Pass or Fail Poem Essay

There are many perceptions on the poem Pass/Fail and what it really means. I However, see this poem relating in life in general. There are many quotes in this poem that remind me of the obsticals in life. The way people expect us to fail, and even we dont want to fail it will happen. I like this poem because it is very true and up to date. The tone of this poem mite be very discourging but in my eyes it is also very encourgeing. Some people also relate this poem to test anxiety , I can also relate this to life’s anxiety. There are always obtiscals in life that we face. In this poem it says â€Å"No matter how you succed awake, asleep there is a test waiting to be failed† (1252). Yes this can be realted to school but I see that in life no matter what you do there is always a test that you can either fail or pass. We mite not relize that they are tests but each and eveyday god gives us test that we can either pass or fail. They are almost the same as test in school becaus e if you fail you can be punished for them with bad grades, and in life you can be punished with consequences. The author said † The dream beckons with two dull pencils, but you havent even taken the course†(1252). I can relate this to life because with a dream all you have at first is a dream starteing from sctract not knoowing what can happen. Two dull pencils can relate to this because you do not know what your getting yourself into and the trails that come along the way can be very dull . Of course you dont know what can happen because you havent lived your future and thats a course itself. Many people expect us to fail. â€Å"When you reach for a book it closes its door in your face† (1252). I can relate this to life because everytime you try to do something productive or good , there is always something that will hold you down from doin this. Every time you think you got something right its wrong in somebody elses eyes. â€Å"When you conjugte a verb it is in the wrong language† (1252). I believe that whenever your even holding a conversation with someone they mite think that your grammer is wrong. No matter what you do , basically your wrong in some type of way in anybodys eyes. â€Å"You willl never graduate from this dream of blue books† (1252). Yes this qoute is talking about school , but agian I percieve this as a statement saying that success is not in your path. However this is what other people can say upon you, but its only you who can determine your path.I Iike to think of this poem as a very inspirational poem, because its so discourging it kinda gives you motivation to prove you can pass and succed. Even though we might fail we still learn from our mistakes. I like how in this whole poem the author is very discourging but at the end she says † Turn to the cool side† (1252). So even though there mite be all of these obtisals and faliures awaiting for you thre is still a cool side. She says † You will still smother in all the feathers that have to be learned by heart† (1252). I believe this statement is very true, beacuse no matter what you do or say in someones eyes you are wrong. However , along the road you will learn all about your mistakes along the way ,leading you to know what not to do or say. So whenever you do have an anxiety about a test, trial of life or anything you will always know in the back of your mind you will at least know what not to do or say. I like how she says they will be learned from the heart , beacuse when people do say you fail or your wrong it always hits you in your heart because maybe you tried so hard and you still were told you were wrong. I just love how this whole poem can be percieved. The tone is very discourging but is very true, because in this world you almost have to be perfect and no matter how hrd you try in anything there is always something wrong in what you do. There is always a new test awaiting for you tommrow, it doesnt nessicarly have to be in school it can be in life and that can give you anxiety itself. When you asleep you dont know what test is awaiting for you tommrow. Even though you may think your right your not always going to be perfect in anybodys eyes. Everythime you think your a step ahead life itself brings you ten steps behind, always giving you something to work for . The road itself in life can be very hard and dull , but either way you look at it your either passing or failing. Which should always give you the motivation to pass because of the many faliures and embarrasements in the past that have been learned from your heart.

How Are the 5 Principles of Politics Manifested?

How are the 5 Principles of Politics manifested in the documentary Last Man Standing: Politics, Texas Style? The documentary: ‘Last Man Standing: Politics, Texas Style’ tells the story of two sets of elections in Texas in the year of 2002. The main election shown is the race for State Representative, between the incumbent, Rick Green and his opponent, Patrick Rose. As well as this, the election for state Governor between Perry and Sanchez is also shown.Throughout the film, the five principles of politics: The History Principle, The Rationality Principle, The Institution Principle, The Collective-Action Principle and The Policy Principle, manifest themselves in many different ways. The first aspect of The 5 Principles is The History Principle. This principle is concerned with how everything to do with politics got to be like it is today. This includes: Why institutions are the way they are, why certain groups of voters choose to vote for certain candidates and how past ev ents can affect politics and elections particularly. This principle is demonstrated very clearly in the documentary.Firstly, Texas was historically a democratic state but this has changed in recent times and it is clear that in recent history, republicans have a better record in elections in Texas. The documentary explains that during the ‘technological boom’ in Austin, a lot of new voters moved into this area and into Texas in general. The people were predominantly white but the minority groups were also growing which meant that Texas good very easily swing towards the democrat or republican side. One political commentator in the documentary said when talking about voters in Texas, ‘They go out there, find a Republican and they vote for them’.This shows that at the time of the election this election, the Republican Party were favorites and so therefore was Rick Greene. In this particular case, of the Republican rise, it is clear that religion and more spec ifically the activity of churches has also had a significant impact on this rise and therefore on the shaping of politics. Furthermore, in the other election followed by the documentary, Tony Sanchez, a Hispanic man, was running. We learn that it was going to be very difficult for Sanchez to win votes because historically, Hispanic politicians have found it very difficult to do so in Texas.These points also show that historical activity in an area, in this case Texas, can influence politics. Perhaps the most significant way that the History Principle manifests itself in the documentary is through the accusations towards Rick Green that arose one month before the Election Day. He was accused by media of having worked for a supplement business and this was seen as unethical activity by the much of the public of Texas and this indeed showed in the results of the election. This story shows that past events can influence and effect the decision of voters and is a clear demonstration of t he History Principle.The second principle is The Rationality Principle. This principle explains that all political behavior has a purpose. This behavior can range from a simple conversation between friends about the current political situation to The President of the USA making political speeches but it always has a reason and a purpose. In the documentary, this principle is highlighted in several ways. The political behavior of voters is demonstrated when they are interviewed and asked who they are going to vote for.Some voters were very blunt in saying that they were going to vote Republican, simply because they believed that Texas should be a Republican state and that is what they had always voted Republican. On two occasions, voters implied that they were planning to vote for Patrick Rose simply because of his looks. These two examples show how different factors can influence the political behavior of voters. Furthermore, the behavior of the politicians themselves is shown throu ghout the documentary because most of everything that the politicians do is politically orientated.Firstly, it is clear that throughout their campaigns, both Green and Rose talk negatively about each other. When planning and giving their political speeches they attempt to take negative aspects of each other and present these to the voters to try to better their own chance in the election. An example of this was when Rose was talking to voters and explained to them that the other candidate, Green was not from Texas where as he was, clearly an attempt to down his opponent.Another clear example of this was when Rose attempted to take advantage of the stories that came out about Green by going to the newspaper for support and producing a television commercial. Exactly the same technique was used by Perry towards Sanchez in the race for state Governor, again an attempt to down his opponent by releasing the story. This is the first significant aspect of behavior shown by both politicians. Other aspects of politician behavior were shown throughout the documentary including: constantly expressing their own views, visiting households to talk to voters. All of hese factors explain the fact that the politicians have a clear reason behind their behavior, whether it is attempting to down their opponent or talking about themselves, the majority of their behavior is concerned with simply winning votes, which is called electoral connection. The third principle is the Collective Action Principle. This is the idea that all politics is collective action. In theory, political leaders should act on behalf of voters and act as a voice. However conflict is always likely due to self-interest of the politician as well as the activity of bargaining between politicians and political parties.This principle is shown in the documentary. Firstly, both politicians engage a lot with voters and one reason that they do this is to try to understand what the voters want from their representative. This demonstrates the theory that politics is collective action and that agendas set by politicians can be a direct result of the opinions and demands of the voters. However, the ideology that political leaders should echo their voters is not realistic and conflict between the voter’s opinion and the individual needs of the politician can be seen throughout the documentary.Often during the campaign, both Green and Rose made public speeches in which they would mention their plans or agendas if they were to be elected. These statements were often met with applause or cheering from the audience and this shows that that the politician may in fact be saying these things to simply please that particular group and therefore win votes, meeting his individual needs and not necessarily the needs of the other voters.The fourth Principle is the Institution Principle which explains the rules and procedures that provide incentives for political behavior, thereby shaping politics. These in stitutions provide authority for politicians and also highlight the areas in which they can govern this authority. This principle is mainly concerned with the rules and procedures for Politicians once they are in office and active so it does not arise a lot. However, the rules of this particular election were illustrated during the documentary.Although the politicians are able to use almost any technique they want to win votes and minimize votes for their opponent, there were some procedures that had to be followed. During debated between the politicians and the final debate before the election between Green and Rose particularly, there was a concise structure to be followed through giving speaking and then answering questions. Another way in which this principle is apparent in the documentary is during the final Election Day when the political parties are shown counting the votes from different areas in the state.The aspect of delegation within political parties is also one that is mainly seen after elections, but is shown in minor ways during the election campaign. We see that politicians would delegate responsibility in the campaign to other individuals to within their party. The final principle is the Policy Principle. This explains that political outcomes are the products of individual preferences and institutional procedures. Again, this principle is demonstrated mainly after the elections and during the time when the politicians are actually in office.This would be demonstrated when agendas are produced by the politicians, whether these agendas are as a result of the individual preferences of the voters or of the politicians themselves. The History Principle, the Rationality Principle, and Collective action principle are illustrated in several ways throughout the documentary. On the other hand, both the Institution Principle and the Policy Principle are not highlighted as much by the documentary, simply because these principles become more apparent afte r the elections and during the politicians actual reign in Government.

Market Potential Indicators for Laptop Computers Research Paper

Market Potential Indicators for Laptop Computers - Research Paper Example While all of these indicators provide clues to the countries listed as emerging markets, some of these indicators are more critical to laptop marketing than others. We want to know population and electricity consumption because we need to ascertain that there is a sufficient number of potential consumers and that those consumers are likely to have the needed electricity required to charge and operate our laptops. In a country where there is low electricity consumption, we can assume that people are without refrigerators and other power-intense kitchen appliances, and do not use air conditioning. This suggests a lifestyle that will not lend itself to the perceived need and purchase of a laptop, considering that desktop PCs cost far less. We want to know how active the middle class is in earning money and spending it, and what percentage of the total they earn and spend, because we need to tailor our product design and marketing accordingly.

The Socio-Economic and Cultural Aspects of Japan Assignment

The Socio-Economic and Cultural Aspects of Japan - Assignment Example Each member presented their findings to the group and in the end, we were able to integrate the entire information into a single presentation for the group project. The development of this presentation and the overall group project did not come easily without the challenges. Our main finding of the culture of the Japanese people was their evolution from a mix of cultures across the Asian continent. This evolution was evident from the different aspects of their rich culture which included literature, arts as well as the lifestyle of the population that is about 126 million. The task given was about working in groups to come up with a presentation on the cultural aspects of a developing nation. The key concept we were able to learn is related to the working in groups to deliver a project and the ability to conduct research on a specific topic area. Since the topic area was about the culture of Japan, the rich culture of the people of the East Asian country was also acquired in the learning process. All the group members undertook a presentation of the different areas that they worked on and apart from being an enjoyable process; we were able to develop research and presentation skills. Group work is supposed to generate a sense of togetherness even if opinions differed (Anning 2010). The capability of the members of the team is varied and diverse. The level of diversity creates an instance where the members have a varying position on the issues that are raised within a group (Bell, 2012) but still find common ground. This was evident even while we were choosing the topic to take the research on. The main learning objective here is the level of teamwork which is the cohesiveness of the team in their work.

Healthy people discussion Coursework Example | Topics and Well Written Essays - 250 words

Healthy people discussion - Coursework Example Generally, the HP 2020 is focused at attaining longer lives that is free of avoidable diseases while maintaining high quality health (Fielding, Kumanyika & Manderscheid, 2013). The HP 2010 strengths include processes that are data driven, measurable objectives and targets, and diversity in its usage. However the HP 2020 was different in wording as a result of diversity of organizations and individuals. This is evident in the determinant framework, electronic and ecological approach utilized. This means that the HP 2020 was more focused in developing objectives addressing the link between health status and the above factors (Fielding et al., 2013). The goals have changed in order to improve the lives and health quality offered to individuals. The changes in HP 2020 were influenced by different societal aspects. For instance, the HP 220 was focused on the ability to coordinate tribal, state, national and local attributes. The other societal issue that influenced change in the HP 2020 is the increase of population of people from different races. Improving the health utility highly influenced the changes in the

Business Law Problems Essay Example | Topics and Well Written Essays - 500 words

Business Law Problems - Essay Example They argue that people making contracts should take consideration of possible changes in the future in making a contract. Take, for example, two people, where one is a supplier of goods while the other is the buyer. Assuming that the goods or services are to be delivered over a period of time, the costing of the product or service may be affected by economic changes like inflation2. The figure has been changed by about five to ten percent per year for the above. In that situation, the value of goods in this year would not be the same with the value the following year and the year after. In the case of Tabor and Martin, Martin can legally collect the a hundred dollars for the remaining contract because Tabor agreed to the terms. The recent contract or agreement precedes any prior agreements and would not matter whether Tabor had been informed prices would change or not. 3 Soberness: legal experts argue that people abiding through a contract should be sober before signing the agreement. In addition, they should have enough time to go through the contract and raise any contentious issues in the contract. The contentious clauses and issues should be changed for the better of the contract to be binding. Some people have been very crafty and take advantage of others when they are not sober. The example question of Kira selling her diamond necklace to Charlotte for just a hundred dollars yet it is worth thousands of dollars, shows the consequences of signing a contract when intoxicated too well. When a person has signed a contract, it is assumed that they read through the contract and were comfortable with every clause in the contract and that is why s/he signed. Therefore, Kira selling her necklace was a done deal, as long as she signed a contract, and Charlotte can prove. Her necklace could not be returned, even when she offered to refund the money she h ad

Describe and discuss what, in your opinion, are the main difficulties Essay

Describe and discuss what, in your opinion, are the main difficulties facing Records Managers attempting to manage the electronic records of an organisation - Essay Example Unless these challenges are addressed, valuable government information may be lost forever (Bearman 1990; Cox 2000; Dearstyne 2002; Veatch 2002; and Kurtz 2004). Electronic records management or ERM that is mainly managing and preserving access to digital records is not and never will be easy; but it is not an impossible task. ERM provides a digital environment for capturing electronic documents and applying standard records management practices. Supporting the medium to long term information management needs of the business, it manages a corporate filing structure, document classification within the filing structure and formal retention and disposition scheduling. This is based on an approved disposition and review schedule of the organization (eGovernment 2001). The following three events noted by Kurtz (2004) speak of the value of maintaining sensible ERM practice today. They point to neglect of preserving information and ignoring the impact of technology. First, in March 2002, the FBI's handling of the investigative records of the Timothy McVeigh case was attributed to outmoded computer systems and systemic information management problems that created a last-minute delay in the execution of McVeigh. According to the report, thousands of pages of FBI investigation reports were not turned over to McVeigh's lawyers before the trial due in part to antiquated computer systems that could not locate and retrieve the needed information. Timothy James McVeigh was an American convicted of eleven federal offenses and ultimately executed as a result of his role in the April 19, 1995, Oklahoma City bombing. He is commonly referred to as the Oklahoma City bomber. The bombing, which claimed 168 lives, was the deadliest act of terrorism in U.S. history until the 9/11 attack on the World Trade Center in New York, and remains the deadliest incident of domestic terrorism in U.S. history (Cole 1996). Second, on September 11, 2001, the tragic events at the World Trade Center and the Pentagon highlighted the importance of having continuity of operations plans in the event of a disaster. In both places, business operations were affected because critical information was destroyed. Without such plans, agency information assets and future business operations and services are at risk (Kurtz 2004). Third, numerous allegations have been made concerning the Departments of Interior and Treasury destroying Indian trust account records related to a class action lawsuit filed against the Government. The plaintiffs allege that the Government has mismanaged and lost information on individual Indian trust accounts that will deprive the plaintiffs of billions of dollars in royalties (Kurtz 2004). This paper looks into the main difficulties facing records managers attempting to manage the electronic records of an organisation. They include old ways of operation, patchy compliance to laws, absence of corporate control, the dysfunctional ways archivists look at records, resistance of archivists to changes, governments and universities ignoring ERM, leadership void, lack of guiding principles, diminished role of archivists and records managers in information policy, and lack of competency of archivists and records mangers. In this paper, the terms "archivists" and "records managers" are used interchangeably. DIFFICULTIES Old ways of Operation. Prior to

Australian Security in the 21st Century Essay Example | Topics and Well Written Essays - 2000 words

Australian Security in the 21st Century - Essay Example in East Asia must not only be capable of deterring a North Korean attack or a Chinese lunge across the Taiwan Strait, they must support the war on Islamic fundamentalist terror in Southeast and South Asia".2 In addition, China's role as a major world power, and its welcomed economic contribution, needs to be balanced against its military ambitions and intentions. Realist theorists have postulated the possibility that "the accompanying relative loss of power of the USA, and the possible decline in the importance of European nation states will lead to a renaissance in the power rivalries of great actors and possibly even to violent conflicts".3 All of these issues require a great deal of international cooperation and a series of evolving multilateral agreements. The need for a multilateral security umbrella for Asia, Australia, and the US has been hindered by history, tradition, and the current political and economic climate. Currently, most security concerns are constructed as bilateral agreements between the US and the interested country. Historically, the US has acted as a hub with a number of bilateral spokes, whose participation comes about through their interaction with the US. The history of Australia and Japan still lingers from the remnants of World War II and had created some issues of trust and cooperation. According Jain, "Until the end of the Cold War in the early 1990s, most links between Australia and Japan that concerned national security were largely indirect (via the United States, through the US/Japan Security Treaty and the ANZUS alliance)".4 In addition, Australia receives a tepid welcome from ASEAN where it remains isolated as a dialogue member. The North Korean threat has been made more difficult by the popularity of t he Korean unification agenda... Australian Security in the 21st Century Its European ties and Western culture operates in the shadow of China's economic influence and the US hegemonic military might. Asia needs the defence force of the US, but has numerous internal and external tensions that make multilateral security agreements temporary and tenuous at best. As we move into the 21st century, the US will continue to provide a significant security presence in Asia, while Australia, faced with a rapidly changing political and economic landscape, will need to rely on an ever-changing series of ad-hoc multilateral security arrangements. The end of the Cold War finalized the polarized concept of two super powers with strict allegiances across the globe, and ushered in a new wave of security concerns that demand multilateralism. While the US is currently perceived as a hegemonic power, the nature of a global national security has diluted the resources of the US with their wars in Iraq and Afghanistan. The new threats to Asian security are terrorism, nuclear proliferation and the Korean issue, drug smuggling, piracy on the seas, illegal movement of immigrants and populations, and the looming threats of the ambitions of India and China. No nation in the region can afford to create hostilities with China, and the concerns of North Korea and Taiwan must be handed with diplomatic care and steadfast commitment. Australia, led by the US military, will continue to court China as it is drawn into the Asian Community.

Job Satisfaction Statistical Analysis Essay Example | Topics and Well Written Essays - 750 words

Job Satisfaction Statistical Analysis - Essay Example As the paper stresses the statistics presented at this stage did not contribute to the validation of either the null or the alternate hypothesis but more generally fortified the claim that job dissatisfaction was high among practitioners of this particular profession. Therefore, at his point, one can critique the mentioned research on the basis of its having including statistics which may be deemed irrelevant with the context of the hypothesis set. This essay declares that the criticism here is the same as above. In brief, the statistics cited are relevant to neither the null nor the alternate hypothesis. Certainly, the researchers proved the existence of a problem within the profession as indicated by statistics signaling that the greater majority planned to retire the profession. However, while one may logically assume that the stated intention is reflective of job satisfaction, the fact is that this is an unproven assumption, unsupported by the set of statistics provided by the re searchers. Hence, within the context of this particular research, the statistical data employed proved high turnover ad a lack of organizational commitment but neither proven the null nor the alternate hypotheses. The null hypothesis, that positive work experience is positively related to job satisfaction was supported through statistical data collected from quantitative questionnaires distributed among the sample population.

The student to competently insert an indwelling urinary Catheter Essay

The student to competently insert an indwelling urinary Catheter - Essay Example According the Nursing and Midwife Council, it is the duty of a mentor to create a suitable environment that will allow for learning and development. The mentor should also familiarize the students with the risks associated with this process. This is so because indwelling urinary catheterisation is not a simple or risk-free procedure as many may think. It is approximated that urinary catheters cause 24 percent of all hospital infections. Patients who have catheters and get UTIs in primary care settings tend to have greater contact with their GP (Rhinehart Friedman& Rhinehart, 2006). My first approach to the mentoring process was by uniting both the nursing team and the students. This was to help me achieve a conducive learning environment which is important for all the nursing teams and students to work together as a team. As stated by Doughty (2006), positive attitude contributes a lot to the learning process of indwelling urinary catheterisation. This will allow the student to gain the courage to approach the team without fear that will support them while onward hence making them become part of the nursing team. I chose ward environment since it was the most appropriate for this kind of process. The environment was very conducive because it provided the student with a chance to participate in real life nursing environment hence making it realistic. It will enhance their understanding by illustrating and showing the students the procedures followed and also introduce them to different types of equipment needed to carry out the process successfully. This strate gy enabled the student to understand the process better than telling them theoretically since practical improves ones understanding about a particular topic as in this case the urinary catheterisation. As said by Allen (2015), it is crucial to recognize different learning style and theories. In order to achieve effective learning, the students

Utos Ng Hari Essay Example for Free

Utos Ng Hari Essay â€Å"I was once a student.† I was 4 years old when I first entered kindergarten. I remember those times before going to school, my father would tell me to play and mingle with my classmates, be friendly, and not have fight with anyone. Then my mother would say that I should listen to our teacher so I can get stars and expect an award from her if I would do really well. Being a kid, I never questioned why I have to do all of those. I just thought that maybe, those were the best things I must do. Since then, I assumed that maybe that’s how simple the essence of life is to socialize, excel, and make my parents proud of me. As I get older, things get rough. These three are not that easy to achieve anymore. People are not homogenous creatures. We all have our own shades and contours that sometimes we cannot control the things how they we like them to be. I have found out that life is not easy. Biases, prejudices, and judgments are forming nimbus clouds in the atmosphere. I hate that look people give to me. You know the look they give to me after I just explained what I want to be and what I want to do. There are a lot of obstructions along the way. Some will humiliate me. Others even bury me with all those discriminations and seem to condemn me of a serious crime. I really believe that most of the issues I have with myself are there because of other people’s influences. I was not insecure before someone told me I was not worthy of something. When making major changes or big decisions in our lives, we tend to look to the opinions of others for guidance; and there’s nothing inherently wrong with that. Sometimes we need another viewpoint, and there are usually people in our lives whose opinions are really significant for us. Our culture is one in which people are accustomed to spending a great amount of time doing things to prove themselves to others– it’s present in everything from social media to how we choose to have fun, dress up, spend our weekends, and affiliate ourselves with others. This is a huge barrier to get over, but nobody should have the power to change how we feel about ourselves. The truth is that these people only know us as the people we have been up until now. We are the only ones capable of knowing what the next step should be in our lives. Sometimes people don’t know what’s best for us. There are so many people and so many opinions in the world; we’ll spend the rest of our lives in a state of sustained uncertainty if we don’t ground ourselves in what we know to be true. Now, I am no longer a student who just formally engages in learning and enrolls in a school or college; obey whatever the professors will tell her to do in order for her to get high grades but rather, I am a student who takes her baggage in distinct sizes: big or small with her, in her infinite faà §ade.

Examining The Theories For Effective Practice

Examining The Theories For Effective Practice My choice to apply these two theories to the case scenario of Ms Joanna is based on the structure of these methods. Payne (2005, p 97) cites that Both crisis intervention and task-centred practice reflect a contemporary trend towards brief, focused and structured theories that deal with immediate, practical problems. Because of the recent diagnosis of breast cancer, Joanna is faced with some difficult decisions concerning her sons future. She wants to be sure that she would make the best decision available. Therefore task-centred approach would be the best way for her to achieving this and any other problems that might arise during the exploration process. Task-centred approach tends to be very structured and person-centred and it can be oriented to ease the most pressing problems. Task-centred practice has been developed within SW itself and tested in a wide variety of circumstances. The procedural aspect of task-centred practice has clearly been shaped by community care policy and care management. Time-limits, plan and contract based are key features of care management practice (Ford and Postle, 2000). The method is informed by a theoretical framework, which includes elements of systems theory, ego psychology, behaviourism, and empowerment theory. Hence the precise form it may take will be influenced by one or more of these theoretical traditions. Task-centred practice draws heavily from other problem solving methodology such as positive reframing from family therapy (Payne, 1997) and is in direct contrast to the more paternalistic professional practice traditionally employed. The values of self-determination and empowerment are central, as the service user, in this case Joanna, is seen as the best authority on her problems. Task-centred work fits closely with concepts of partnership and participation, in that Joanna should be fully informed and as fully involved as possible through out this process. Its principle stance on open, collaborative and accountable practice is clearly compatible with the values of AOP (Doel and Marsh, 1992). Ford and Postle (2000, p 53) the approach is focused on problem-solving, and is short-term and time-limited. The principle aim of task-centred work is to resolve problems presented by the service user. Hence the starting point of this practice is the problem. Task-centred practice is characterised by mutual clarity and therefore should only be carried out under the following three conditions. The service user must acknowledge the problem and be willing to work on it, they should be in a position to take action to reduce the problem and the problem must be specific and limited in nature. In this scenario Joanna has presented herself to the social worker, she has asked for help in decision making. Firstly the SW has to identify the main components and problems. For the SW this would be a task which would need careful consideration, planning and analysis. The recent diagnosis of an advanced breast cancer requires Joanna to explore different options for planning her sons future. Therefore the initial phase of task-centred practice is problem exploration. During this phrase key problems are identified, and then prioritised. There should be a maximum of three problems where the SW would be working on with Joanna. Too many selected problems will probably lead to confusion and dissipated effort Doel and Marsh (1992, p 31). Having identified the problem(s) the SW would then find out what Joanna wants are. Once the basis for work is established, the SW and Joanna precede in a series of incremental steps towards the goal(s). According to Doel and Marsh (1992) the journey from agreeing the objective to achieving it is measured in small steps called tasks. These are put into place by Joanna and the SW. As a result this would help Joanna in achieving her objective and the alleviation of the problem. Methods or techniques for achieving the task(s) should be negotiated with Joanna. Task-centred practice is designed to enhance the problem solving skills of participants. Therefore it is important that tasks undertaken by clients involve elements of decision making and self-direction. The task-centred approach would enable fast and effective support to Joanna. The time-limit is a brief statement about the likely length of time needed to reach the goal Doel Marsh (1992, p 51). A time limit is important for a number of reasons. It guards against drift, allows time for a review and encourages accountability. It also acts as an indicator of progress (Adams, Dominelli and Payne, 2002). The task stage is made up of a series of developments and reviews. The execution of reviews is important as it allows for an assessment of the success of the steps taken. The ending of the process of task-centred work will have been anticipated at the initial phrase. The concluding session should include a review of the work that has been accomplished by Joanna in order to alleviate the target problem. The main advantage of the task-centred practice are that it does not mean simply assigning tasks but it is a very well researched, feasible, and cost-effective method of working. The source of the problem is not presumed to reside in only the service-user. Attention is paid to external factors such as welfare rights and housing, and where there is scope to supply power it is taken in the form of information and knowledge giving. It also addresses the strengths of people and their networks. Task-centred attempts to put worker and client on the same level Coulshed Orme (1998, p 123). Althought the advantages to task-centred practice can be easily identified, the disadvantages and drawbacks are not as easy, as they are based on research. Therefore, it is not only looking at the approach widely and hypothesising disadvantages, but putting the approach into practice and gathering relevant information to analyse any negative conclusions. Some of these disadvantages would be that underlying problems requiring longer term approaches may go unnoticed, it requires sustained efforts from service user who may sometimes be unable to do this due to physical or emotional strengths. Clients may be overwhelmed by problems and unable to deal with them in a structured way. However the SW would still have a positive gain by improving their capacity for clearer thinking and forward planning, which in turn brings on successful intervention Coulshed Orme (1998, p 119). Moving on to Crisis intervention, which can be quite diverse with the models that uses. Payne (199, p 101) states that crisis intervention uses elements of ego-psychology from psychodynamic perspective. It focuses on the service-users emotional responses or reactions to external events and how to control them. Strategies of crisis intervention are based on psychological theory However, these are adapted and modified to fit the demands of the crisis situation. Crisis is a universal concept which affects people from all cultures. James and Gilliland define a crisis as a perception or experiencing of an event or situation as an intolerable difficulty that exceeds the persons current resources and coping mechanisms (2001, p 3). People in crisis situations may overlook or ignore important details and distinctions that occur in their environment and might have trouble relating ideas, events, and actions in a logical way. Crisis intervention, therefore, is an action plan to help people cope with immediate acute stressful demands. Hence, as crisis intervention focuses on resolving immediate problems and emotional conflicts through a minimum number of contacts. The first stage would be to enable the service-user to make sense of what has happened to them and to begin to feel in control. Drawing on Joannas situation, one can easily see that this type of approach would benefit her in many ways. Joannas cancer is advanced and the life-time left may not be very long. She is aware of her health situation and would need help with her emotional situation as well as Jacobs. Joanna sees herself in a state of emotional disequilibrium and is struggling to adjust and find a new sense of balance of all her problems, her emotional situation might seem insuperable at the time. Joana does not feel in control of her life anymore but still is trying to manage. Crisis intervention, intervenes when people have reached a situation in their lives they can no longer cope with. Thompson (2005, p 69) describes it as a turning point in peoples lives which creates a lot of energy that can be used positively to tackle problems, resolve difficulties and move beyond previous barriers to progress. This would empower and help Joanna to identify her major problems and find better coping mechanisms. By providing support such as home visits this would help with the breakdown of care for her son and family as well as offer Joanna time for herself to come to terms with her illness. The methods I would use are the Roberts (1995, p 18) seven stage model. The first stage would be by assessing lethality. Although Joanna presented herself to the SW she might not be the only person most at risk: it might be that Jacob is facing emotional reaction that can even lead to self harm. Therefore the SW should plan and conduct a crisis assessment as well as lethality measures. James and Gilliland emphasise that assessment should be a constant part of crisis intervention, because of rapidly changing emotions Payne (2005, p 105). The second stage of this model would be establishing a rapport and effective communication skills. This can be easily achieved by genuinely respecting and accepting Joanna and her family and sometimes reassuring that behaviour is not unreasonable or unexpected, this may help to achieve the rapport building. In the third stage the SW has to Identify what Joanna sees as her major problems. Myers (2001) distinction between affective, cognitive and behavioural aspects of the reaction to the crisis are also relevant here (Payne, 2005: 107). In the fourth stage the social worker would be actively working on Joannas feelings and emotions, as when dealing with an immediate problem, it can be easy to miss out or avoid to focus on feelings. The fifth stage involves looking at the past coping mechanisms. In Joanas situation, the death of her partner can be seen as a success. Success should be highlighted and reinforced Payne (2005, p 108). In stage six Joana would be working with her SW to understand why the crisis situation was so distressing. Finding a way to manage the situation and formulating an action plan that works for her, so that she can reach her goals and would feel empowered. In the final stage the SW has to make sure that Joanna would feel able to return if further problems arise and establish an action plan for Joanna and family, to help them indentify likely stressful points in the future. During this process, the SW should remain self aware of own biases and vulnerabilities and recognize how these could have an impact on her own judgment and actions. Payne, (1996, p 43) quotes that the term intervention is oppressive. It indicates the moral and political authority of the social worker to invade the social territories of service users. Even though Joanna presented herself for help, she could still see this intervention as being intrusive; this may oppress her and make her feel powerless. She has had the main role of the parent and house keeper in the family and may feel that these have been taken away from her. Joanna may feel detached from her family and internalize the problem, and may not focus on the situation; instead she may focus on the intrusion. So the SW may not get a true picture of her feelings and may interpret things wrongly and make assumptions. Crisis intervention can be seen as oppressive at times as it demands quick answers in a short time frame. Therefore not taking into consideration different culture background which may see this as questioning and make them feel discriminated against. In conclusion both try to improve peoples capacity to deal with life problems. Crisis intervention uses practical tasks to help people readjust; they place great importance in the emotional response to the crises and the chances of peoples capacity to manage their everyday problems in the future. Task-centred work focuses on performances in practical tasks which will resolve particular problems. Success in achieving tasks helps emotional problems. Crisis intervention has a theory of origin of life difficulties. Task-centred work takes problems as given, to be resolved pragmatically. Payne (2005) In summary, I have discussed task-centred and crisis intervention approaches and identified that despite their different origins and differing emphasis, both these approaches have a role to play in promoting the anti-oppressive approach in SW practice by restoring as much control as possible and validating and celebrating strengths. They both reject the long term intervention of psychodynamic work which makes the service-user more dependent on the worker. Both theories promote the time limited and more focused way of working with service-users. Although the approaches have limitations, they provide frameworks for SW to engage with the service-users in the most effective way.

Cone Beam Computed Tomography (CBCT) to Assess Bone Density

Cone Beam Computed Tomography (CBCT) to Assess Bone Density INTRODUCTION Implantology has witnessed an explosive growth during the last few years, from a technique practiced on the fringe of acceptability to one embraced by the mainstream dentistry and dental implants have emerged as a widely accepted form of teeth replacement. Implants are bio-acceptable materials with an inherent capacity to osseointegrate into the jaw bone to support a dental prosthesis to restore adequate function and esthetics without affecting adjacent hard and soft tissue structures. The Success of any implant procedure depends on a series of patient related and procedure dependent parameters, which include general health conditions, biocompatibility of the implant material, feature of the implant surface, surgical procedure and the quality and quantity of the local bone1. Careful recording and analysis of clinical and radiological information, interdisciplinary communication and detailed planning play an important role in determining the final successful outcome. Bone density is a key factor to take into account when predicting implant stability2 Clinical studies show greater implant survival in the mandible than in the upper maxilla, due to the bone characteristics. This survival is influenced by bone quality i.e. bone density2 .The bone density is an important determining factor in implant treatment and can be assessed fairly using different imaging techniques3. The quality of bone in the proposed implant site in terms of relative proportion and density of cortical and medullary bone has frequently been assessed by using a grading scheme proposed by Lekholm and Zarb, which is applicable only to cross sectional images. This classification system has been utilized worldwide because it is easy to use without considerable investment. Misch (2008) used computed tomography (CT) to objectively classify bone density into 5 types based on Hounsfield units (HU). This method allows for a precise and objective assessment of bone quality2 Several imaging techniques are currently available for presurgical and postsurgical examination, including devices developed specifically for dental implant imaging. Computerized tomograms are one of the best available radiographs for determining the bone quality. With the advancement of radiographic technology, computed tomography (CT), as well as cone- beam computed tomography (CBCT) are increasingly being considered essential for optimal implant placement , especially in the case of complex reconstructions4 Unlike conventional two-dimensional  radiographs, techniques like CBCT offer 3-D views of the mouth, face, and jaw from any direction. The cone beam configuration is ideal for the maxillofacial region because the dimensions of the beam allow for a panoramic view, sparing patients the radiation exposure of separate scans of the maxilla and mandible5.The overall advantages of CBCT are in its high resolution, potentially lower radiation dose and reduced cost compared with standa rd Computerized Tomography2 The past two decades have seen continual efforts by manufacturers, researchers and clinicians to improve the success of implant treatment outcomes through evolution in implant designs, materials and clinical procedures6. One such aspect is co-relation of available bone density with primary implant stability. Primary implant stability denotes the stability of a dental implant immediately after placement. Implant stability can be evaluated objectively, noninvasively, and easily by the insertion torque test.7 The insertion torque measurement technique, which records the torque after the implant has been placed, provides information on the local bone quality8. A High initial stability may be an indication for immediate loading with prosthetic reconstruction. A low primary stability following implantation, can cause the implants mobility leading to failure. Bone density and implant stability are important factors for implant osseointegration, and has been widely demonstrated by several au thors3. The insertion torque measurement technique, which records the torque during implant placement, provides information on the local bone quality.1 A number of studies have shown the relationship between bone density based on CT and primary implant stability 9,10. However, there are few studies about the relationship between bone density estimated by CBCT and primary implant stability. The possibility of predicting the primary implant stability and bone quality during the pre-surgical assessment of the implant placement site may produce an implant treatment protocol with higher predictability. The bone density and Implant stability can be evaluated using CBCT and the insertion torque test which records the torque during implant placement and provides information of the local bone quality6, 8. Keeping in mind the aforesaid goals the present study was designed to compare and evaluate the relationship between the bone density estimated by CBCT and the primary implant stability of t he dental implants by measurements of the insertion torque and to determine their correlation. MATERIALS AND METHODS Twenty out- patients with missing single/ multiple teeth who visited the Department of Oral Maxillofacial Surgery, Dayananda Sagar College of Dental Sciences, Bangalore and who were suitable for implant rehabilitation were considered and taken up for the study. Patients with uncontrolled systemic/ psychiatric illness, previous history of undergoing radiotherapy or chemotherapy, pregnant patients, cases of post implant removal and implants placed in sinus lift and immediate extraction sites were excluded from the study. pre-operative assessment: Patients selected based upon the above criteria underwent a thorough clinical examination, and the details were recorded using custom-made case proforma. A written informed consent was obtained from all patients and a standardized pre-surgical and surgical protocol was followed for all the patients. Pre-operative bone density of implant sites were evaluated using cone beam computerized tomographic scans. Bone density measurements were derived using 3DiagnoSys version 4.1 Software (3DIEMME Bio imaging Technologies). 3Diagnosys ® is a diagnostic imaging, analyses and 3D simulation software, tailored for the Clinician. 3Diagnosys ® software helps to interact with the 3D-model of the Patient, which is obtained by importing TC/CBCT/RM images in DICOM format, in a simple and intuitive way. The tools included in this software are not bound to morphological reconstructions but are also able to extract from the DICOM data the densitometric values for a bone funct ional evaluation.)Pre-operative evaluation of bone height and bone width was done using Cone Beam Computed Tomographic scan and appropriate implants were selected to be placed. The bone height and width measurements were achieved using the â€Å"Carestream Dental Imaging Software v6.13.3.3 CS imaging software†(Fov-15x9cm)† .All CBCT scans were obtained using the â€Å"KODAK 9500machine† (10ma 90 Kvp, 200 micron resolution, 10.9sec exposure, 605mgy per cm2). STATISTICAL ANALYSIS The statistical analyses were performed using SPSS version 16.0 software (SPSS Inc., Tokyo,Japan). Spearman’s correlation coefficient (rs) was calculated to evaluate the correlation among density values and insertion torques. A value of P RESULTS The density value ranged from 209.91 to 667.13Hu. The mean density value and insertion torque of all implants were 464.69 + 135.74 Hu and 49.0 + 8.20 respectively. There was highly significant correlation between bone density and insertion torque (rs 0.89, P DISCUSSION Over the last decade, there has been significant changes in reconstruction with dental implants. Rather than merely focusing on the tooth or teeth to be replaced, today’s implant practitioner considers a broad and complex set of interwoven factors before formulating an implant treatment plan4. Proper treatment planning comprises of pre – operative depiction and quantification of accurate bone height and contour which can be established by radiographic examination.11 The success of dental implants relies heavily on both the quality and the quantity of available bone for implant placement3. Studies have shown higher failure rates for implants placed in bone of poor quality and quantity.3 Bone density is a key factor to take into account when predicting implant stability2 Clinical studies show greater implant survival in the mandible than in the upper maxilla, due to the bone characteristics. This survival is influenced by bone quality i.e. bone density2 The bone density is an important determining factor in implant treatment and can be assessed fairly using different imaging techniques5. The quality of bone in the proposed implant site in terms of relative proportion and density of cortical and medullary bone has frequently been assessed by using a grading scheme proposed by Lekholm and Zarb, which is applicable only to cross sectional images. This classification system has been utilized worldwide because it is easy to use without considerable investment. Misch (2008) used computed tomography (CT) to objectively classify bone density into 5 types based on Hounsfield units (HU). This method allows for a precise and objective assessment of bone quality3 Several imaging techniques are currently available for presurgical and postsurgical examination, including devices developed specifically for dental implant imaging.12 They are used to visualize the internal anatomy of the jaws in 3-dimensional perspectives, including the proximity of  nasal fossae, neurovascular bundles, pneumatization of the maxillae, soft tissue morphology and bone quality. Computerized tomograms are one of the best available radiographs for determining the bone quality. Periapical and panoramic radiographs are the least viable options as the subtle changes between the different bone types can’t be quantified using them, also the lateral cortical plates tend to obscure the trabecular density . With the advancement of radiographic technology, computed tomography (CT), as well as cone- beam computed tomography (CBCT) are increasingly being considered essential for optimal implant placement , especially in the case of complex reconstructions 13. Unlike conve ntional two-dimensional radiographs, techniques like CBCT offer 3-D views of the mouth, face, and jaw from any direction.1 The cone beam configuration is ideal for the maxillofacial region because the dimensions of the beam allow for a panoramic view, sparing patients the radiation exposure of separate scans of the maxilla and mandible14. The overall advantages of CBCT are in its high resolution, potentially lower radiation dose and reduced cost compared with standard Computerized Tomography15 The past two decades have seen continual efforts by manufacturers, researchers and clinicians to improve the success of implant treatment outcomes through evolution in implant designs, materials and clinical procedures2. One such aspect is co-relation of available bone density with primary implant stability. Primary implant stability refers to the stability of a dental implant immediately after implantation. Implant stability can be evaluated objectively, noninvasively, and easily by the insertion torque test.16 The insertion torque measurement technique, which records the torque after the implant has been placed, provides information on the local bone quality. High initial stabilization may be an indication for immediate loading with prosthetic reconstruction. If primary stability is not high enough following implantation, the implants mobility is high and can cause failure. A number of devices and techniques have been developed to assess implant stability, including cutting torque resistance analysis, the reverse torque test, the insertion torque test, the mobility measurement test, and resonance frequency (RF) analysis2. Implant stability can be evaluated objectively, noninvasively, and easily by the insertion torque test and RF analysis.17 The insertion torque measurement technique, which records the torque during implant placement, provides information on the local bone quality1. A number of studies have shown the relationship between bone density based on CT and primary implant stability .9,10However, there are few studies about the relationship between bone density estimated by CBCT and primary implant stability.In a study conducted by Isoda k et al; The bone quality evaluated by specific CBCT showed a high correlation with the primary stability of the implants.8 CBCT is one of the significant imaging modalities that can be used to assess the relat ionship between primary implant stability and bone density which can further give an insight into the prognosis of the implant treatment. Implant stability can be evaluated objectively, non-invasively and easily by using the insertion torque test which records the torque during implant placement and provides information of the local bone quality 1. Keeping in mind the aforesaid goals the present study was designed to compare and evaluate the relationship between the bone density estimated by CBCT and the primary implant stability of the dental implants by measurements of the insertion torque. It also aims to determine the correlation between bone density and primary stability of implant by insertion torque value. In all cases Implants were placed under local anesthesia. Different implant systems were used and all were root form implants. Surgical preparation and isolation of surgical field was accomplished according to standard operative protocols. A Crestal incision was placed and Mucoperiosteal flap was reflected and alveolar bone was exposed, and the implant placement site was identified by the marking made with the aid of the surgical probe. Osteotomy site preparation was done with a Reduction gear hand piece (1:16/64) with an external Irrigation attached to the handpiece. Implant osteotomy was performed using standard sequential drill bits as per the dimensions of the implant. The osteotomy was proceeded till the desired depth as per the selected implants. The Implant was driven into the osteotomy site using the manual torque wrench till the final depth was reached. All Implants placed were of tapered design and their lengths ranging from 8 to 16 mm and diameters from 3-5 mm. After placi ng the implant, the implant stability was measured manually using the insertion torque test by a torque wrench with calibrations .The insertion torque reading was measured and recorded at the maximum torque resistance achieved. The cover screw over the implant was then placed and Flap closure was done. Post-operative OPG and IOPA was taken. Routine Antibiotics and anti-inflammatory drugs were prescribed along with oral hygiene maintenance instructions. Patients were recalled for regular follow ups. Permanent prosthesis was given after 3 months. SUMMARY CONCLUSION The study assessed the bone quality with density values obtained by cone beam computed tomography (CBCT) pre-operatively and determined their correlation with the insertion torque values recorded during the Implant placement procedure.From the observations and results obtained ,We can conclude that, the present study demonstrates the relationship between the bone density values derived from Cone Beam computerized tomography (Hu), located in the maxilla and mandible , and bone quality according to the Lekholm Zarb classification. The primary implant stability measured with the insertion torque test (ITV) depends on bone density values, bone quality and implant location. Implants Placed in location with higher bone density have more stability, and we can probably predict the implant insertion torque based on the bone density values (Hu) and the implant location. Finally, with higher bone density values (Hu) and higher primary implant stability measured in ITV values; Hounsfield units can be used as a diagnostic parameter to predict possible implant stability. The results of our study indicate that CBCT can be used to assess the bone quality. Also attaining a good insertion torque and thereby enhancing the implant stability aids successful osseointegration and prosthetic rehabilitation. Hence CBCT can be used as a predictor diagnostic tool for implant success. We suggest that a larger number of patients with a larger follow up might help a conclusive determining factor that pre-operative CBCT is a predictor for primary implant stability.

Music And Censorship Essay -- essays research papers

In our society today, some musicians and their music drain and plague the moral and spiritual well-being of the people; therefore, censorship offers a necessary action that we must take to keep the world from becoming a land of decadence. The musicians lives are not examples for the children or the adults. The lyrics of many songs are not suitable for anyone. All types of music need some kind of censorship. Censorship makes a person realize that music is good for the heart. Censorship totally makes people act better, and when thinking better, this sustains a better society. The lives of some musicians contain types of anarchy and self-gratification. Once the musicians realize that people want not just their music but them as well, they act as gods, which no one can touch. For example, think of it like a secret dictatorship, and we breathe as a fascist society, which puts fun and feelings above the Lord, above all. Many of the musicians consist of non-religious people who live only for fun and only for themselves. Why then would we, especially as Christians, put our total devotion in them? It exists like wanting to ride with a blind driver rather than one with perfect vision. In addition many of the musicians use drugs and stimulants to satisfy their hunger for themselves and for pure fun. The musicians tend to use drugs massively, to get out of the very real world that they consist so much a part of. Popularity seems pleasing but when one has the affections and total devotion of a mass of people, that person can not handle it because that person does not have Jesus' personality and only He could truly control that much fidelity. One person who truly could not handle the excitement was Jimi Hendrix. Instead of performing as himself and using his talent for good, he used rebellion and used many drugs. On stage, Jimi Hendrix would put hits of acid in his headband. When he perspired, the sweat, containing acid would run down into his eyes and make him "higher than a kite." Most people never actually saw Jimi Hendrix the person, but a blurred vision of him. When Jimi performed on stage at Woodstock, a man from the crowd asked him, "Jimi are you high?" He simply replied back to the man, "Thanks man I got mine," causing the crowd to act wild almost as if he had saved someone's life, but ironically he uni... ...loud out the Biblical ones. Just like one negative number will make a positive number come down. Censorship offers a better society in general, in which we can all live in harmony and learn to respect music power. People would respect the laws more because there would be a definite decline of ungodly things, acts and thoughts with censorship we won't think on ungodly things as much, therefore have a better society. Fewer crimes would be committed because there would be no musicians telling the public to break them or kill cops. People make musicians their idols and want to do what their idols say. With censorship we would learn to meditate on the right things. We would see the essence of music and learn to see the total spectrum of life rather than just our life. Good thoughts with productive meaning would flow through our heads. We would hear positive things and make us think about positive things in general. Christian music is a great example of what we should listen. People would learn to answer things with their minds and not their fists. People would think about positive ideas and positive outcomes to quarrels, that usually involved fighting or "back-stabbings."

Evolution of Thought Essay -- Science Biology Biodiversity Essays

Evolution of Thought It is interesting to contemplate a tangled bank, clothed with many plants of many kinds, with birds singing on the bushes, with various insects flitting about, and with worms crawling through the damp earth, and to reflect that these elaborately constructed forms, so different from each other, and dependent upon each other in so complex a manner, have all been produced by laws acting around us. –Charles Darwin, The Origin of Species I knew very little about and did not have much interest in evolution, systematics and biodiversity prior to the first week of this class. The knowledge I had about these topics came from introductory courses and what I was being told by my family. I soon discovered that I had a lot to learn. I was raised in the Roman Catholic Church. I completed my First Communion and Confirmation. I grew up being told that God created all that is around us. Everything seemed so cut and dry until I began studying evolution in school. It was hard for me to try and understand both points of view initially. However, through several courses and due to my interest in science, I eventually came to my own conclusion. This conclusion however, as I found out this week, was still incorrect. I thought what I believed in was evolution. I found out this week that what I thought was evolution was in fact progressionism. Progressionism is the idea that life on Earth can be characterized by forward movement from lower to higher life forms. In the beginning of the first class we were asked to answer a few questions related to evolution and systematics. One of the questions asked what we thought the most highly evolved organism was. I had al... ...ws he defines. I do not yet completely understand the laws Darwin defines, but I know that during the course of the semester I will learn so much more than I already have as I gain a better understanding of Darwin’s words, evolution, biodiversity, the study of systematics and how they are interconnected. I do understand one thing completely now as a result of this week, however. I understand that no matter how simple or disgusting an organism may seem to me, it is amazing, beautiful, and vital to understanding evolution, systematics, and biodiversity. Works Cited Darwin, Charles. 1979 (originally published 1859). The Origin of Species. Gramercy Books. New York. Larson, Gary. 1998. There’s a Hair in My Dirt! A Worm’s Story. HarperCollins. New York. Savage, Jay M. 1995. â€Å"Systematics and the Biodiversity Crisis.† Bioscience. 45(10): 673-697.

Island Of The Blue Dolphins :: essays research papers

Island of the Blue Dolphins by Scott O’Dell In the Pacific there is an island shaped like a big fish sunning itself in the sea. Around it, blue dolphins swim, otters play, and sea elephant and birds abound. A young Indian girl lives and waits for her people to return for her, from the land to the east. Karana with her long black hair and her dark skin, held her own on an island after her people had left for a new place. She was sure they would come back the next spring, but after two springs she learned to live on her own. I really admire her strength and her will power. She faces so many different adventures that you can relate to your life in a different fashion. Living on your own brings in many new ideas and adventures. Karana has many hard decisions to make, when she has to decided to go with childhood teaching or fending for herself. " I wonder what would happen to me if I went against the law of our tribe which forbade the making of weapons by women†¦ would the four winds blow in from the four directions of the world and smother me as I made the weapons? Or would the earth tremble, as many said, and bury me beneath its falling rocks?" The choice to build weapons saves her life and brings her a wonderful friend. "He stood facing me, his front legs spread as if he was ready to spring. The arrow struck him in the chest." This dog had been her enemy he killed her brother and she had vowed revenge on him she had gotten what she wanted, yet she had not killed the dog just wounded him. "Why I did not send the arrow I cannot say. I stood on the rock with the bow pulled back and my hand would not let it go. The big dog lay there and did not move and this may be the reason. If he would have gotten up I would have killed him. I stood there for a long time looking down at him and then I climbed off the rocks and picked him up." This dog became her friend and he salvation. It must have been lonely and she made many friends, otters, she had birds anything to keep her busy. Each spring she hoped that her people would return and take her to the far off land which they had left for.

General Electric Essay

The history of General Electric Company is a significant part of the history of technology in the United States. General Electric (GE) has evolved from Thomas Edison’s home laboratory into one of the largest companies in the world, following the evolution of electrical technology from the simplest early applications into the high-tech wizardry of the early 21st century. The company has also evolved into a conglomerate, with an increasing shift from technology to services, and with 11 main operating units: GE Advanced Materials, a specialist in high-performance engineered thermoplastics, silicon-based products, and fused quartz and ceramics used in a wide variety of industries; GE Consumer & Industrial, which is one of the world’s leading appliance manufacturers, stands as a preeminent global maker of lighting products for consumer, commercial, and industrial customers, and also provides integrated industrial equipment, systems, and services; GE Energy, one of the largest technology suppliers to the energy industry; GE Equipment Services, which offers leases, loans, and other services to medium and large businesses around the world to help them manage their business equipment; GE Healthcare, a world leader in medical diagnostic and interventional imaging technology and services; GE Infrastructure, which is involved in high-technology protectiv e and productivity solutions in such areas as water purification, facility safety, plant automation, and automatic environmental controls; GE Transportation, the largest producer of small and large jet engines for commercial and military aircraft in the world, as well as the number one maker of diesel freight locomotives in North America; NBC Universal (80 percent owned by GE), a global media and entertainment giant with a wide range of assets, including the NBC and Telemundo television networks, several cable channels, and the Universal Pictures film studio; GE Commercial Finance, which provides businesses, particularly in the mid-market segment, with an array of financial services and products, including loans, operating leases, and financing programs; GE Consumer Finance, a leading financial services provider, serving consumers, retailers, and auto dealer in about three dozen countries; and GE Insurance, which is involved in such areas as life insurance, asset management, mortgag e insurance, and reinsurance. The staggering size of GeneralElectric, which ranked fifth in the Fortune 500 in 2003, becomes even more evident through the revelation that each of the company’s 11 operating units, if listed separately, would qualify as a Fortune 500 company. GE operates in more than 100 countries worldwide and generates approximately 45 percent of its revenues outside the United States. Over the course of its 110-plus years of innovation, General Electric has amassed more than 67,500 patents, and the firm’s scientists have been awarded two Nobel Prizes and numerous other honors. Thomas Edison established himself in the 1870s as an inventor after devising, at the age of 23, an improved stock ticker. He subsequently began research on an electric light as a replacement for gas light, the standard method of illumination at the time. In 1876 Edison moved into a laboratory in Menlo Park, New Jersey. Two years later, in 1878, Edison established, with the help of his friend Grosvenor Lowry, the Edison Electric Light Company with a capitalization of $300,000. Edison received half of the new company’s shares on the agreement that he work on developing an incandescent lighting system. The major problem Edison and his team of specialists faced was finding an easy-to-produce filament that would resist the passage of electrical current in the bulb for a long time. H e triumphed only a year after beginning research when he discovered that common sewing thread, once carbonized, worked in the laboratory. For practical applications, however, he switched to carbonized bamboo. Developing an electrical lighting system for a whole community involved more than merely developing an electric bulb; the devices that generated, transmitted, and controlled electric power also had to be invented. Accordingly, Edison organized research into all of these areas and in 1879, the same year that he produced an electric bulb, he also constructed the first dynamo, or direct-current (DC) generator. The original application of electric lighting was on the steamship Columbia in 1880. In that same year, Edison constructed a three-mile-long trial electric railroad at his Menlo Park laboratory. The first individual system of electric lighting came in 1881, in a printing plant. But the first full-scale public application of the Edison lighting system was actually made in Lon don, at the Holborn Viaduct. The first system in the United States came soon after when Pearl Street Station was opened in New York City. Components of the system were manufactured by different companies, some of which were organized by Edison; lamps came from theparent company, dynamos from the Edison Machine Works, and switches from Bergmann & Company of New York. In 1886 the Edison Machine Works was moved from New Jersey to Schenectady, New York. While these developments unfolded at Edison’s company, the Thomson-Houston Company was formed from the American Electric Company, founded by Elihu Thomson and Edwin Houston, who held several patents for their development of arc lighting. Some of their electrical systems differed from Edison’s through the use of alternating-current (AC) equipment, which can transmit over longer distances than DC systems. By the early 1890s the spread of electrification was threatened by the conflict between the two technologies and by patent deadlocks, which prevented further developments because of patent-infringement problems. By 1889, Edison had consolidated all of his companies under the name of Edison General Electric Company. Three years later, in 1892, this company was merged with the Thomson-Houston Electric Company to form the General Electric Company. Although this merger was the turning point in the electrification of the United States, it resulted in Edison’s resignati on from GE. He had been appointed to the board of directors but he attended only one board meeting, and sold all of his shares in 1894, though he remained a consultant to General Electric and continued to collect royalties on his patents. The president of the new company was Charles A. Coffin, a former shoe manufacturer who had been the leading figure at Thomson-Houston. Coffin remained president of General Electric until 1913, and was chairman thereafter until 1922. Meanwhile, also in 1892, GE’s stock began trading on the New York Stock Exchange. In 1884 Frank Julian Sprague, an engineer who had worked on electric systems with Edison, resigned and formed the Sprague Electric Railway and Motor Company, which built the first large-scale electric streetcar system in the United States, in Richmond, Virginia. In 1889 Sprague’s company was purchased by Edison’s. In the meantime, the two other major electric-railway companies in the United States had merged with Thoms on-Houston, so that by the time General Electric was formed, it was the major supplier of electrified railway systems in the United States. One year after the formation of General Electric, the company won a bid for the construction of large AC motors in a textile mill in South Carolina. The motors were the largest manufactured by General Electric at the time and were so successful that orders soon beganto flow in from other industries such as cement, paper, and steel. In that same year, General Electric began its first venture into the field of power transmission with the opening of the Redlands-Mill Creek power line in California, and in 1894 the company constructed a massive power-transmission line at Niagara Falls. Meanwhile the company’s electric-railroad ventures produced an elevated electric train surrounding the fairgrounds of the Chicago World’s Fair in 1893. Electrification of existing rail lines began two years later. By the turn of the century General Electric was manufacturing everything involved in the electrification of the United States: generators to produce electricity, transmission equipment to carry power, industrial electric motors, electric light bulbs, and electric locomotives. It is important to any understanding of the evolution of GE to realize that though it was diverse from the beginning, all of its enterprises centered on the electrification program. It is also worth noting that it operated in the virtual absence of competition. General Electric and the Westinghouse Electric Company had been competitors, but the companies entered into a patent pool in 1896. In 1900 GE established the first industrial laboratory in the United States. Up to that point, research had been carried out in universities or in private laboratories similar to Edison’s Menlo Park laboratory. Initially, the lab was set up in a barn behind the house of one of the researchers, but the lab was moved in 1 900 to Schenectady, New York, after it was destroyed in a fire. The head of the research division was a professor from the Massachusetts Institute of Technology. The importance of research at General Electric cannot be underestimated, for GE has been awarded more patents over the years than any other company in the United States. During the early decades of the 20th century General Electric made further progress in its established fields and also made its first major diversification. In 1903 General Electric bought the Stanley Electric Manufacturing Company of Pittsfield, Massachusetts, a manufacturer of transformers. Its founder, William Stanley, was the developer of the transformer. By this time GE’s first light bulbs were in obvious need of improvement. Edison’s bamboo filament was replaced in 1904 by metalized carbon developed by the company’s research lab. That filament, in turn, was replaced several years later by a tungsten-filament light bulb when Willia m Coolidge, a GE researcher, discovered a process to render the durable metal more pliable. This light bulb was so rugged and well suited for use in automobiles, railroad cars, and street cars that it was still employed in the early 2000s. In 1913, two other innovations came out of the GE labs: Irving Langmuir discovered that gas-filled bulbs were more efficient and reduced bulb blackening. To this day virtually all bulbs over 40 watts are gas-filled. The first high-vacuum, hot-cathode X-ray tube, known as the Coolidge tube, was also developed in 1913. Coolidge’s research into tungsten had played an important role in the development of the X-ray tube. The device, which combined a vacuum with a heated tungsten filament and tungsten target, has been the foundation of virtually all X-ray tubes produced ever since, and its development laid the foundation for medical technology operations at General Electric. Perhaps GE’s most important development in the early part of this century was its participation in the development of the high-speed steam turbine in conjunction with English, Swedish, and other inventors. Until this invention, all electricity (except hydroelectric) had been produced by generators that turned at no more than 100 rpm, which limited the amount of electricity a single unit could produce. An independent inventor had come up with a design for a very-high-speed steam turbine before the turn of the century, but it took five years of research before GE could construct a working model. By 1901, however, a 500-kilowatt, 1,200-rpm turbine generator was operating. Orders for the turbines followed almost immediately, and by 1903 a 5,000-kilowatt turbine was in use at Chicago’s Commonwealth Edison power company. Such rapid progress led to rapid obsolescence as well, and the Chicago units were replaced within six years. As a result, GE shops in Schenectady were soon overflowing with business. By 1910 the volume of the company’s trade in turbine generators had tripled and GE had sold almost one million kilowatts of power capacity. At the same time, General Electric scientists were also researching the gas turbine. Their investigations eventually resulted in the first flight of an airplane equipped with a turbine-powered supercharger. In the early days of electric power, electricity was produced only during evening hours, because electric lighting was not needed during the day and there were no other products to use electricity. GE, as the producer of both electricity-generating equipment and electricity-consuming devices, naturally sought to expand both ends of its markets. The first major expansion of the General Electric product line was made in the first decade of the 20th century. Before the turn of the century, light bulbs and electric fans were GE’s only consumer product. One of the first household appliances GE began to market was a toaster in 1905. The following year the company attempted to market an electric range. The unwieldy device consisted of a wooden table top equipped with electric griddles, pans, toasters, waffle irons, pots, and a coffeemaker, each with its own retractable cord to go into any one of 30 plugs. The range was followed by a commercial electric refrigerator in 1911 and by an experimental household refrigerator six years later. At the same time two other companies in the United States were producing electric devices for the home. The Pacific Electric Heating Company produced the first electric appliance to be readily accepted by the public: the Hotpoint iron. The Hughes Electric Heating Company produced and marketed an electric range. In 1918 all three companies were prospering, but to avoid competition with one another, they agreed upon a merger. The new company combined GE’s heating-device section with Hughes and Pacif ic to form the Edison Electric Appliance Company, whose products bore either the GE or the Hotpoint label. GE’s first diversification outside electricity came with its establishment of a research staff to investigate plastics. This occurred primarily at the prompting of Charles P. Steinmetz, a brilliant mathematician who had been with the company since the 1890s. All of the initial work by this group was devoted to coatings, varnishes, insulation, and other products related to electrical wiring, so that even this diversification was tied in to electrification. A more radical branching of GE’s activities occurred in 1912, when Ernst Alexanderson, a GE employee, was approached by a radio pioneer looking for a way to expand the range of wireless sets into higher frequencies. Alexanderson worked for almost a decade on the project before he succeeded in creating electromagnetic waves that could span continents, instead of the short distances to which radios had been limited . In 1922, General Electric introduced its own radio station, WGY, in Schenectady. In 1919, at the request of the government, GE formed, in partnership with AT&T and Westinghouse, the Radio Corporation of America (RCA) to develop radio technology. GE withdrew from the venture in 1930, when antitrust considerations came to the fore. General Electric also operated two experimental shortwave stations that had a global range. Other developments at General Electric contributed to the progress of the radio. Irving Langmuir had developed the electron tube. This tube, necessary for amplifying the signals in Alexanderson’s radio unit, was capable of operating at very high power. Other important developments by scientists at General Electric included the world’s first practical loudspeaker and a method for recording complex sound on film that is still in use today. Developments continued apace at GE in the electric motor field. In 1913 the U.S. Navy commissioned General Electric to build the first ship to be powered by turbine motors rather than steam. In 1915 the first turbine-propelled battleship sailed forth, and within a few years, all of the Navy’s large ships were equipped with electric power. General Electric also owned several utility companies that generated electrical power, but in 1924 GE left the utilities business when the federal government brought antitrust action against the company. During the Great Depression the company introduced a variety of consumer items such as mixers, vacuum cleaners, air conditioners, and washing machines. GE also introduced the first affordable electric refrigerator in the late 1920s. It was designed by a Danish toolmaker, Christian Steenstrup, who later supervised mechanical research at the GE plant in Schenectady. In addition, GE introduced its first electric dishwasher in 1932, the same year that consumer financing of personal appliances was introduced. Also in 1932 the first Nobel Prize ever awarded to a scientist not affiliated with a university went to Irving Langmuir for his work at GE on surface chemistry, research that had grown out of his earlier work on electron tubes. The years that followed witnessed a steady stream of inn ovation in electronics from the GE labs. These included the photoelectric-relay principle, rectifier tubes that eliminated batteries from home receivers, the cathode-ray tube, and glass-to-metal seals for vacuum tubes. Many of these developments in electronics were crucial to the growth of radio broadcasting. The broadcasting division of General Electric achieved a breakthrough in the late 1930s. The company had been developing a mode of transmission known as frequency modulation (FM) as an alternative to the prevailing amplitude modulation (AM). In 1939 a demonstration conducted for the Federal Communications Commission proved that FM had less static and noise. GE began broadcasting in FM the following year. Of course, the light bulb was not forgotten in this broadening of research activity at General Electric. The world’s first mercury-vapor lamp was introduced in 1934, followed four years later by the fluorescent lamp. The latter produced light using half the power of incandescent bulbs, with about twice the lifespan. Less than a year after the introduction of the fluorescent light, General Electric introduced the sealed-beam automotive headlight. Even though production of convenience items for the consumer halted during World War II, the war proved profitable for General Electric, whose revenues quadrupled during the war. The president of General Electric at the time, Charles Wilson, joined the War Production Board in 1942. GE produced more than 50 different types of radar for the armed forces and over 1,500 marine power plants for the Navy and merchant marine. The company, using technology developed by the Englishman Frank Whittle, also conducted research on jet engines for aircraft. The Bell XP-59, the first U.S. jet aircraft, flew in 1942 powered by General Electric engines. By the end of the war this technology helped General Electric develop the nation’s first turboprop engine. When production of consumer goods resumed immediately after the war, GE promptly found itself in another antitrust battle. The government discovered that GE controlled 85 percent of the light bulb industry–55 percent through its own output and the other 30 percent through licensees. In 1949 the court forced GE to release its patents to other companies. In this period the first true product diversifications ca me out of GE’s research labs. In the 1940s a GE scientist discovered a way to produce large quantities of silicone, a material GE had been investigating for a long time. In 1947 GE opened a plant to produce silicones, which allowed the introduction of many products using silicone as a sealant or lubricant. Meanwhile, as research innovation blossomed and postwar business boomed, the company began an employee relations policy known as â€Å"Boulwarism,† from Lemuel Boulware, the manager who established the policy. The policy, which eliminated much of the bargaining involved in labor-management relations, included the extension by GE to union leaders of a nonnegotiable contract offer. During the late 1940s General Electric embarked on a study of nuclear power and constructed a laboratory specifically for the task. Company scientists involved in an earlier attempt to separate U-235 from natural uranium were developing nuclear power plants for naval propulsion by 1946. In 1 955 the Navy launched the submarineSeawolf, the world’s first nuclear-powered vessel, with a reactor developed by General Electric. In 1957 the company received a license from the Atomic Energy Commission to operate a nuclear-power reactor, the first license granted in the United States for a privately owned generating station. That same year GE’s consumer appliance operations got a big boost when an enormous manufacturing site, Appliance Park, in Louisville, Kentucky, was completed. The flow of new GE products–hair dryers, skillets, electronic ovens, self-cleaning ovens, electric knives–continued. Other innovations to come from GE labs during the 1950s included an automatic pilot for jet aircraft, Lexan polycarbonate resin, the first all-transistor radio, jet turbine engines, gas turbines for electrical power generation, and a technique for fabricating diamonds. Antitrust problems continued to vex the company throughout the postwar years. In 1961 the Justice Department indicted 29 companies, of which GE was the biggest, for price fixing on electrical equipment. All the defendants pleaded gui lty. GE’s fine was almost half a million dollars, damages it paid to utilities who had purchased price-fixed equipment came to at least $50 million, and three GE managers received jail sentences and several others were forced to leave the company. During the 1960s and 1970s GE grew in all fields. In 1961 it opened a research center for aerospace projects, and by the end of the decade had more than 6,000 employees involved in 37 projects related to the moon landing. In the 1950s General Electric entered the computer business. This venture, however, proved to be such a drain on the company’s profits that GE sold its computer business to Honeywell in 1971. By the late 1960s, GE’s management began to feel that the company had become too large for its existing structures to accommodate. Accordingly, the company instituted a massive organizational restructuring. Under this restructuring program, the number of distinct operating units within the company was cut from more than 200 to 43. Each new section operated in a particular market and was headed by a manager who reported to management just beneath the corporate policy board. The sections were classified into one of three categories–growth, stability, or no-growth–to facilitate divestment of unprofitab le units. When this reorganization was complete, General Electric made what was at the time the largest corporate purchase ever. In December 1976 GE paid $2.2 billion for Utah International, a major coal, copper, uranium, and ironminer and a producer of natural gas and oil. The company did 80 percent of its business in foreign countries. Within a year Utah International was contributing 18 percent of GE’s total earnings. In the meantime, GE scientist Ivar Giaever was a corecipient of the 1973 Nobel Prize in Physics for his discoveries in the area of superconductive tunneling. Giaever became the second GE employee to be honored with a Nobel Prize. The divestiture of its computer business had left GE without any capacity for manufacturing integrated circuits and the high-technology products in which they are used. In 1975 a study of the company’s status concluded that GE, one of the first U.S. electrical companies, had fallen far behind in electronics. As a result, GE sp ent some $385 million to acquire Intersil, a semiconductor manufacturer; Calma, a producer of computer graphics equipment; and four software producers. The company also spent more than $100 million to expand its microelectronics facilities. Other fields in which GE excelled were in trouble by the mid-1970s, most notably nuclear power. As plant construction costs skyrocketed and environmental concerns grew, the company’s nuclear power division began to lose money. GE’s management, however, was convinced that the problem was temporary and that sales would pick up in the future. When by 1980 General Electric had received no new orders for plants in five years, nuclear power began to look more and more like a prime candidate for divestment. GE eventually pulled out of all aspects of the nuclear power business except for providing service and fuel to existing plants and conducting research on nuclear energy. Though General Electric’s growth was tremendous during the 1970s and earnings tripled between 1971 and 1981, the company’s stock performance was mediocre. GE had become so large and was involved in so many activities that some regarded its fortunes as capable only of following the fortunes of the country as a whole. GE’s economic problems were mirrored by its managerial reshuffling. When John F. (Jack) Welch, Jr., became chairman and CEO in 1981, General Electric entered a period of radical change. Over the next several years, GE bought 338 businesses and product lines for $11.1 billion and sold 232 for $5.9 billion. But Welch’s first order of business was to return much of the control of the company to the periphery. Although he decentralized management, he retained predecessor Reginald Jones’s system of classifying divisions according to their performance. His goal was to make GE number oneor two in every field of operation. One branch of GEâ€⠄¢s operations that came into its own during this period was the General Electric Credit Corporation, founded in 1943. Between 1979 and 1984, its assets doubled, to $16 billion, primarily because of expansion into such markets as the leasing and selling of heavy industrial goods, inventories, real estate, and insurance. In addition, the leasing operations provided the parent company with tax shelters from accelerated depreciation on equipment developed by GE and then leased by the credit corporation. Factory automation became a major activity at GE during the early 1980s. GE’s acquisitions of Calma and Intersil were essential to this program. In addition, GE entered into an agreement with Japan’s Hitachi, Ltd. to manufacture and market Hitachi’s industrial robots in the United States. GE itself spent $300 million to robotize its locomotive plant in Erie, Pennsylvania. Two years later GE’s aircraft engine business also participated in an air force plant-mo dernization program and GE later manufactured the engines for the controversial B-1B bomber. In 1986 General Electric made several extremely important purchases. The largest–in fact, the largest for the company to that date–was the $6.4 billion purchase of the Radio Corporation of American (RCA), the company GE had helped to found in 1919. RCA’s National Broadcasting Company (NBC), the leading U.S. television network, brought GE into the broadcasting business in full force. Although both RCA and GE were heavily involved in consumer electronics, the match was regarded by industry analysts as beneficial, because GE had been shifting from manufacturing into service and high technology. After the merger, almost 80 percent of GE’s earnings came from services and high technology, compared to 50 percent six years earlier. GE divested itself of RCA’s famous David Sarnoff Research Center, because GE’s labs made it redundant. In 1987 GE also sold its own and RCA’s television manufacturing businesses to the French company Thomson in exchange for Thomson’s medical diagnostics business. GE justified the merger by citing the need for size to compete effectively with large Japanese conglomerates. Critics, however, claimed that GE was running from foreign competition by increasing its defense contracts (to almost 20 percent of its total business) and its service business, both of which were insulated from foreign competition. In 1986 GE also purchased the Employers Reinsurance Corporation, a financial services company, from Texaco, for $1.1 billion,and an 80 percent interest in Kidder Peabody and Company, an investment banking firm, for $600 million, greatly broadening its financial services division. Although Employer’s Reinsurance contributed steadily to GE’s bottom line following its purchase, Kidder Peabody lost $48 million in 1987, in part because of the settlement of insider trading charges. Kidder Peabody did come back in 1988 to contribute $46 million in earnings, but the acquisition still troubled some analysts. GE owned 100 percent of Kidder Peabody by 1990. General Electric’s operations were divided into three business groups in the early 1990s: technology, service, and manufacturing. Its manufacturing operations, traditionally the core of the company, accounted for roughly one-third of the company’s earnings. Still, GE continued to pour more than $1 billion annually into research and development of manufactured goods. Much of that investment was directed at energy conservation–more efficient light bulbs, jet engines, and electrical power transmission methods, for example. In 1992 GE signaled its intent to step up overseas activity with the purchase of 50 percent of the European appliance business of Britainâ€℠¢s General Electric Company (GEC). The two companies also made agreements related to their medical, power systems, and electrical distribution businesses. Welch said that his aim was to make GE the nation’s largest company. To that end, General Electric continued to restructure its existing operations in an effort to become more competitive in all of its businesses. Most importantly, the company launched an aggressive campaign to become dominant in the growing financial services sector. GE’s aggressive initiatives related to financial services reflected the fact that the service sector represented more than three-quarters of the U.S. economy going into the mid-1990s. Furthermore, several service industries, including financial, were growing rapidly. GE’s revenues from its giant NBC and GE Capital divisions, for example, rose more than 12 percent annually from about $14.3 billion in 1988 to more than $25 billion in 1994. Encouraged by those gains, GE’s mer ger and acquisition activity intensified. For example, in 1994 the company offered a $2.2 billion bid for Kemper Corp., a diversified insurance and financial services company (it retracted the bid in 1995). GE’s sales from services as a percentage of total revenues increased from 30 percent in 1988 to nearly 45 percent in 1994, and neared 60 percent by 1996. The troubled Kidder Peabody unitremained a drag on GE’s services operations, leading to the company’s late 1994 decision to liquidate the unit. As part of the liquidation, GE sold some Kidder Peabody assets and operations to Paine Webber Group Inc. for $657 million. In contrast to its service businesses, GE’s total manufacturing receipts remained stagnant at about $35 billion. Nevertheless, restructuring was paying off in the form of fat profit margins in many of its major product divisions. Importantly, GE made significant strides with its Aircraft Engine Group. Sales fell from $8 billion in 1991 to less than $6 billion in 1995, but profit margins rose past 18 percent after dipping to just 12 percent in 1993. Reflective of restructuring efforts in other GE divisions, the company accomplished the profit growth by slashing the engineering workforce from 10,000 to 4,000 and reducing its overall Aircraft Engine Group payroll by about 50 percent, among other cost-cut ting moves. Despite a global economic downturn in the early 1990s, GE managed to keep aggregate sales from its technology, service, and manufacturing operations stable at about $60 billion annually. More importantly, net income surged steadily from $3.9 billion in 1989 to $5.9 billion in 1994, excluding losses in the latter year from Kidder Peabody operations. In 1994, in fact, General Electric was the most profitable of the largest 900 U.S. corporations, and was trailed by General Motors, Ford, and Exxon. Revenues reached $70 billion by 1995, the same year that the company’s market value exceeded $100 billion for the first time. The late 1990s saw General Electric reach a number of milestones. In 1996 the company celebrated its 100th year as part of the Dow Jones Index; GE was the only company remaining from the original list. That year, NBC joined with Microsoft Corporation in launching MSNBC, a 24-hour cable television news channel and Internet news service. Overall revenues exceeded the $100 billion mark for the first time in 1998, while the continuing stellar growth at GE Capital led that unit to generate nearly half of GE’s revenues by the end of the decade. Acquisitions in the late 1990s centered on two of the company’s growth initiatives: services and globalization. In 1996 the GE Appliances division acquired a 73 percent interest in DAKO S.A., the leading manufacturer of gas ranges in Brazil. GE Capital Services expanded in Japan through the 1996 purchase of an 80 percent stake in Marubeni Car System Co., an auto leasing firm; the 1998 acquisitions of Koei Credit and the consumer finance business of Lake Corporation; and the 1998 formation of GE Edison Life following the purchase of the sales operations of Toho Mutual Life Insurance, which made GE Capital the first foreign company involved in the Japanese life insurance market. In early 1999 GE Capital made its largest deal in Japan to date with the purchase of the leasing business of Japan Leasing Corporation, a business with $7 billion in leasing assets. Then in late 1999 GE Capital agreed to purchase the remaining assets of Toho Mutual for  ¥240 billion ($2.33 billion); Toho had collapsed during 1999 after suffering huge losses from the thousands of old, unprofitable policies in its portfolio, and a large portion of its liabilities were to be covered by Japan’s life insurance association. Expansion also continued in Europe for GE Capital, highlighted by the 1997 acquisition of Woodchester, one of the largest financial services companies in Ireland. Overall, GE spent some $30 billion during the 1990s in completing more tha n 130 European acquisitions. Under Welch’s leadership, General Electric in the late 1990s also adopted â€Å"six sigma,† a quality control and improvement initiative pioneered by Motorola, Inc. and AlliedSignal Inc. The program aimed to cut costs by reducing errors or defects. GE claimed that by 1998 six sigma was yielding $1 billion in annual savings. The company also continued to restructure as necessary, including taking a $2.3 billion charge in late 1997 to close redundant facilities and shift production to cheaper labor markets. During 1999 General Electric adopted a fourth growth initiative, e-business (globalization, services, and six sigma being the other three). Like many longstanding companies, GE reacted cautiously when the Internet began its late 1990s explosion. But once he was convinced of the new medium’s potential, Welch quickly adopted e-commerce as a key to the company’s future growth. Among the early ventures was a plan to begin selling appliances through Home Depot, Inc.’s web site, a move aimed at revitalizing lagging appliance sales. In late 1999 Welch announced that he planned to retire in April 2001, but he did not name a successor. At the time, General Electric was one of the world’s fastest growing and most profitable companies, and boasted a market capitalization of $505 billion, second only to Microsoft Corporation. Revenues for 1999 increased 11 percent to $111.63 billion while net income rose 15 percent to $10.72 billion. These figures also represented huge gains since Welch took over in 1981, when the company posted profits of $1.6 billion on sales of$27.2 billion. Welch was not done yet, however. In October 2000 he swooped in to break up a planned $40 billion merger of United Technologies Corporation and Honeywell International Inc. The Honeywell board accepted GE’s $45 billion bid, which was set to be the largest acquisition in the company’s history. Honeywell was coveted for its aerospace unit, a $9.9 billion business involved in flight-control systems, onboard environmental controls, and repair services. The addition of this unit was expected to significantly boost the GE Aircraft Engines unit, creating a global aerospace giant. Welch agreed to stay on at General Electric through the end of 2001 in order to see the acquisition through to fruition. He did, however, name a successor soon after this deal was announced. In November 2000 Jeffrey R. Immelt won the succession battle and wa s named president and chairman-elect. Immelt, who joined GE in 1982, had most recently served as president and CEO of GE Medical Systems, a unit with revenues of $12 billion. Immelt’s two chief rivals in the race to become only the ninth CEO in GE’s long history, W. James McNerney Jr., head of GE Aircraft Engines, and Robert L. Nardelli, head of GE Power Systems, soon left the company to become CEOs of 3M Company and Home Depot, respectively. Rather than serving as a capstone for a much admired reign of leadership, the Honeywell deal instead provided a sour ending for the Welch era. In the summer of 2001 the European Commission blocked the deal on antitrust grounds as 11th-hour negotiations between the European regulators and GE executives broke down. Welch finally retired soon thereafter, with Immelt taking over as chairman and CEO in September 2001. Meanwhile, one last major deal was initiated prior to the leadership handover. In July 2001 General Electric’s G E Capital unit agreed to pay $5.3 billion for Heller Financial Inc., a global commercial finance company based in Chicago that had total assets of about $19.5 billion. This deal, the second largest in GE history, behind only the 1986 deal for RCA, was consummated in October 2001. Also during 2001, GE Lighting had the largest product launch in its history when it introduced the GE Reveal line of light bulbs, which were touted as providing â€Å"a cleaner, crisper light† because the bulbs filtered out the duller yellow rays commonly produced by standard incandescent light bulbs. GE began feeling the effects of the economic downturn that year as revenues fell nearly 3 percent, to $125.68 billion; profits nevertheless increased 7.5percent, reaching $13.68 billion, though that was a far cry from the yearly 13 to 15 percent increases that Wall Street came to expect from GE during the Welch era. Immelt began to place his imprint in earnest on GE in 2002 through major restructurings and several significant acquisitions. Midyear he launched a reorganization of GE Capital. The financial services unit was divided into four separate units to streamline management, increase oversight, and improve transparency. The new units were: GE Commercial Finance, GE Consumer Finance, GE Equipment Management (involved in equipment leasing and loans), and GE Insurance. Also during 2002, the GE Appliances and GE Lighting units were combined into a new GE Consumer Products unit. On the acquisitions front, NBC widened its media holdings through the April 2002 acquisition of Hialeah, Florida-based Telemundo Communications Group Inc. for $2.7 billion and the $1.25 billion purchase of the Bravo cable network, completed in December of that year. Telemundo owned the second largest Spanish-language television network, as well as nine U.S. TV stations and the leading TV station in Puerto Rico. NBC hoped to tap into the growing Hispanic market via the deal. Bravo was known for its intelligent, arts-oriented programming such as Inside the Actors Studio, and it provided NBC with its first entertainment-oriented cable property. Also during 2002, GE Specialty Materials acquired BetzDearborn, a leading maker of water treatment chemicals, from Hercules Inc. for $1.8 billion. In addition, GE Industrial Systems spent about $777 million for Interlogix, Inc, an Austin, Texas-based manufacturer of electronic security products and systems for commercial, industrial, and residential use. All told, General Electric spent approximately $9 billion on industrial acquisitions alone during 2002. Concerns about whether the company could continue its stellar earnings performance and about its accounting practices sent GE’s stock sharply lower in 2002. The stock ended the year trading at $24.35 per share, less than half of the high price for 2001. Once again, profits rose modestly, to $14.12 billion, or about 3 percent. Taking advantage of the economic downturn to acquire desirable assets from distressed sellers, GE’s deal-making appetite grew only larger in 2003. That year was the company’s biggest acquisition year yet, with deals worth a collective $30 billion either completed or announced . In August the company agreed to buy Transamerica Finance Corporation’s commercial lending business from AegonN.V. of The Netherlands for $5.4 billion. The deal, which added about $8.5 billion in assets to the GE Commercial Finance unit, closed in January 2004. Also during the summer of 2003 GE sold three of its slower growing insurance businesses: Financial Guaranty Insurance Co., Tokyo-based GE Edison Life Insurance Co., and GE’s U.S.-based auto and homeowners insurance unit. About $4.5 billion was raised through these divestments. As part of its effort to shift emphasis to higher growth fields, General Electric completed two significant acquisitions in healthcare. In October 2003, Instrumentarium Corp. was acquired for $2.3 billion. Based in Finland, Instrumentarium was a major medical-equipment maker with a product line that featured devices for anesthesia, critical care, and patient monitoring. That same month, GE agreed to buy Amersham plc, a British firm specializing in diagnostics agents used during scans of the body for disease, gene-sequencing tools, and protein separation for high-tech drug development. Consummated in April 2004 and valued at about $9.5 billion, the purchase of Amersham stood, very briefly, as the largest acquisition in General Electric history. Following the Amersham acquisition, GE Medical Systems, now a $14 billion business, was renamed GE Healthcare. Based in the United Kingdom–the first GE unit to be headquartered outside the United States–GE Healthcare was headed by Amersham’s former chief executive, William Castell; Castell was also named a GE vice-chairman, the first outsider to be so named. Meanwhile, also in October 2003, General Electric announced an even larger deal, a $14 billion acquisition of Vivendi Universal Entertainment (VUE), the U.S. unit of the French group Vivendi Universal S.A. Among VUE’s assets wer e the Universal Pictures movie studio, the specialty film unit Focus Features, the Universal Television production outfit, cable channels USA Network and Sci-Fi Channel, and theme parks in California, Florida, Japan, and Spain. Upon completion of the deal in May 2004, NBC was merged with VUE to form NBC Universal, which was 80 percent owned by GE and 20 percent by Vivendi. This expansion into entertainment content mimicked earlier combinations involving the ABC and CBS television networks. Continuing his transformative leadership, Immelt reorganized GE’s 13 business units into 11 focused on specific markets and customers. The reorganization, effective at the beginning of 2004, brought similar businesses together in an effort to increase sales and cut costs. The most significant of the changes included combining the firm’s aircraftengines business and its rail-related operations in a new GE Transportation unit; merging most of GE Industrial Systems with GE Consumer Prod ucts to form GE Consumer & Industrial, which focused on lighting products, appliances, and integrated industrial equipment, systems, and services; and forming GE Infrastructure from certain operations of GE Industrial Systems and GE Specialty Materials. Also in January 2004, GE continued disposing of its insurance operations. That month, General Electric launched an initial public offering (IPO) of about one-third of the stock of the newly formed Genworth Financial, Inc., which consisted of the bulk of GE’s life and mortgage insurance businesses. The IPO was planned for completion by mid-2004, after which GE planned to make Genworth fully independent within three years. What was left of GE Insurance was mainly its reinsurance business, which was long rumored to be another candidate for divestment. Overall, through the myriad moves engineered during just a few years in charge, Immelt was seeking to cut General Electric’s reliance on financial services and mature industrial businesses in favor of such higher growth areas as healthcare and entertainment. He was also building operations in fast-growing economies such as China’s. By 2005, GE was aiming to outsource $5 billion of parts and services from China and simultaneously grow sales in China to a like figure. Further divestments were also expected, and there had long been speculation that the slow-growing lighting and appliances businesses were prime candidates. Through initiatives such as these, Immelt hoped to return General Electric to double-digit earnings growth by 2005. Read more: http://www.answers.com/topic/general-electric-company#ixzz1c6xpDIo9