Ian Lucas Essays (863 words) - DraftNoah Cronbaugh,

Ian Lucas 5/01/17 HLT 110 Courtney Dowell FINAL REFLECTION ESSAY At first the only reason I took this class was because it was what I needed to take for my degree. My girlfriend Rachel took this class with me because we wanted to take at least one class together because even though we went to same high school we never took a class together before. I thought I would dread every Tuesday and Thursday, waking up at 7 AM getting ready for my 8 AM class, carpool with Rachel and listen to the instructor lecture to us about our health but I turned out to be wrong. Courtney Dowell you are one of my favorite professors I have had the privilege of being a student of, and I really hope that you work full-time in the near future because you really deserve it. You have inspired my girlfriend Rachel and I in what you teach and you're the only class that I think I will ever enjoy taking early in the morning. Your passion speaks great volume, and the way you make everyone's input feel important without skipping a beat truly speaks on what kind of person you are, y ou are definitely meant to be a college professor. With that being said I have enjoyed many of our discussions, mini papers, and assessments that we did during the semester. My favorite health topic that we discussed was on the different levels of stress that we talked about around the first couple of weeks. It was something I related to because I have anger issues that I control to the best of my ability and I use some of the coping methods that we learned as well. I also very much enjoyed talking about healthy and unhealthy relationships, it was very interesting to see Jack debate with this other girl for a good five minutes on why women should leave instead of staying in the abusive relationship. I honestly thought this was going to be the most boring class of all time, but it instead was just bunch of people who are extremely different from one another that eventually got to love each other by the end of the year. I knew this was going to be a class where you had to do your work to pass, and study a little hard for your test to p ass but I didn't know that I would enjoy every second of it. I will miss everything about this class, I will apply everything I learned from stress management, ways on saving the environment, ways of preventing of STI's, improving my spiritual health, checking the food I'm eating, and setting goals for myself. A project that I think you should consider is have the class document they're journey on setting healthy goals for themselves and them going through with it, and have it be a 2-3 page paper. It would also be cool if you give the students an option to present their journey of achieving their set goals because it will not only make the students feel good about themselves but it will make the students live a healthier lifestyle. I believe the "Concepts of Personal and Community Health" should be a general education course because it is something that I feel everyone has to know in their life. This course goes more in depth in health than any of our health classes in high school, middle school, or elementary school. College students need to know the importance of checking our nutrition, taking our wellness assessment and setting goals to improve in certain areas of their life. Taking this class most definitely has opened my eyes to how I'm living my life, it was a huge wake up call, it s omething that every college students deserves to know, how to live our life healthy, and productively. To summarize the entire semester it started off with an awkward forced hello to every classmate saying hello to everyone with a huge smile when walking into class. To being sleepy all through the morning, to being full energy and filled with questions that we so desperately wanted to ask Professor Dowell. I think it all changed because of the passion we

menonites essays

menonites essays Throughout a long journey and endless flight the Mennonites have suffered religious persecution almost wherever they were. In the story sailing to Danzig the author Rudy Wiebe describes the life of a man who is searching for his identity through historical books and the tales of his family members. The Mennonites religious movement was first started during the protestant reformation in the 1520s and was led by Menno Simons (Encarta). Originating in Switzerland it was not very long before they were prosecuted because they refused to sanction war or to enroll in the military, because of their peaceful beliefs (Encarta). They fled to numerous parts of the world such as the Rhinelands and the Netherlands, others to America (Pennsylvania), and still others to Eastern Europe. (Encarta) As a Mennonite the main character of Sailing to Danzig explores his past through books and memories to cement his beliefs. Genealogical history accentuated by religious persecution an isolationist living can help explain ones religious and family values. The Mennonites throughout their existence have had a tumultuous history. Because of their strong beliefs on various topics and their sect like behavior of seclusion the Mennonites as well as other religious groups such as the Hutterites and the Amish have had to flee to other countries to seek refuge and peace. The Mennonites were targeted since they were created for many different reasons but a few are common and persistent. The move away from the Roman Catholic church was one of the main reasons for their persecution. The Protestants under King Henry the VIII had a leader and were a large group, unlike the Anabaptists who were divided into small groups and therefore more easily preyed on. Their belief such as their position against infant baptism were strongly disliked th...

International Business - Global Marketing Essay Example | Topics and Well Written Essays - 750 words

International Business - Global Marketing - Essay Example Most firms will be reluctant to enter countries that have high political risks unless the potential returns are high or when countries with high political risk are providers of raw material that are in short supply. Thus, inflation rates, balance of payments, exchange rate stability, government budgets and the record of growth will be considered to evaluate the prospects for economic instability or crisis. Environmental scanning, strategy development and consistent market and global industry monitoring are the main steps for successful operation oversees (Keegan, Green, 2003). 2. The organizational theory/management has a long history goes back to ancient times. The main stages of management history development coincide with the traditional stages of historical development. The first is the Ancient history including Sumerians, Egyptians, Babylonians (Hammurabi's Code), Hebrews (Jethro), when private merchants appeared. Scalar and Exception Principles were the core of management. It is possible to include the primitive stage into this classification, when collecting and primitive trade (interchange) existed, but this management process was not conscious, but rather intuitive. In Ancient East, China developed management thought based on a class principle (division of labor), generic and distinct management styles. Further, Alexander the Great developed a staff principle. During Medieval Period delegation principle and Mercantilism were developed. In their works Machiavelli and Thomas More discussed the principle of ideal organizational structure. Industrial period has lasted from 1765 to present time. This period is marked by a free market system of production, corporate culture and integration (R. Owen, A Ure). The XX century has evolved the main concepts of contemporary management practice utilizing the previous knowledge (Keynes). (Minor, 1995). 3. a). A company should use international division when it achieves competitive advantage in a national industry and requires executives and managers to maintain a well-defined strategic focus abroad. Their task is to guide marketing efforts, coordinate and direct activities and monitor economic environment of a country to predict possible opportunities and threats. International division will be able to maintain a strict control over trade and administrative activities in a foreign country, and reach wider target audience implementing advertising and promotion activities. A single organizational unit will help to deal with special environment of a foreign country. The international division cannot solve the problems of another layer of management if its budget is inadequate to this task. It cannot solve the problems outside its regional location (Keegan, Green, 2003). b). Global product structure is often considered as a separate marketing context requiring adaptations of the product, its price and the way it is promoted to account for differences in cultural expectations or constraints imposed by the governments of nation states. Geographic approach allows a firm to select particular markets similar to their organizational arrangements, which help to avoid a failure if products are not tailored to local markets. Such differences have led many firms to appoint local agents in different countries to

Diabetes Assignment Example | Topics and Well Written Essays - 1250 words

Diabetes - Assignment Example Metabolism is the functionality of the body cells to convert the food and its constituents to attain energy. It helps the cells to grow and divide. The food that our body digests is converted to most simple type of sugar that is glucose. Glucose is entered into our blood stream by our digestive system. Blood transports the glucose to the cells. Insulin is the hormone that helps the glucose to enter the cells. Without insulin our cells are unable to absorb the glucose. Pancreas produces insulin and maintains the level of insulin in the blood. The hormonal system distinguishes how much insulin should be produced to absorb the glucose. It also stabilizes the amount of glucose that is present in the body by producing different amount of insulin according to the diet we intake. Diabetes is a condition in which either body is unable to produce set level of insulin or produce no insulin or the cells of the body do not respond to wards the insulin. The condition may also occur if the pancreas fails due to imbalance hormonal system or any other condition. Without the insulin, the body is unable to convert the glucose into energy. The blood has increased level of glucose. Some glucose is expelled out of the body through urine. The cells are unable to gain the glucose. Besides polyphagia (frequent urination), polydipsia (increased thrust) and polyuria (increased hunger) are the common symptoms of the diabetes, diabetes may cause immense damage to other systems of the body. Following complication may occur as the result of untreated diabetes. Eye complications (eyesight got affected due to diabetes),  Foot complications (foot muscles are unable to heal and foot wounds are unable to heal and take more time to heal),  Skin complications (skin lacks the sensitivity),  Heart problems,  Hypertension (lack of energy and glucose to the cells may bring the condition of hypertension), Mental health (The

Soft Path Energy vs. Hard Path Energy Essay Example | Topics and Well Written Essays - 500 words

Soft Path Energy vs. Hard Path Energy - Essay Example On the contrary, champions of soft path argue that soft path energy ensures quality energy in that the energy is environmentally friendly (Botkin and Keller, 2010). More so, soft path policy leads to production and delivery of flexible and sustainable energy (Parkins, 2001). Such sources of energy, therefore, include, wind, sunlight and biomass. Unfortunately, many nations, including developed nations, such as the United States, have energy policies that are more oriented to hard path than the soft path. Therefore, an understanding of the advantages and disadvantages of soft path energy, as compared to the hard path energy, is crucial in deciding whether to exploit soft path energy. Soft path energy alternatives are more environmentally friendly than their hard path counterparts. In particular, they have less harm to their environs than hard path energy (Parkins, 2001). For example, the electricity used to light houses and drive air conditioning systems can be produced from hydroelectric power plants comprised of large dams, which pose a risk to people living around them. Electricity can also be produced from nuclear power plants, which are health hazards and consume large amounts of water for cooling purposes. Sunlight can be used for lighting purposes, in its raw form through opening windows or using transparent iron sheets, or electrically using solar panels that convert sunlight to electric energy. Wind turbines can also be used to harness wind energy and convert it to electric energy for lighting purposes. These lighting methods do not pose as much harm to the environment or risk animal, plant and human life as is the case with hard energy. Moreover, they contribute less to global warming because they emit fewer gases and carbon (if any) to the atmosphere. Soft path energy alternatives are also renewable in that their sources cannot be exhausted, which is not the case with hard path energy sources. For

Modern Structural Organization Theory: A Summary

Modern Structural Organization Theory: A Summary Introduction The â€Å"modern† structuralists are concerned with many of the same issues that the classical social structuralists were, but their theories have been influenced by and benefited greatly from advancements in organization theory since the second World War. â€Å"Modern† structuralists’ tenets are similar to Classical structuralists’ thinking: organizational efficiency is the essence of the organizational rationality, and the goal of the rationality is to Increase the production of wealth in terms of real goods and services. Structural organization theory is concerned with vertical differentiations (hierarchical levels of organizational authority and coordination, and horizontal differentiations between organizational units) such as those between product or service lines, geographical areas, or skills. The basic assumptions of the structural perspective: Organizations are rational institutions whose primary purpose is to accomplish established objectives; rational organizational behavior is achieved best through systems of defined rules and formal authority. Organizational control and coordination are key for maintaining organizational rationality. There is a â€Å"best† structure for any organization, or at least a most appropriate structure in light of its given objectives, the environmental conditions surrounding, the nature of its products or services, and the technology of the production process. Specialization and the division of labor increase the quality and quantity of production, particularly in highly skilled operations and professions. Most problems in an organization result from structural flaws and can be solved by changing the structure. The Most Important Theorists and Their Contributions Mechanistic and Organic Systems (Tom Burns and G. M. Stalker) The beginning of administrative wisdom is the awareness that there is no one optimum type of management system. They developed their widely cited theory of â€Å"mechanistic and organic systems of organization†, and Contribute to the creation of the â€Å"sociotechnical approach†. They found that stable conditions may suggest the use of a mechanistic form of organization where a traditional pattern of hierarchy, reliance on formal rules and regulations, vertical communications, and structured decision making is possible. Dynamic conditions(situations in which the environment changes rapidly) require the use of an organic form of organization where there is less rigidity, more participation, and more reliance on workers to define and redefine their positions and relationships. Either form of organization may be appropriate in particular situations. Characteristics of the â€Å"Mechanistic Management System† are: The specialized differentiation of functional tasks into which the problems and tasks facing the concern as a whole are broken down. The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole. The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the task. The precise definition of rights and obligations and technical methods attached to each functional role. The translation of rights and obligations and methods into the responsibilities of a functional position. Hierarchic structure of control, authority, and communication. A reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made. A tendency for interaction between members of the concern to be vertical (between superior and subordinate). A tendency for operations and working behavior to be governed by the instructions and decisions issued by superiors. Insistence on loyalty to the concern and obedience to superiors as a condition of membership. A greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill. Characteristics of the â€Å"Organic Management System† are: The contributive nature of special knowledge and experience to the common task of the concern. The â€Å"realistic† nature of the individual task, which is seen as set by the total situation of the concern. The adjustment and continual redefinition of individual tasks through interaction with others. The shedding of â€Å"responsibility† as a limited field of rights, obligations, and methods. The spread of commitment to concern beyond any technical definition. A network structure of control, authority, and communication. The sanctions which apply to the individual’s conduct in his working role derive more from presumed community of interest with the rest of the working organization in the survival and growth of the firm, and less from a contractual relationship between himself and a nonpersonal corporation, represented for him by an immediate superior. Omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now task may be located anywhere in the network; this location becoming the ad hoc center of control authority and communication. A lateral rather than a vertical direction of communication through the organization, communication between people of different rank, also, resembling consultation rather than command. A content of communication which consists of information and advice rather than instructions and decisions. Commitment to the concern’s tasks and to the â€Å"technological ethos† of material progress and expansion is more highly valued than loyalty and obedience. Importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieux external to the firm. The Concept of Formal Organization (Peter M. Blau and W. Richard Scott) Social organization refers to the ways in which human conduct becomes socially organized, that is to the observed regularities in the behavior of people that are due to the social conditions in which they find themselves rather than to their physiological or psychological characteristics as individuals. Since the distinctive characteristics of these organizations is that they have been formally established for the explicit purpose of achieving certain goals, the term â€Å"formal organization† is used to designate them. They assert that all organizations include both a formal and informal element. The informal organization by its nature is rooted in the formal structure and supports its formal organization by establishing norms for the operation of the organization that cannot always be spelled out by rules and policies. It is impossible to know and understand the true structure of a formal organization without a similar understanding of its parallel informal organization. Organizational Choice: Product versus Function (Arthur Walker and Jay Lorsch) A manager facing the same basic question when he think about the form of his organization, whether to group activities primarily by product (various functional specialist working on a single product be grouped together under the same superior) or by function (all specialist in a given function be grouped under a common boss regardless of difference in products they are involved in). The manager should make choices based on these three criteria: Which approach permit maximum use of technical knowledge? Which provides the most efficient utilization of machinery and equipment? Which provides the best hope of obtaining the required control and coordination? The characteristics of manufacturing companies, the first are organized by product basis, and the other by function basis. For function based company: Less differentiation except in goal orientation. Integration is somewhat less effective. Confrontation of conflicts, but also â€Å"smoothing over† and avoidance; rather restricted communication pattern. Efficient, stable production, but less successful in improving plant capabilities. Prevalent feeling of satisfaction among the employees, but less feeling of stress and involvement. For product based company: Greater differentiation except in structure and time orientation. Integration is more effective. Confrontation of conflicts, open, face-to-face communication. Successful in improving plant capabilities, but less effective in stable production. Prevalent feeling of stress and involvement, but less feeling of satisfaction. They concluded that either structural arrangement can be appropriate, depending upon the organization’s environment and the nature of the organization itself. The Five Basic Parts of the Organization (Henry Mintzberg) Synthesized many schools of organizational management theory. Created a model of organizations with five interdependent parts: the strategic apex, the middle line, the operating core, the technostructure, and the support staff. Operating Core: the operators carry out the basic work of the organization. Strategic Apex: Those at the very top of the hierarchy, together with their own staff. The apex is charged with ensuring that the organization executes its mission. Middle Line: Managers that join the apex to the core. Middle line which transmits authority from the top to the bottom. Technostructure: The analysts carry out their work of standardizing the work of others, in addition to applying their analytical techniques to help the organization adapt to its environment. Support Staff: Supports the functioning of the operating core indirectly, that is, outside the basic flow of operating work. The interdependencies among the organizational members can be showed as: Pooled coupling: Members share common resources but are otherwise independent. Sequential coupling: Members work in series as in a relay race. Reciprocal coupling: Members feed their work back and forth among themselves in effect each receives inputs from and provides outputs to the others. In Praise of Hierarchy (Elliott Jaques) Managerial hierarchy is the most efficient, the hardiest, and in fact the most natural structure ever devised for large organizations. Properly structured hierarchy can release energy and creativity, rationalize productivity, and actually improve morale. Managerial hierarchy or layering is the only effective organizational form for deploying people and tasks at complementary levels, where people can do the tasks assigned to them, where the people in any given layer can add value to the work of those in the layer below them, and, finally, where this stratification of management strikes everyone as necessary and welcome. One of businesss great contemporary problems is how to release and sustain among the people who work in corporate hierarchies the thrust, initiative, and adaptability of the entrepreneur. Hierarchical structure has been the source of a great deal of trouble and inefficiency, the common complaint it face are: The excessive layering, too many rungs on the ladder. Information passes through too many people, decisions through too many levels. Few managers seem to add real value to the work of their subordinates. Hierarchies bring out the nastier aspects of human behavior, like greed, insensitivity, careerism, and self importance. Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable. Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable. Why Hierarchy? Managerial hierarchy is and will remain the only way to structure unified working systems with hundreds, or thousands of employees, for the very good reason that managerial hierarchy is the expression of two fundamental characteristics of real work: The tasks we carry out are not only more or less complex but they also become more complex as they separate out into discrete categories or types of complexity. The same is true of the mental work that people do on the job, for as this work grows more complex, it too separates out into distinct categories or types of mental activity. These two characteristics permit hierarchy to meet four of any organizations fundamental needs: to add real value to work as it moves through the organization, to identify and nail down accountability at each stage of the value adding process, to place people with the necessary competence at each organizational layer, and to build a general consensus and acceptance of the managerial structure that achieves these ends. Hierarchical layers depend on jumps in responsibility that depends in turn on how far ahead a manager must think and plan. He suggested as to make hierarchy work is to distinguish carefully between hierarchical layers and pay grades, and set up a different managerial hierarchy based on responsibility rather than salary. Companies need more than seven pay grades as a rule, many more. Technology as a contingency Factor (Richard M. Burton and Borge Obel) They covers technology’s effect on formalization, centralization, complexity, configuration, coordination and control, and incentives. They studied the effects that various dimensions of technology have on organizational design. The effects of technology assessed on six dimensions of organization: formalizations, centralizations, complexity, configuration, coordination and control, and incentives. Technology effects on formalization, propositions: If technology routineness is low, then formalization should be low. If technology routineness is high, then formalization should be high. If the organization employs many professionals, then Proposition 2 is not strong. If the organization is in the service industry, then the strength of proposition 1 and 2 is greater than if it is in the manufacturing industry. Retail and wholesale organizations can be expressed to fall in between. If the technology type is process(high automation), then formalization should be higher than it would be otherwise. If the organization uses modern information technology, then formalization should be high. Technology effects on centralization, propositions: If technology routineness is high and the size of the organization is small, then centralization should be high. If the organization is large and technology routineness is high, then centralization should be medium. Technology effects on organizational complexity, propositions: If the size of the organization is large and the organization has a technology that is routine, then complexity should be high(particularly horizontal differentiation). If the size of the organization is small and the organization has a technology that is routine, then complexity should be medium. If the size of the organization is large and has a nonroutine technology, then complexity should be high(particularly vertical differentiation). If the organization has a nonroutine technology, then the span of control should be narrow. If the organization has a routine technology, then the span of control should be wide. If the technology type is process(high automation), then complexity is high. Technology effects on configuration, propositions: If the technology type is unit, then it is more likely that the organization has a matrix configuration. If the organization has a nonroutine technology, then the functional configuration is not likely to be an efficient configuration. If the technology is not divisible, then the configuration cannot be divisional. If the technology is divisible, then it isn’t very likely that the configuration should be a matrix configuration. If the organization has a nonroutine technology, then it isn’t likely that machine or professional bureaucracy is an efficient configuration. If the technology isn’t nonroutine, then the configuration can’t be an ad hoc configuration. Technology effects on coordination and control mechanisms, propositions: If the size of the organization isn’t small and if the technology is routine, then coordination and control should be obtained via rules and planning, and a media with low richness and a small amount of information can be used. Incentives should based on procedures. If the technology is nonroutine, then coordination should be obtained via group meetings, and a media with high richness and a large amount of information can be used. Incentives should based on results. If the organization doesn’t have a dominant technology, then the technology structure recommendation should be discounted relative to other contingency factor.

Federal Preemption of Class III Medical Devices Receiving Premarket App

Federal Preemption of Class III Medical Devices receiving premarket approval Case in Review Court rulings have held that the preemption clause included in the Medical devices act of 1976 protects class III medical devices which have been approved through the Food and Drug Administration’s (FDA) premarket approval process (PMA) from litigation. Injured parties have no means to seek relief from device manufacturers for injuries sustained due to the use of a class III medical device receiving PMA. Overview of the FDA and Medical devices act of 1976: Congress created the Food and Drug Administration in 1938 under a statute known as the Federal Food, Drug and Cosmetic Act. Under the 1938 act, the FDA could not prevent medical devices from entering the market but they could remove unsafe devices from the marketplace. The FDA believed that those same powers given to regulation of drugs should be extended to medical devices to ensure public safety. The Medical devices act of 1976 granted oversight and approval of medical devices to the FDA as a logical extension of duties already provided under previous legislation. The act provided for three classes of medical devices, levels I, II and III. Devices classified under level III were given the most rigorous level of testing and review due to the fact that these devices could produce the greatest level of harm. Level III devices are the only class of devices that are subject to premarket approval which requires manufacturers to submit information related to the safety and effectiveness of their devices for FDA review and approval. The Medical devices act of 1976 included a preemption clause over state law to ensure the federal statutes held supremacy over any state statut... ...mble_fda_final_rule.php>. "Medical Devices." U S Food and Drug Administration Home Page. N.p., n.d. Web. 22 Apr. 2012. . Miller, Roger Leroy, and William Eric Hollowell. Business Law. Mason, OH: South Western Cengage Learning, 2011. Print. "The Development of the Medical Device Amendments | MDDI Medical Device and Diagnostic Industry News Products and Suppliers." MDDI Medical Device and Diagnostic Industry News Products and Suppliers. N.p., n.d. Web. 5 May 2012. . measure, the most plausible, [PDUFA] did not, and in. "Project FDA Report 1 | In the Wake of Wyeth v. Levine: Making the Case for FDA Preemption and Administrative Compensation." Manhattan Institute. N.p., n.d. Web. 21 Apr. 2012. .