Availability of merchandises and services, Quality of goods and services, Economic recession in UK and/or tourer bring forthing states, Exchange rates, Travel limitations, Emergence of new markets, Competition from other finishs, conditions Effectss: Changes in visitant Numberss, Length of stay, Volume and value of inbound and domestic touristry, Frequency of visits, bring forthing states and part Mention Undertaking 2: Understand the civilization, societal and physical characteristics of tourer finish Undertaking 2.a: Analyse civilization, societal and physical characteristics and explicating their entreaty to tourist Undertaking 2.b: Compare characteristics of developing and taking tourer finishs Undertaking 3: Understand how the features of finishs after their entreaty to tourist Undertaking 3.a: Compare the entreaty of current taking with that of presently developing tourer finish Undertaking 3.b: Measure how features of a tourer finish impact its entreaty Undertaking 4: Understand issues likely to impact the popularity of tourer finishs Undertaking 4.a: Analyse issues that affect the popularity of tourer finishs Undertaking 4.b: Discourse the potency for responsible touristry to heighten the host community at world-wide tourer finishs

Mandatory Voting Essay Example | Topics and Well Written Essays - 1000 words

Mandatory Voting - Essay Example While the current electoral system is not producing a high percentage of citizens voting, the alternatives - to levy incentives or penalties or lower the voting age - do not address the core problems. The American voting process is a well-thought out plan that works, however voter turnout will not increase until citizens relate the importance to their own well-being and lowering the voting age would not help; conversely the institution of an "apathy tax" as penalty for not voting could be effective. As Miller states, the current electoral system in the United States is working just as it should. However, there is no doubt that with the current system, voter turnout has been poor. One of the main reasons for this is that citizens do not view voting as being in their own best interests. They reason that there is nothing tangible realized from voting; no strong motive to do so, and consequently, they do nothing. This is, according to John Dean, columnist for Findlaw.com and former counsel to the President of the United States in his 2003 article "Is It Time to Consider Mandatory Voting Laws", a national disgrace, and rightly so. Generation after generation, the percentage of citizens voting declines. It is critical to note that without a standard in addition to the established voting system, the present problems and issues keeping citizens from the polls will continue. Voters must be prodded in a way which appeals to their sense of obligation to society in order to become properly registered and exercise their right to vote. Citizens must remember there is a social contract with their government which loses its legitimacy if they do not vote. When voters are lax about upholding their end of the agreement, it becomes imperative to look more closely at the role of government and whether the electoral process is focused on the results at the polls or what is the best process for electing the country's leader. It will take a concerted effort to convince citizens to forgo their natural apathy and do what is best for the democratic system of the United States, however, it is not the system itself which must be reformed. Lowering the legal voting age has been proposed by some but to do so would be ineffective in ensuring mature, informed votes. Citizens younger than 18 are not mature enough, nor have they sufficient experience to make an informed voting decision; many would simply vote in tandem with their parents or other influential adults without the ability to use their own critical judgment. However, targeting 18-year-old voters would be very beneficial, as Democrat Joe Coto proposes, according to the 2007 Sacramento Bee article by Jim Sanders, "Register to Vote, Get Diploma". Coto has recently authored a bill, AB 183, which would induce young people to register to vote or be penalized by not receiving their high school diploma. In this way, the message becomes clear that our political system requires citizens "to keep

Financial Statement Analysis Coursework Example | Topics and Well Written Essays - 750 words

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Team Performance and Strategic Management Objectives

Team Performance and Strategic Management Objectives Assess the links between team performance and strategic Objectives. The fundamental aim of the strategic management is to generate strategic capability by ensuring that the organisation has the skilled, committed and well motivated employees which it needs to achieve sustained competitive advantages. It’s objective is to provide a sense of direction in an turbulent’s environment, so that the business needs of the organization, and the individual and collective needs of its employees, can be met by the development and implementation of coherent and practical Human Resource policies and programme. Team performance working involves the development of a number of interrelated processes that together make an impact on the performance of the firm through its people in such areas as productivity, quality, levels of customer service, growth, profits, and ultimately the delivery of increased shareholder value. This is achieved by enhancing the skills and engaging the enthusiasm of employees . The starting point is leadership, vision and benchmarking to create a sense of momentum and direction. Progress must be measured constantly and the main drivers, support systems and culture are: Development of people capacities through learning at all levels, with particular emphasis on self-management and team capabilities to enable and support performance improvement and organizational potential Performance, operational and people management processes aligned to organizational objectives to build trust, enthusiasm and commitment to the direction taken by the organization Fair treatment for those who leave the organization as it changes, and engagement with the needs of the community outside the organization. Team-performance management practices include rigorous recruitment and selection procedures, extensive and relevant training and management development activities, incentive pay systems and performance management processes. The fundamental business need the strategy should meet is to develop and maintain a high performance culture. The characteristics of such a culture are: A clear line of sight exists between the strategic aims of the authority and those of its departments and its staff at all levels Management defines what it requires in the shape of performance improvements, sets goals for success and monitors performance to ensure that the goals are achieved Leadership from the top which engenders a shared belief in the importance of continuing improvement Performance management processes aligned to the authoritys objectives to ensure that people are engaged in achieving agreed goals and standards Capacities of people developed through learning at all levels to support performance improvement. People valued and rewarded according to their contribution. Evaluate tools and techniques available to set team performance targets Tools and techniques to help companies transform quickly. Way back when (pick your date), team members in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee. 1.2.1. Performance Evaluations: As a supervisor, your role is to set expectations, gather data, and provide on going feedback to your employees to assist them in utilizing their skills, expertise and ideas to produce results. To provide this direction. The Annual Performance Evaluation should provide a comparison of actual on-the job performance to established performance measurement standards. The Annual Performance Evaluation encourages periodic and structured communication between supervisors and employees about the job, and should take place continuously. 1.2.2 . Feedback: Feedback is a process by which effective performance is reinforced and less-than-desirable performance is corrected. Feedback should be information that highlights the relationship between what is expected and what has been accomplished after the work is performed or the action is taken. 1.2.3. Development Planning: Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth. Development plans draw from the Performance Evaluation: Performance goals or needs (deficiencies) to be addressed The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways. Address opportunities for professional growth Agreement and/or commitment between employee and supervisor Planned follow-up Assess the value of team performance tools to measure future team performance The first step in getting organized is to establish the performance measurement team. The team should be made up of: 1. People who actually do the work to be measured2. People who are very familiar with the work to be measured. 3. It is important that each person understands the task before them and their role in its accomplishment. Guidelines for Teams When meeting as a team, consider these Guidelines for Team: 1. Focus on effectiveness of systems and the appropriate level of internal controls. 2. Maintain a balance between outcome (objective) and process (subjective) measures. 3. Develop measures that crosscut functional areas to better represent overall organizational performance. 4. Incorporate â€Å"Best Practices† and reflect management’s judgment as to the key elements for overall successful operation, including cost/risk/benefit effectiveness—ascertain that measures add value a improve effectiveness in support of the organizational mission. 5. Consider value-added criteria, including evaluating the cost of measuring and administering the measure, and the number of measures that can be effectively managed. Keep the number of performance measures at each management level to a minimum. For any program, there are a large number of potential performance measures. Develop clear and understandable objectives and performance measures. Performance measures should clarify the objective and be understandable Consider the cost of attaining the next level of improvement. Establishing a measure that encourages reaching for a new or higher level of improvement should take into account the cost of implementing such a measure against the value of the additional improvement. Consider performing a risk evaluation. Organizations developing performance measurement systems should consider performing a risk evaluation of the organization to determine which specific processes are most critical to organizational success or which processes pose the greatest risk to successful mission accomplishments. Consider the weight of conflicting performance measures. Organizations frequently have several objectives that may not always be totally consistent with each other. For example, an objective of high productivity may conflict with an objective for a high quality product, or an objective of meeting specific deadlines may conflict with an objective of providing the highest quality reports to meet. 2.1 Analyse how to determine required performance targets within teams against current performance High-performing individuals and teams should be the goal of any organisation. We are all now aware of the potential results of high performance in terms of organisational success and competitiveness. The perennial debate is around how to create that high performance and, more importantly, how to sustain it. Most companies find the organisational issues much easier to handle than the individual ones so they get the attention. Unfortunately this is only part of what needs to be done to create a successful high-performance culture: addressing high performance among individuals is also essential. 2.1.1 Know what it looks like It will be impossible to know when youre achieving high performance if you dont know what it looks like. From an organisational perspective, high performance means not only running a financially sound business, adhering to essential policies and ensuring regulatory demands are observed, but also understanding the capability of your workforce to deliver high performance. All too often, concerns about what they might find and the time it may take prompt organisations to adopt the three wise monkeys strategy dont see, dont hear, dont speak with the result that low performance goes unchecked for years until it is too late and competitors have overtaken you. Too often, individual high performance is defined as simply getting the job done in the short term rather than looking to the long term and focusing on behaviours. 2.1.2 Make a commitment Strong and active commitment from leaders and managers, and the pursuit of continuous learning throughout the organisation, are crucial to building a well-defined high-performance culture. Commitment means not leaving it to fate, but truly understanding what high performance looks like, trusting different approaches and working with all stakeholders, including the human resource 2.1.3 Define your starting point Knowing where your organisation currently stands will make it much easier to create a vision for the future and to secure buy-in. One of the most effective strategies is to define explicitly what creates high performance in your organisation. Ensure that these behaviours are distinct, while being comprehensive enough to cover different levels of the organisation. Include areas such as how people collect and make sense of information and how they influence and build confidence in stakeholders. 2.1.4 Put a stake in the ground Once you have agreed what the behavioural high performance indicators look like, it is essential to observe and measure them. The best way to capture current performance is through objective observation, such as work shadowing, behavioural event interviews and subjective feedback via online and facilitated 360-degree analysis. This should clearly distinguish between behaviour that: †¢ impedes performance †¢ helps to do the task in hand †¢ makes a sustainable and long-term positive contribution †¢ promotes beneficial and long-term behavioural change in teams and divisions. 2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational goals Individual understand how their work fits into corporate objectives and they agree that their teams goals are achievable and aligned with corporate mission and values. Team ground rules are set with consideration for both company and individual values. When conflict arises, the team uses alignment with purpose, values, and goals as important criteria for acceptable solutions. To enhance team commitment leaders might consider inviting each work team to develop team mission, vision, and values statements that are in alignment with those of the corporation but reflect the individuality of each team. These statements should be visible and walked every day. Once a shared purpose is agreed upon, each team can develop goals and measures, focus on continuous improvement, and celebrate team success at important milestones. The time spent up front getting all team members on the same track will greatly reduce the number of derailments or emergency rerouting later. Leaders can facilitate cooperation by highlighting the impact of individual members on team productivity and clarifying valued team member behaviors. The following F.A.C.T.S. model of effective team member behaviors (follow-through, accuracy, timeliness, creativity, and spirit) may serve as a guide for helping teams identify behaviors that support synergy within the work team. 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives Coaching can take many forms, life coaching, business coaching, performance coaching etc. As with mentoring and counselling it is about helping the individual to gain self awareness, but it is goal focused and action is required so that the individual can move forward. The goal setting process has two components: skill development and psychological development. The outcome sought is that the coachee will achieve the goals set, and will thereafter feel able and confident to set personal goals for themselves. Developing a persons skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individuals private life. Mentoring happens in all organisations whether it is fostered as a development strategy; allowed or encouraged as an informal process; or is an activity that occurs below the consciousness of individuals. People are learning from others, adopting modelled behaviours and attitudes and absorbing the culture and perceived values of the organisation through their personal interactions with co-workers. Benefits to the Organisation Increase in morale and motivation Greater productivity Discovery of talent Development of leadership for future survival and prosperity Communication of values, goals and plans Demonstration of personal and professional standards Achievement of excellent service Implementation of equity initiatives Fostering of shared values and team work Enhancement of leadership and people management skills of managers Increase in staff satisfaction Building a learning organisation Managed careers Development of cross-organisational networks 2.4 Evaluate a team performance plan to meet organisational objectives As a Team Leader you will be required to ensure that Performance Plans are created for your team and its members. You should also ensure that you are involved in developing your own Performance Plan in conjunction with your Manager. Your Performance Plan ensures that you are clear on the levels of leadership and management performance that are expected of you and helps you to develop new skills as required. Performance planning should occur as: An Initial Performance Plan A Performance Improvement Plan Initial performance plan An Initial Performance Plan is a detailed plan for either an individual or a team and is used to: Identify the desired performance levels Identify how these performance levels will be achieved Provide guidance and direction Measure progress towards the desired performance levels Although there are no strict rules as to the format of a Performance Plan they normally contain the following information: Specific goals for development Performance measures Actions required to achieve goals An indication of how long goals will take to achieve Individual and team Performance Plans should align with the organisations overall objectives. This can be achieved by aligning the: Performance Plans with the Team Operational Plan Team Operational Plan with the Team Purpose Team Purpose with the organisations Strategic Plan Performance Plans might include the following types of goals: Key Performance Indicators (KPIs) Goals to improve competency levels Team building goals Whenever the performance levels of an individual or team are found to be below the levels indicated in the Performance Plan then a planning process to improve performance should be undertaken. Performance improvement plan When a performance deficiency is noted, it should be dealt with as quickly as possible. The following steps outline a process for handling poor performance. Collate the information regarding poor performance This information may be in the form of feedback, customer complaints, error rates, statistics and/or informal observation. Meet with the relevant team member(s) and discuss the issues During this meeting you will need to discuss the deficiency or inappropriate behaviour and identify the causes. Inadequate performance does not always indicate a problem on the part of the individual. Key Performance Indicators (KPIs) may be unrealistic or the resources required to achieve the performance standard may not be available. Develop a Performance Improvement Plan A Performance Improvement Plan provides an outline of what is required by both the individual and their Manager. You may find that your company or organisation has an existing process for implementing Performance Improvement Plans. You should consult with your Human Resources department or your Manager to determine if this is the case. Follow up Ensure that you monitor, follow up and evaluate the performance improvement as set out in the plan. A Performance Improvement Plan should clearly convey: The area of performance that requires improvement or development The action(s) to be taken Any parties required to assist in the achievement of the set actions The timeframe for achieving each action 3.1 Assess the process for monitoring team performance and initiate changes where necessary How do we initiate change Often it is easier to carry out a job if there is a specific plan to follow. When major changes are to be installed, careful planning and preparation are necessary. Strengthening the forces promoting the change and weakening resistance to it are the main tasks. Create a climate for change How people react to proposed changes is greatly influenced by the kind of climate for change that the manager/supervisor has created in the department. How is the right kind of climate created? Supervisors and managers who have enthusiasm for progress and change build a healthy climate. Creating the right climate is more than just passing on changes. It involves: Encouraging employees to seek ways of improving their jobs. Seeking suggestions and ideas from employees. This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. Get ready to sell Much of the difficulty in getting co-operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees questions before they are even asked. Answers to these questions would be useful. What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change. 3.2 Evaluate team performance against agreed objectives Implement the action plans and take corrective action when required to ensure the attainment of objectives Periodically review performance against established goals and objectives Appraise overall performance, reinforce behavior, and strengthen motivation. Begin the cycle again supervisors need to ensure that appraisal processes are congruent with objectives and goals. An MBO rating form needs to provide space to list staff member objectives in order of importance, as well as space for the evaluator to describe staff member performance using a mutually agreed upon scale. Categories of performance can include: distinguished performance, competent performance, provisional performance, and inadequate performance. Accountabilities and Measures approaches involve the supervisor and staff member agreeing on accountability and performance factors and including them in the job description. Performance is then forecast for each factor to enable quantifiable measures for each factor. An Accountabilities and Measures form can be created, with performance factor categories. 3.3 Evaluate the impact of the team performance in contributing to meeting strategic objectives Clear Expectations: Expectations for the team’s performance and expected outcomes are clearly known and understand why the team was created. The organization demonstrating constancy of purpose in supporting the team with resources of people, time and money. It work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders. Commitment: Team members feel the team mission is important. Members committed to accomplishing the team mission and expected the outcomes. The team members perceive their service as valuable to the organization and to their own careers. The team members anticipate recognition for their contributions and the team members expect their skills to grow and develop on the team. The team members excited and challenged by the team opportunity. Competence: The team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed. The team feel it has the resources, strategies and support needed to accomplish its mission? Charter: The team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission. The team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task. Control: Team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter and at the same time, the team members clearly understand their boundaries. The limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework? The team’s reporting relationship and accountability understood by all members of the organization. There is a defined review process so both the team and the organization are consistently aligned in direction and purpose. The team members hold each other accountable for project timelines, commitments and results. The organization have a plan to increase opportunities for self-management among organization members. Communication: The team members clear about the priority of their tasks and an established method for the teams to give feedback and receive honest performance feedback. The organization provide important business information regularly and the teams understand the complete context for their existence. The team members communicate clearly and honestly with each other and the team members bring diverse opinions to the table and all the necessary conflicts raised and addressed. Creative Innovation: It reward people who take reasonable risks to make improvements or does it reward the people who fit in and maintain the status quo. It provide the training, education, access to books and films, and field trips necessary to stimulate new thinking. The team members feel responsible and accountable for team achievements and are rewards and recognition supplied when teams are successful. The reasonable risk respected and encouraged in the organization. Team members fear reprisal. The team members spend their time finger pointing rather than resolving problems and the organization designing reward systems that recognize both team and individual performance. The organization planning to share gains and increased profitability with team and individual contributors. Coordination: The teams coordinated by a central leadership team that assists the groups to obtain what they need for success. Have priorities and resource allocation been planned across departments. The teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service. The cross-functional and multi-department teams common and working together effectively. The organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking. Cultural Change: The organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be and the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs. 4.1 Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action This is a unique approach to team leadership that is aimed at action orientated environments where effective functional leadership is required to achieve critical or reactive tasks by small teams deployed into the field. In other words leadership of small groups often created to respond to a situation or critical incident. The individuals should have the knowledge, skills and values required for todays and tomorrows jobs. One company clarified the usual definition of competence and framed it as right skills, right place, right job. Competence clearly matters because incompetence leads to poor decision-making. But without commitment, competence doesnt count for much. Highly competent employees who are not committed are smart, but dont work very hard. Committed or engaged employees work hard, put in their time and do what they are asked to do. In the past decade, commitment and competence have been the bailiwicks for talent. But my colleagues and I have found that next-generation leaders for an organization may be competent (able to do the work) and committed (willing to do the work), but unless they are making a real contribution through the work (finding meaning and purpose in their work), then their interest in what they are doing diminishes and their willingness to harness their talent in the organization wanes. Contribution occurs when employees feel that their personal needs are being met through their participation in their organization. 4.2 Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action Organizational behavior scientists study four primary areas of behavioral science: individual behavior, group behavior, organizational structure, and organizational processes. They investigate many facets of these areas like personality and perception, attitudes and job satisfaction, group dynamics, politics and the role of leadership in the organization, job design, the impact of stress on work, decision-making processes, the communications chain, and company cultures and climates. They use a variety of techniques and approaches to evaluate each of these elements and its impact on individuals, groups, and organizational efficiency and effectiveness. Groups of individuals gathered together to achieve a goal or objective, either as a committee or some other grouping, go through several predicatable stages before useful work can be done. These stages are a function of a number of variables, not the least of which is the self-identification of the role each member will tend to play, and the emergence of natural leaders and individuals who will serve as sources of information. Any individual in a leadership position whose responsibilities involve getting groups of individuals to work together should both be conversant with the phases of the group process and possess the skills necessary to capitalize on these stages to accomplish the objective of forming a productive, cohesive team. Bibliography Bass, Bernard M. (1985). Leadership and Performance Beyond Expectation. New York: Free Press. Bass, Bernard M. and Avolio, Bruce, J. (1994). Improving Organizational Effectiveness Through Transformational Leadership. Beverly Hills, CA: Sage. Bennis, Warren G. (1959). Leadership Theory and Administrative Behavior: The Problem of Authority. Administrative Science Quarterly 4: 259-260. Conger, Jay A., and Kanungo, Rabindra.(1987). Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings. Academy of Management Review 12: 637-647. Daft, Richard L. (1999). Leadership: Theory and Practice. New York: Dryden Press. Fiedler, Fred E. (1967). A Theory of Leadership Effectiveness. New York: McGraw-Hill. Graef, C. L. (1993). The Situational Leadership Theory: A Critical Review. Academy of Management Review 8: 285-296. Hall, Richard H. (1982). Organizations: Structure and Process. New York: Prentice Hall. Hofstede, Geert (1980). Cultures Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage. Howell, Jane M. (1988). Two Faces of Charisma: Socialized and Personalized Leadership in Organizations. In Jay A. Conger and Rabindra N. Kanungo, eds., Charismatic Leadership: The Elusive Factor in Organizational Effectiveness. San Francisco: Jossey-Bass. House, Robert J. (1996). Path-Goal Theory of Leadership: Lessons, Legacy and a Reformulated Theory. Leadership Quarterly 7: 323-352. Hughes, Richard L., Ginnet, Robert C., and Curphy, Gordon J. (1996). Leadership: Enhancing the Lessons of Experience. Chicago: Irwin. Kirkpatrick, S.A., and Locke, Edwin A. (1996). Direct and Indirect Effects of Three Core Charismatic Leadership Components on Performance and Attitudes. Journal of Applied Psychology 81: 36-51. Kotter, John P. (1988). The Leadership Factor. New York: Free Press. Meindl, James R. (1990). On Leadership: An Alternative to the Conventional Wisdom. In B. M Staw and L.L. Cummings, eds., Research in Organizational Behavior, vol. 12. Greenwich, CT: JAI Press. Meindl, James R., Ehrlich, S.B., and Dukerich, J.M. (1985). The Romance of Leadership. Administrative Science Quarterly 30: 78-102. Trice, Harry M., and Beyer, Janis M. (1991). Cultural Leadership in Organizations. Organization Science 2: 149-169. Yuke, Gary. (1998). Leadership in Organizations, 4th ed. New York: Prentice Hall.

Lactase Enzyme Essay

This lab will examine the specificity of an enzyme (lactase) to a specific substrate (lactose). Students will observe the actions of the enzyme and how shape is important to enzyme reactions. Background information: Lactose, the sugar found in milk, is a disaccharide composed of glucose and galactose (both six-sided sugars). Sucrose, ordinary table sugar, is also a disaccharide composed of fructose and glucose. Glucose is a six-sided sugar and fructose is a five-sided sugar. Lactase is an enzyme that breaks lactose down into galactose and glucose. Lactase can be purchased in pill form by people who are lactose intolerant. These people lack the enzyme, lactase, and cannot break down the sugar lactose into its component parts. Although lactose is similar to sucrose, lactase will break down only lactose because of the shape of the sugar. In this lab, you will see lactase break lactose down into galactose and glucose. You will also observe what happens if the shape of lactase is changed due to heating. Materials/ resources: * Lactase tablets: these can be bought in any drug store or grocery store. Fifteen milliliters of milk: any milk will work. Water: used for dissolving the lactase tablet, dissolving the sucrose and boiling the lactase. * Sucrose: five grams per group. * One hundred milliliter graduated cylinder/ten milliliter graduated cylinder: measuring water and enzyme amounts. * Three four hundred milliliter beakers: used for dissolving the lactase tablet, dissolving the sucrose and boiling the lactase. * Five test tubes: these tubes hold the different solution mixtures. * Test tube rack: hold the test tubes. * Marking pencil: mark the test tubes so that confusion does not occur. * Clock * Hot plate with a Pyrex test tube for denaturing the enzyme. Glucose test strips: these strips can be found in any drugstore. Stirring rod: helps to mix up the lactase tablet in the water. Lab procedures: 1. Gather the materials. 2. Label the test tubes with the following labels: 0 A. Test tube with skim milk and enzyme solution. B. Test tube with skim milk and water. C. Test tube with skim milk and denatured enzyme solution. D. Test tube with sucrose solution and enzyme solution. E. Test tube with sucrose solution and water. 3. In test tube A add two milliliters of skim milk and one milliliter of enzyme solution. 4. Time for two minutes and test for glucose with the glucose test tape. Record this data in table 1. If there was glucose present mark a ‘+’ in the table. If glucose was absent, mark a ‘-’ in the table. 5. In test tube B add two milliliters of skim milk and one milliliter of water. 6. Repeat step 4. 7. In test tube C add two milliliters of skim milk and one milliliter of denatured enzyme solution. 8. Repeat step 4. 9. In test tube D add two milliliters of the sucrose solution and one milliliter of enzyme solution. 10. Repeat step 4. 11. In test tube E add two milliliters of the sucrose solution and one milliliter of water. 12. Repeat steps 4. Results: Glucose Presence in the Following Solutions| Type of Solution| Positive or Negative Glucose Result| Test tube A: milk and enzyme solution| Â  | Test tube B: milk and water| Â  | Test tube C: milk and denatured enzyme solution| Â  | Test Tube D: sucrose solution and enzyme solution| Â  | Test Tube E: sucrose solution and water| Â  | | Conclusion and Questions: 1. Diagram and describe the lactose and lactase reaction (may need to research this). 2. Why did the enzyme react to lactose but not to sucrose? 3. What happened when the enzyme was boiled? 4. Another way to affect the enzyme is by lowering the pH of the solution. However, lactase is supposed to be able to work in the stomach. Would lowering the pH of the enzyme solution affect the enzyme? Why or why not? 5. What type of reaction is this? Dehydration or hydrolysis? Content to be covered in conclusion paragraphs: It should explain the general conclusions of the lab. May refer back to background information to help explain the conclusion of the lab. Should refer back to the GENERAL data in the results. Restate the purpose and state whether the hypothesis was correct or not and why. Clearly state and explains how at least THREE errors may have occurred in the lab. Also explains common pitfalls a person SHOULD avoid.

Ellasaurus Product Essay

Ellen will use some copyrighted illustrations from her books on the Website. She will also include themes from the story lines of her books in some of the games that will be available (free) on the site to registered visitors. What are at least two intellectual property issues that might arise in the operation of the website? The first intellectual issue in the operation of the website will be in relation to the copyrighted illustration and contents which will be used on the website. Ellen will need to ensure that such use of copyrighted content does not violate intellectual property laws and due permission and authorization is taken from the owners of such copyrighted content, ie, the publisher of the books. Secondly, the games used on the website should be proprietary and if such games are taken from another website, permission from the owner of such content should be taken in advance. Ellen cannot display any proprietary or copyrighted content from another website or from any other source. Permission should be taken in advance and legal formalities should be completed before using any such material. What are some of the potential ethical issues that Ellen faces because of the ages of her intended audience? The primary ethical issue, due to the age of the target audience, is that the content of the website should be carefully developed so as to ensure that it is fully appropriate for the children and kids visiting the website. The owner of the websites should be ethically conscious in creating content that does not impart any wrong message to small kids and should enhance their knowledge and does not result in any harm. For example, the site should not display pornographic content. What are some of the laws with which the site must comply with when it registers site visitors under the age of 13? What are some recommendations regarding how Ellen can best comply with those laws? One of the laws is that the site does not knowingly collect or solicit Personally Identifiable Information from or about children under 13 except as permitted by law. Another one is that Company will not disclose information collected from children under the age of thirteen (13) (or from adults for that matter) to third parties unless indicated otherwise or in special cases where Company has reason to believe that disclosure is necessary to identify, contact or bring legal action against someone who may be causing injury to or interference (whether intentionally or unintentionally) with Company’s rights or property or anyone else who may be harmed by such actions or if required by law Ellen can best comply with such laws by hiring the services of a lawyer or legal professional who has significant expertise with cyber laws.

At the end of the play Malcolm refers to Macbeth this dead butcher. How for do you agree with this description Essays

At the end of the play Malcolm refers to Macbeth this dead butcher. How for do you agree with this description Essays At the end of the play Malcolm refers to Macbeth this dead butcher. How for do you agree with this description Paper At the end of the play Malcolm refers to Macbeth this dead butcher. How for do you agree with this description Paper As we know Malcolm refers to Macbeth as a dead butcher. This could be defined as a butcher feels no emotion when hacking, or chopping meat; a butcher may hold a bloody knife bloody, he may relish what he does and has no emotion or regrets, because this is his job. This implies that the manner in which Macbeth has killed is thoughtless, and shows no emotion when killing. When referring back to the quotation, Malcolm says this at the end of the play when Macbeth has been killed, makes this statement because Macbeth had killed his father. Malcolm has used a metaphor here when describing Macbeth as this dead butcher. Although we can hold Macbeth responsible for all the physical murders he has done, we can also hold him responsible for the entire mental killing he has done, because he has planned to kill.At the beginning of the play we hear about Macbeth before we see him, he is referred to as a brave, bloody, valiant fighter. He is deemed as a hero by his king and soldiers, for brave Macbeth well he deserves that name, this tells us audience that Macbeth is a good and loyal warrior. We also read about Macbeth as a bloody killer on the battle field, whist they were fighting against the Norwegian and how savagely and brutally he killed the traitor Macdonald, till he unseemed him from the nave to thchaps, and fixed his head upon our battlements, this was a killing that was justified because Macdonald was a traitor, here Macbeth is almost butcher like. After the battle Macbeth and Banquo come across three witches, they greet Macbeth with the following words, All hail Macbeth hail to thee, thane of glamis thane of cawdor that shalt be king here after, this quote is claiming that Macbeth will rise from thane of glamis to cawdor and then soon become king.Macbeth is intrigued and wants to know more, stay you imperfect speakers tell me more, contrastingly Banquo on the other hand is not consented or intrigued by there prophecy. He does not think abou t their prophecy until a messenger comes from the king making Macbeth thane of cawdor. A seed of ambition has been planted into Macbeths mind when they arrive, and Duncan makes Malcolm, his son, prince of Cumberland, Macbeth starts to think that this is an obstacle in his way, on which I must fall down or else for in my way it lies stars hide your fires, let not light see my block and deep, he starts to think of murder my thought, whose murder is yet but fantastical he implies that murdering Duncan would be like a dream or a fantasy, and is shocked with what he is thinking and decides to leave it to fate.Lady Macbeth has told Macbeth to look like the innocent flower but be the serpent under it lady Macbeth has helped the seed of ambition in Macbeth to take over all his thoughts to not kill king Duncan. Before the killing of Duncan Macbeth weighs up the reasons for and against if Im going to do it Id better do it quickly if my plan goes wrong what ever happens afterward is worth it, here Macbeth is weighing the reason to kill the king. Hosts dont kill their guest, they should protect them Duncan is a good king it seams unfair to kill him it all could go wrong and comeback to haunt me, these are reasons he has weighed up the reasons not to kill him. Macbeth is having a fight within himself whether to kill Duncan or not but has more reasons not to contribute to the killing of Duncan, because he is a good king.At the end of his monolog he has decided that this is only his ambition motivating him and decides to proceed no further in the business, but Lady Macbeth holds him to his vow to kill Duncan, telling him that I have given suck, and know How tender tis to love the babe that milks meI would, while it was smiling in my faceAnd dashd the brains out, had I so sworn as you have done to this., and refers to him as a coward. Macbeth, swayed, asks her: If we should fail She answers, But screw your courage to the sticking-place, and well not fail, this tells us that Macbeth is very weak against his wife, and that her soul purpose is to change his mind. At the end of Act1 sc 7 Macbeth has decided that he is going to go through with the murder I am settled and bend up each corporal agent to this terrible feat.At the beginning of act 2 Banquo is a little weary and does not want to sleep, he feels uncomfortable and is laid with a burden. A heavy summons lies like lead upon me, Macbeth however whilst talking to Banquo is acting like how Macbeth told him to, look like the innocent flower but be the serpent under it. This is very ironic because he is planning traitorous thoughts of murder. Now that Macbeth has committed the murder he feels sorry and regret this is a sorry sightIm afraid to think of what I have done and metaphorically thinks that he has murdered sleep, here he is not butcher like because he knows what he has done wrong, and feel regret after the murder. Straight after this murder the next morning when Macduff sees the king dead he is a fraid to speak of it, Do not bid me speak, see and then speak your selves. When Macbeth enters along with Lady Macbeth, Banquo, Donaldbain and Malcolm, Macbeth instantly butcher like kills the two guards who were drugged by Lady Macbeth; he does this so that the guards looked like the ones who killed King Duncan.Lady Macbeth and Macbeth have made the witches prophecy came true. However Banquo is suspicious of Macbeth thou hast it now, King, cawdor, glamis all as the weird women promised and fear thou playedst most fowly fort, hear Banquo is everything Macbeth used to be. Macbeth knows that Banquo is suspicious and knows that he has to kill him, but when the two having there conversation, Macbeth is acting like the innocent flower but the serpent underneath it. Ride you this afternoon? ist for you ride? fail not our feast. Whilst in this dialogue Macbeth is very deceitful, the fears Banquo because he was also there when the prophecy was said that Macbeth shall be King and Banquo has all the good qualities Macbeth had at the beginning of the play but since has lost, Banquo reminds Macbeth of who he was nobility and loyalty.This time Macbeth does not need to be cohurst by lady Macbeth instead he tells her to be innocent of the knowledge, derest chuck, till thou applaud the deed, this shows that this time he has totally acted on his own King of Scotland is nothing if people one suspicious of him even though he his King now he stated to himself to be thus is nothing but to be safely thus, our fears in Banquo stick deep and in his royalty in nature in his signs that which would feard, he explains in this soliloquy that being king of Scotland is nothing if people are suspicious of him. However this time Macbeth is not going to commit the murder himself he is going to his murderers to do it, he makes them believe that Banquo held them back both you know Banquo was your enemy so is he mine

Essay on CriminologyEssay Writing Service

Essay on CriminologyEssay Writing Service Essay on Criminology Essay on CriminologyIn order to detect and prevent crime, it might be helpful to understand the psychology of criminals and their way of decision-making. Most frequently, offenders make short-term decisions which are very driven by emotions. The crime takes place when the perceived benefits outweigh the perceived costs. According to Bosworth Hoyle (2011), it is possible to identify three key drivers of crimes: the offender wants to get something or to do something very desirable for him or for her, wants to restore own self-perception and image or wants to punish someone for some actions that the offender qualifies to be wrong.An example of crime from a news website can be used to explore the motives and reasoning of offenders. On April 19, 2014 two teenagers in Santa Cruz, CA attacked an elderly woman who was 86 years old and tried to steal her purse (South Bay News, 2014). They ran at her, knocked her down and tried to take the purse from her. When they did not succeed to grab the purse quickly, the men ran away. The woman suffered serious injuries and was taken to the hospital.In this case, the teenagers were clearly driven by the wish to steal the purse of the victim and it is likely that they wanted to own these money. This motive falls into the first category of motives outlined by Bosworth Hoyle (2011). Evidently, the offenders believed that they would not be caught and found at the moment when they made a decision to commit the crime. Therefore, the perceived benefits of stealing the purse outweighed the risks of being caught for them.This example illustrates that offenders tend to rely on short-term desires and short-term perceptions. Indeed, after a reasonable consideration one can see that there was a high probability for the offenders to be caught and the benefits of stealing a purse were quite low (unless the old woman had a large sum of money there). Most likely, the offenders estimates of costs and benefits were influenced by their emotions. In general, the analysis of the costs and benefits associated with the crime might be helpful for investigating and preventing crimes, but it is important to remember that offenders might often act illogically and emotionally, so any results of rational analysis should be perceived as one of the many possibilities. The analysis of costs and benefits is more appropriate for crimes that require long-term planning and preparation rather than for sudden or unexpected crimes.

Gender and the Workforce Essay Example | Topics and Well Written Essays - 4000 words

Gender and the Workforce - Essay Example Gender and the Workforce In the following paragraphs an attempt has been made to analyze the unequal distribution of labor between the genders associated with unemployment, wage gaps and workplace discrimination that are at a much aggravated level in UK than in US, though the socio-economic implications are more or less the same. Workplace discrimination is more pronounced in UK than in the US, where gender segregation in profession is attributed to the preferences of women for more flexible female dominated sectors. In US occupational segregation is somewhat countered by gender crossovers in professions, which is not a common trend in UK. Thus, the origins for such gender based disparity are evidently distinct due to the subtle socio-cultural differences between the workforces of two countries. This interplay between gender and the workforce largely regulates the fulcrum of the eternal demand - supply balance in the labor market, thereby assisting in the economic growth of a country. An unequal distribution of workforces due to differences in gender issues is liable to create disparity in employment standards leading to professional inactivity in the society. This does have serious implications in the demand aspect of the contemporary labor market, which can further be aggravated under the present recessionary conditions. The paper aims to focus on this grave situation resulting from a widespread economic inequality due to gender bias.The participation and wage gap based on gender differences are seen to adverse effects on the overall socio-economic balance of US and UK that are prone to inflict projected imbalances in a global scale. In view of the present job market perturbations, there is indeed a need for making a firm stand on a much stabler platform with newer princip les, rectified vision and modern outlook through legislation, organization, litigation and proper evaluation to generate employments based on the facets of equality. The question of gender is an important aspect of any structured analysis determined to feature the socio-economic condition of a system. By system we indicate the interdependent circle of people and institutions defining a state, or a commune, or even the existing global setting. The social distinction based on class, gender, race and other pertinent strata are regulated as per the directives of the system ultimately defining its manifesto leading to far fetched effects having socio-economic implications. Differences in gender result in a disparity in the levels of socio-economic utilization and employment benefits in a functional system. As a matter of fact, the question of gender gap on the state of employment has been dealt in a number of popular literary sources. The main issues that need to be addressed are the effects of the division of labor between sexes, the implication of gender based discrimination on wages and the consequences occupational segregation based on gender dist inction. But the effect of gender bias on unemployment is an issue that has been singled out in most contemporary arguments. Let us start our argument with a hard fact - the Labor Statistics Bureau in US created more than 8.3 million allocations for employment since August 2003 out of which almost 1.5 million jobs created over the next one year ceased to exist. (Associated Content, 2008) The picture has not much improved since then and more jobs are going into oblivion with each passing day.

Design ethics of pratice Essay Example | Topics and Well Written Essays - 1750 words

Design ethics of pratice - Essay Example This paper highlights the competing values that have played out the contemporary companies that advertise their products. In 1996, Calvin Klein also known as CK made remarkably advertisements in the televisions, and magazine, the advert was in promotion of their jeans products. The advert drew criticism from all quarter of the world given the kind of pictures that were used in the adverts, the company used picture of some young people that were posed in a provocative manner- the young people were actually nude. They made this pictures be aired in televisions attracting huge uproar of complains and castigation. Notwithstanding, CK has had a fair share of controversies surrounding their advertisement criteria, in 1980's they aired ads that saw a 15-year-old actress Brooke Shields saying, ‘Nothing comes between me and my Calvin’ (Berry 2000, p. 41). The advert becomes controversial in the sense that it is mostly concentrated around the actress private parts; this has raised eyebrows and attracted condemnation from the public. The focus of the advert on the specific parts of the actress body was perceived unethical and resulted into complains that were given then. The company staged a series of ads in 1996 that was aimed at promoting the CK jeans wear by engaging models who posed in suggestive ways. The ads began in early July and ran in several magazines that were read by those considered to be under aged. For instance, during the period of advertisement in the magazines, young girls aged 12 years got access to the pictures that were considered unethical. Many publishers, in this relation claimed that the adverts that were used by CK then bordered pornography and should not have been aired to the public. Figure A shows one of the images taken from the ad of 1996 Figure A As can be seen in the pictures, the ad exhibited a photographer shooting a young male and a female models in what appeared to be a wood-panelled basement. The shooting was coupled wit h a creepy, predator voice of the young lady asking the man who is half dressed some suggestive questions. The lady asked â€Å"Do you think you can rip off that shirt on your body?† the young man then responded and obliged to the young lady’s question by removing the shirt. She continued and commented â€Å"That's a nice body, do you work out?† at this time, the camera used in the shoot out was concentrating in the young lady’s private parts. Parent groups and children welfare organizations raised questions about the age of the participants in the campaign, many of whom looked to be under 18.  These organizations felt that the children were being coerced to appear in the shoot out under the pretence that they will be normal shooting but the whole issue changes to the nude shooting that is used for CK adverts. According to the organizations, adverts should be moderated even if they have to be suggestive about sex, the one that was used by CK went overbo ard since the shoot out was done in an environment that depicted pornography. The belief that the advert bordered on pornography is also accentuated by the fact that one can hear the photographer instructing the actress on how to look like a pornographic actress.   This public complain was taken to the department of justice and investigations were warranted to look into the possibility of the advert having violated child phonographic