Compassion fatigue Essay Example | Topics and Well Written Essays - 500 words

Compassion fatigue - Essay Example The condition can affect an individual at a personal level and professionally as noted by Figley (1995). The effects of the condition include reduced productivity, reduced ability to focus, self doubt and feelings of incompetence. Other signs of the disorder include isolation, substance abuse and bottled up emotions. Caregivers need to realise that just one story that overwhelms their ability to sensualise an event can lead to compassion fatigue. Compassion fatigue is mainly caused when caregivers witness marks of trauma in other people’s lives to an extent that they get overwhelmed (Van & Rothenberg, 2009). Some of the common causes of the disorder include working with suicidal ideation, hearing stories of child abuse, dealing with people suffering from terminal illnesses, providing care to people who have suffered the loss of a loved one , and providing care to rape survivors, just to mention a few. For caregivers to provide high quality services without succumbing to compassion fatigue, they should take care of their physical, spiritual and emotional needs. They should be in good physical health so as to be able to overcome the physical pressures that are exerted on them in the course of work. Emotionally, nurses get affected as they handle different cases, some of which are traumatic. The nurses need to find a way of easing the emotional stresses that they experience taking measures to ensure that these do not build up gradually or progressively. Yet again, nurses need to get in touch with their spiritual selves so as to have an assurance of being under the protection of a superior being. In as much as compassion fatigue can cause a lot of suffering and pain, caregivers can overcome its effects by learning its symptoms and taking appropriate actions to avoid or overcome the disorder in case it takes root

McCain Foods Essay Example for Free

McCain Foods Essay 1. Which four Ps make up the marketing mix? Answer: †¢ Product †¢ Price †¢ Place †¢ Promotion †¢ Product this has to look and taste good and be made from wholesome ingredients. †¢ Price the price has to be attractive to ensure enough sales to generate a profit. †¢ Place the place and position of the product in the market is important to compete for market share. †¢ Promotion this has to fit the company’s objectives for the product. 2. Explain the different product categories in the Boston Matrix. Why is this a useful tool for businesses? Answer: The Boston Matrix identifies four types in a company’s product portfolio: †¢ Stars. These products have a high market share in markets that are growing quickly. For example, the Playstation was a star when it was first introduced into the games market. †¢ Question Marks. These products have a low market share in a growing market. Costs are more than returns as the company tries to increase market share. An example of a Question Mark could be a newly launched fashion item or a new car model. †¢ Cash Cows. These products have high market share in established markets, for example, cornflakes in the breakfast cereals market. †¢ Dogs. These products have low market share in a low growth market. A company may look to get rid of these products or invest in marketing to improve sales. For example, DVD recorders have replaced video recorders 3. Analyse how McCain Foods’ promotional strategies tie in with its message ‘It’s All Good’. Answer: Promotion A further demonstration of the ‘It’s All Good’ ethos is McCain Foods’ ethical stance on promotion. McCain makes a Commitment not to advertise to children under 12 years old. It also ensures that the retail labeling on its products carries clear information on levels of fat, saturated fat, salt and sugar to help shoppers choose healthier options. Its labeling is in line with the Food Standards Agency (FSA) traffic light scheme and the food industry’s Guideline Daily Amounts (GDA). McCain also takes part in different types of sponsorship, such as: †¢ TV show Family Fortunes. This brings the McCain brand to a wide audience through a popular family programme. †¢ McCain Athletics Networks which encourage young people to get involved in the sport through local clubs. This further supports the company’s approach to balancing calories in with calories out. 4. Consider other promotional strategies McCain could use and say whether they are above- or below-the-line. Answer: Above-the-line promotion is paid for and includes traditional advertising routes such as television, radio and the press. These are good for carrying marketing messages to a large audience. However,it is less easy to measure the impact of these channels, for example, whether a TV advert has increased sales. Special displays or positioning in stores or advertising on supermarket trolleys are also examples of McCain’s above-the-line promotional activity. Below-the-line promotion can take many forms and is usually more under the control of the business. Typical examples include events or direct mail. McCain uses a combination of below-theline activities including: †¢ door-to-door leaflet drops or books of vouchers which give customers discounts over a period of time. These help to attract consumers and establish brand loyalty so the consumer buys the product again. †¢ email newsletter for consumers. This creates a relationship with consumers, which is unusual for a B2B organisation. It not only allows McCain to communicate directly with and listen to consumers, it also enables the business to collect information, for example, about their lifestyles and product choices. This is used for feedback, research and promotions.

The company aims and objectives

The company aims and objectives 1 Introduction Strategic management is the way a business will formulate, implement and evaluate its decisions across the departments in order to help the company to achieve its objectives. It means using the company aims and objectives to develop policies and plans, allocate resources in order to implement the plans and then evaluate whether this has been successful. Strategic Planning ensures that an organisation is doing the right things. If a business needs to change the way it runs its business operations then a strategic plan explains what the organisation is changing to. Once it has determined the right things to do, it devolves accountability for doing them right to one or more business plans (Guest 1989). Every organisation has a mission statement setting out its aims and objectives and strategy can be defined as â€Å"The determination of the basic long-term goals and objective of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Alfred Chandler, 1963). Johnson and Scholes (2002 p13) suggested that a company needs a mission and mission statements; a vision or strategic intent; goals; objectives; unique resources and core competences, strategies and control. Strategy was ‘the direction and scope of an organisation over the long term: ideally which mat ches its resources to its changing environment, and in particular to its markets, customers or clients, so as to meet stakeholder expectations. To continue in business and be profitable every business needs a strategy and according to McGee et al (2005)strategy is the ability of a company to thrive and survive. The report will outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. The New Vintage Car Company is a specialist organisation which has a small niche in the specialist car market and a mission statement, objectives and strategic intent. 1.1 Aims and Objectives of the report The aim of the report is write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. 1.2 Objectives To understand the importance and characteristics of strategic management to all forms of organisation To investigate a range of strategic management models and their strengths and weaknesses To consider the relevance for strategic management of organisational culture and ethics To analyse and evaluate a range of strategic management models To apply and to tailor models of strategic management as appropriate 2 Stage One Strategic analysis Generally there are two main approaches to strategic management the organisational approach dealing with competitive advantage, resource allocation and economies or scale and the the human approach. According to Arieu (2007), ‘there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management can be bottom-up, top-down, or collaborative processes which means that in the bottom up approach employees send in proposals to their managers who choose the best ideas which are assessed through capital budgeting processes such as return on investment or cost benefit whilst the top-down approach is where the CEO and the planning team make the decisions. Johnson (1999 p154) advised that strategic planning was the ‘process of drawing up long-term, wide ranging plans in accordance with the organisations main aims and will involve analysing customer expectations, competitive pressures and overall changes in the market. Operational planning on the other hand was the development of plans for a specific operation within the organisation whether it was for a product or a service. He added that although organisations used information from analysis, quantified objectives which became the organisations targets for a planned period of time, could be based on ‘ guesswork. Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment. (Lamb, 1984:ix). As the New Vintage Car Company is a small specialist business it is very much a very collaborative style of strategic management with the 10 main employees taking part in management decisions. 2.1 Strategic management theories Strategic management was a concept which was developed in the 1950s and 1960s which theorised that gathering all the functions under one strategy and coordinating the different departments. Chandler (1962) showed that a long-term coordinated strategy was necessary to give a company structure, direction, and focus stating that ‘structure follows strategy. Selznick theorised that an organisations internal functions should be matched to any external environmental circumstances through SWOT analysis which was developed by the Harvard Business School General Management Group. Anscoff developed a strategy grid to compare market penetration strategies, product development strategies, market development strategies, horizontal and vertical integration and diversification strategies and a gap analysis. Druckers (1969) management by objectives (MBO) meant that companies set objectives and then monitored if they had been achieved and suggested the use of team work. Function strategies incl ude marketing strategies such as new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies dealing with short and medium term plans. However, Mintzberg (1988) thought of strategy as a process or pattern of behaviour which has evolved over time and necessitated fluidity and the realization that there were unpredictable issues which could arise. 2.2 Analysis Part of the planning process for a company would be to analyse the current market place and the companys position in it. This could be done through various analysis techniques such as PEST, SWOT, Gap analysis, Porters generic strategy analysis. 2.2.1 PEST analysis The PEST analysis could be used by the organisation to look into market growth or decline whilst investigating the position of the company, its potential for future growth and the direction the business should take. PEST stands for Political, Economic, Social and Technological factors, and can be used in conjunction with SWOT which are the Strengths, Weaknesses, Opportunities and Threats analysis. PEST can be extended to PESTLE by adding Environmental and Legal or even adding any Political and demographic issues as STEEPLED (Grundy 2006). 2.2.2 SWOT analysis In order to see where the company is in the market place, a SWOT analysis will need to be undertaken. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths would be the type of business and whether is has been well established in the area and has a loyal customer base Weaknesses are anything which may hinder the company in achieving its objectives and which may need to be changed such as financial constraints. Opportunities are the things a companies can use to progress Threats are the issues which affect a company and could potentially threaten the companys futuresuch as thecredit crunch with suppliers closing down, transport costs rising and banks not lending money (Armstrong 1982 p198 Hill Westbrook 1997). 2.2.3 Gap analysis The company will need to judge where there is a gap in the market, either a place for their product or where the company is at the moment and where they would like to be and so the difference is the gap. After this analyis the company needs to decide how to bridge the gap either through a strategic approach or a tactical/operational approach. The tactical operational approach would make use of the Marketing Mix Product, Place, Price, Promotion 2.2.4 The value chain Porter (1998) also theorized that a company could be successful if it contributed to the industry it was in via a value chain which meant that everything a company does should be questioned in terms of what value it adds in the eyes of the final customer. In 1993,John Kay stated that ‘adding value is the central purpose of business activity. 2.3 Competitor analysis A company needs to analyse what its competitors are doing, how well they are doing it and whether they are a real threat. 2.3.1 Competitive advantage and Porters 5 Forces theory Porters 5 Forces Model New entrants, Industry competitors, Suppliers, buyers and substitutes is a useful theory can help for an organisation to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). Porters theory takes 5 elements which can influence a business such as New Entrants to the market and Industry competitors are there any new or similar companies setting up in business which could be a threat and which customers will choose instead of the original company; Suppliers who may be powerful enough to put up prices which the company has to pay or even refusing to do business with the company; Buyers how customers can put pressure on the company to lower prices or alter product lines; Substitutes customers changing to alternative products from another company if there is a product price increase; the use of price cutting and aggressive marketing by other similar rival companies; (Porter 1998). 2.4 The Competitive-positioning approach Companies need to be aware of the competitions own strategies at all times. A competitive advantage can be attained by organisations if the current strategy is value-creating, and not currently being used or activated by competitors or future competitors (Barney, 1991, p102). Choosing the correct market level is important as too high will lose customers and too low may see to many competitors. Porter (1995) thought that there were three routes to competitive advantage. A firm either (1) focused on a particular customer group (2) Specialised in skills competitors cannot match or (3) became the lowest cost producer. Having the competitive advantage means that a company must outperform its competitors by delivering superior value to customers and, in doing so, earn an above average financial return for the company and its stakeholders. Doing this successfully over a long period is sustainable competitive advantage which requires that they outperform their competitors for a long period in a way that customers are prepared to purchase at a sufficiently high price. Campbell et al (2007) argued that there were 8 areas which need to be considered for competitive and sustainable competitive advantage to continue for a company. They need to have a strategic intent to stretch the organisation in the future and be willing to work at continuous improvement which includes inputs, processes and outputs of products and services. They would need to work in a different way to their competitors and importantly they need to be perceived to be better by their customers who need to believe that they are the main r eason for the company being in business to serve their customers. The company must build on their core competences by continuous internal review and keep communication channels open both internally and externally. Its core competency is the restoring of classic cars and all the skills which go with this. The management must be aware that the business environment is constantly changing and they must be prepared to change with it especially during the current recession They need to be aware of their competitors but also know when collaboration and co-operation with competitors through strategic alliances is a necessity. 3 Stage Two Strategic formulation The New Vintage Car Company has formulated a strategy through the planning and analysis of companys SWOT and the gap analysis as well as having looked at the competition which is a few other similar small businesses. Strategy formulation is the process of determining appropriate courses of action for achieving organizational objectives and staying a profitable business. Johnson and Scholes (2002 p11) theorised that there were different levels of strategy: (1) corporate dealing with the ‘overall purpose and scope of an organisation and how value can be added to the business areas of the company and when a company has decided on its products and the market it should compete in (2) business unit strategy deals with how a company can achieve an advantage over its competitors and what opportunities can be identified or created and competitive strategy which is when the company sets out the framework for success in the market it has chosen with goal setting, commitment of resources a nd the monitoring or strategies and (3) operational strategy is how the different areas of a company deliver the corporate strategies with reference to resources, people and processes. Once the strategy has been formulated, the company needs a mission statement, set the aims and objectives and conduct the internal and external analyis of the niche in the market. The company would then implement the strategy by undertaking certain steps such as entering into a partnership or expanding distribution outlets. The strategy will then need to be reviewed. The strategy formulated by a company should reflect an environmental analysis as well as the organisaitonal vision, mission statement and organisational objectives. The way to formulate strategic plans is to use three steps which find out where the company is now, determine where the company wants to go, and then determines how to get there. This may require to take certain precautionary measures or even to change the entire strategy. Johnson and Scholes (2002) strategic model looks at three criteria suitability and whether it will work; feasibility and whether it is possible to make it work and acceptability and whether the strategies will be successful. 3.1 Suitability The strategies for the company need to be suitable for that company and its current and future position in the market. The question to ask is is it economical to pursue the strategies and would there be any cost advantages for the business due expansion (economies of scale) referring to efficiencies associated with supply-side changes, such as increasing or decreasing the scale of production, of a single product type? The company needs to also address the question of economies of scope which means efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing or distribution. A company which sells many product lines, sells the same product in many countries, or sells many product lines in many countries will benefit from reduced risk levels as a result of its economies of scope. If one of its product lines falls out of fashion or one country has an economic slowdown, the company will, most likely, be able to continue trading. Thin king of its customers the company needs to look at the experience economy and what their customers will get and how they will feel they receive not only value for money but are getting something extra and feel part of the company experience. This encourages company loyalty. The New Vintage Car Company has a loyal customer base in the UK and has overseas customers in countries where the current financial downturn has not had such as great impact. The company would make use of decision tree analysis and what if analysis. 3.2 Feasibility Feasibility is concerned with the resources required to implement the strategy and whether they are available now or need to be developed or obtained. The resources which would need to be looked at would be (1) finance and funding and whether the company would have enough capital without taking on a loan or issuing more shares; (2) people and whether there would need to be a recruitment drive to employ more skilled craftspeople or even take on apprentices; (3) time and whether the length of time it would take would be prohibitive or whether the time scales involved would be acceptable and (4) information and whether the company has enough expertise and knowledge to expand using the strategies. For this the New Vintage Car Company would need to undertake a cash flow analysis and forecast as well as a break even analysis and a deployment analysis. 3.3 Acceptability Acceptability deals with how the main stakeholders of a company will accept any new strategies. The stakeholders in a company are the shareholders, employees and customers. They will need to know the expected performance outcomes and whether there are risks and what the consequences of a failed strategy would be for the company. The shareholders would want to know that there would be returns on their investments either financial or non financial and the employees would expect improved pay or career prospects and customers would be concerned that they would still get the quality they were used to. An ideal tool for this would be stakeholder mapping. Therefore the formulation of a good workable strategy for the New Vintage Car Company is essential. Strategic formulation allows the company to plan its capital budgeting especially where there are limited funds and capital funds need to be invested where they can be most effective for all the stakeholders. The next stage is implementation. Implementing any strategies will mean a change of some kind. Strategic Planning ensures that an organisation is doing the right things and then doing them right but the strategic plan explains what the organisation is changing to. The Corporate plan would be at the head of the strategic planning with departmental strategic plans and functional strategic plans for other parts of management. What goes into a strategic plan must take into account the needs of the stakeholders, any environmental risks and threats plus the competencies, resources and values that the company has. (http://www.changeperform.com.au/strategic_plan_process.html) 4 Stage Three Strategic implementation and evaluation In order to implement the plans made, there will need to be an allocation of resources including money, people, time and computer support and establishing a chain of command with specific responsibilities given to individuals or groups. This also includes the right training for employees. Strategic management can often be planned or unplanned in that there are unpredictable circumstances as well as those which can be planned for. Once the strategy has been implemented, it will need to be evaluated as to its success or failure once again through SWOT analysis for company strengths, weaknesses, opportunities and threats both internal and external. The changes that could affect an organisation are any Political Changes such as a change in government, legislation, taxation,; any Economic Changes such as inflation, interest rates, unemployment; Social Changes such as population trends Technological Changes such as breakthroughs, new products and technologies, Implementing any strategies will need time and effort but they should not be imposed. The management of change is an important part of strategic implementation. Change cannot be forced on employees or implemented too quickly or there will be industrial problems. The idea of change is opposed for many reasons including job insecurity; fear of loss of status; pay cuts and job losses; breaks in routine; learning new skills and methods; change of work site and work colleagues. As the New Vintage Car Company is a small business it may be able to weather any of the changes which could affect the business. As the business uses a collaborative approach to management, the employees are part of the decision making process and the strategies which would affect them would be discussed collectively The Paton-Johnson model (2007 p109) can be used, as it suggests sequential stages for the management of change through initial conversations about change; diagnosis of what needs to be changes, how and why; the development of a new vision for the organisation and its employees which is shared and a plan to implement the changes. A useful addition to strategic strategies is Warrs Vitamin Model (1987) which considers the well being of company staff and the changes made in the organisation as vitamins to help the health of the company. Healthy minded employees work well and increase production which benefits the company. Employees need to know they are valued and respected within an organisation and if they do not feel this way they are discontent. 5 Conclusions There are many reasons why strategies fail and companies fail with them. Companies need to understand their market and their competition both now and in the future, know their own strengths and weaknesses and be aware of any opportunities which may come and any threats which are looming. The New Vintage Car Company will need to be confident of their employees competence in handling the new strategy and to introduce the changes gradually and with communication, cooperation and participation. Although strategic management is a complex process it can be handled efficiently although too much constraint may be limiting any future visions for the company. As a collaborative company there are just as many pitfalls as for those with top-down management style ‘too many cooks as well as ‘dictatorships. Strategic management consists of interpreting, and continuously reinterpreting, the possibilities presented by changing circumstances for achieving an organizations objectives. Strategic management processes are essential for an organisations success but they need to be paced and not rushed as this is where mistakes are made. The aim of the report was write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. This was achieved through a brief investigation into the strategic levels associated with the New Vintage Car Company. The objectives of the report were o understand the importance and characteristics of strategic management to all forms of organisation and this was achieved through a review of the levels of the strategic management process and the theories and models with strengths and weaknesses. References Ansoff, I (1965) Corporate Strategy New York: McGraw Hill, Argyle, M. (1972, p.201) The Social Psychology of work, Penguin UK Armstrong J S (1982). The Value of Formal Planning for Strategic Decisions Strategic Management Journal 3: 197-211. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity: Organizational implications of a scientific frontier New York: The Free Press, Chandler A (1962) Strategy and Structure: Chapters in the history of industrial enterprise, New York: Doubleday, Chartered Institute Of Personnel And Development. (2005) Managing change: the role of the psychological contract. Change agenda. London: CIPD. David, F (1989) Strategic Management, Columbus: Merrill Publishing Company, Drucker, Peter (1954) The Practice of Management, New York: Harper and Row, Grundy , T. (2006) Rethinking and reinventing Michael Porters five forces model. Strategic Change. Vol 15, No 5, August. pp213-229 Henry A. (2008) Understanding Strategic Management Oxford University Press Hughes, M. (2006) Change Management: A Critical Perspective. London: Chartered Institute Of Personnel And Development. Johnson B (1999) Introducing Management : a development guide for new managers Oxford: Butterworth-Heinemann Johnson A Paton K (2007) Health Promotion and Health Services: Management for Change Oxford: Oxford University Press pp107-128 Johnson G Scholes K (2002) Exploring Corporate Strategy London: Pearson Education Ltd Lamb, R B (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice-Hall, McGee et al (2005) Strategy: Analysis and Practice UK: McGraw Hill Moncrieff, J. Is strategy making a difference? Long Range Planning Review, vol 32, no2, pp273-276. Michaud C Thoenig J C (2003) Making strategy and organization compatible. Basingstoke: Palgrave Macmillan. Mink/Esterhuysen/Mink/Owen, (1993) Change at Work Action Science Approach cited in Schumacher W D, (1997) Managing Barriers to Business Reengineering Success (Business Process Management Group) (www.bpmg.org) Pettigrew A. and Whipp R. 1993 p.5 Managing for Competitive Success Oxford: Blackwell Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145. Porter, M. (1980b) Competitive Strategy, New York: Free Press. Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press. Turner S. (2002) Tools for success: a managers guide. London: McGraw Hill. Warr P (1987) Work, Unemployment and Mental Health Oxford: Oxford Unviersity Press http://www.cipd.co.uk/subjects/ corpstrtgy/changemmt/chngmgmt.htm accessed 10 May 09 Harvard Business School (2002) Toward Continuous Change: Staying Competitive Through Change Harvard Business School Press (http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?referral=3035id=7188BC) accessed 12 May 09 Appendix A The New Vintage Car Company is a small specialist car making company which restores old classic cars but it looking to branch out into making new build cars based on the classic models of previous decades through a partnership with another small car company which produces self build car building kits for classic cars such as the MG. The company employs a skilled team of classic car body builders, wheelers, panel beaters, wing makers, and fender manufacturers who are skilled in working aluminium, steel, stainless steel, copper, brass and magnesium alloy as well as restoring ash frames from old cars or fabricating new wooden frames. The company has experience as vintage car coachbuilders has helped with classic car projects, from manufacturers including: Alvis; Amilcar; Auto Union; AC; Alfa Romeo; Aston Martin; Allard; Austro Daimler; Bentley; Bugatti; Bristol; BMW; Cadillac; Cisitalia; Cooper; Daimler; Delahaye; Delage; Invicta; Jaguar; Lotus; Lancia; Lagonda; Lamborghini; Maserati; Mercedes; Morgan; Porcshe; Riley; Rolls-Royce; Railton; Sunbeam; Tojeiro; Vauxhall; Veritas. The company has successfully completed a wide range of car commissions, from simple body repairs on existing bodywork to complete restorations and new bodies, sometimes from the most basic of plans. Commissions are from the whole of world motoring history, from fantastic exotica such as the 1938 Alfa Romeo Bimotore and two 1930s Grand Prix Auto-Unions, to a Mercedes-Benz 300 SLR Gull-Wing Magnesium Coupà ©. (adapted from http://www.rodjolley.com/flash/flashed.html)

Civil War Essay -- American History Civil War

Abraham Lincoln once stated, "A House divided against itself cannot stand. I Believe this government cannot endure, permanently half slave and half free. I do not expect the house to fall. But I do expect it will cease to be divided. It will become all one thing, or all the other". More than anything else, differing interpretations about the Civil War drove the debate over the meaning of the Constitution and of the Union. These were, of course, not new issues. Indeed, as Professor Joseph Ellis has noted in Founding Brothers: the Revolutionary Generation both had been on the minds of the delegates to Philadelphia in 1787. And, significantly, they were considered so controversial that neither the word "slavery" nor the word "nation" appeared in the Constitution. In the late 1800's the Southern states began to slowly secede from the Union on grounds that the federal government was limiting their rights, such as the right to own and regulate slaves, which were at that time considered to be property (Monk 208). Slavery was the South's main reason for secession, among other things. The South also, at that time, chose to remain an agricultural region; therefore, it had strong reasons for seeing that slavery, as an institution, continued without limits or interference. At the same time that all of this angst was going on, the Supreme Court was being appointed a case that would add even more fuel to the alread y raging fire. The Dred Scott Decision of 1856 gave yet another argument to this long debate about the issue of slavery between the North and the South. The case itself would not have reached the Supreme Court in the first place had it not been for the fact that slavery and its extension into new territories had become such a continu... ...from the beginning. In contemplation of universal law and of the Constitution, the Union of these states is perpetual, or everlasting (Lincoln's Inaugural Address). Abraham Lincoln stated in his Inaugural Address of 1860 that, " Perpetuity is implied, if not expressed, in the fundamental law of all national governments. It is safe to say that no proper government ever had a provision in its organic law for its own termination" (Lincoln's Inaugural Address). I agree with Lincoln's theory because if the framers created the Constitution with provisions for its own termination, then they would have implied that there would need to be necessary cause for such an action. No Union would create a constitution implying temporary unity (Ward 34). Lincoln's words and theory of a perpetual union explains the fundamental statement "no state has the right to secede from the Union."

Butterfly Life Cycle

A butterfly collector is studying a species of butterfly that has expanded its range into a new area over the last thirty years. The butterflies in the new area feed on a species of flower that has a deeper throat than the flowers exploited by the butterfly species in its original range. The average length of the proboscis that is used to suck nectar from flowers is also greater in butterflies that inhabit the new area. The butterfly collector makes a very valid hypothesis saying that the butterflies have adapted and evolved to their surroundings by having longer proboscis.Evolution plays a key role in how animals survive, change and evolve according to their surroundings. It is no surprise that if the flowers grew longer, the butterflies would have to adapt their own body in order to reach the nectar. Once the butterflies adapted this trait to live, it was soon passed on to their offspring until all butterflies had longer proboscises which they needed to have in order to survive and live. Also since it was a new area where these flowers were, it is no surprise that the butterflies had to adapt to a new flower.Animals and humans adapt to their surroundings to make life easier to live. Another reason for why the butterflies had a longer proboscis could be because over time the butterflies evolved to have different organs in their bodies to be able to fight off different kind of prey and over time more and more butterflies adapted this trait. Also, over time the butterflies with this trait could use it to collect nectar from these different types of flowers that other butterflies couldn’t which made them the stronger butterflies and the other type slowly died off, only leaving butterflies with bigger proboscises alive.

Broomfield and Childs Essay

When the DVD has finished, I will hand round a script of what they have just watched (Appendix.2). We will read the scene taking turns, rather than giving specific parts to individual children. This allows children to feel involved and reduces pressure on those who are less confident to read. When we have read the script, I will explain that in the next lesson we will be using the text to act out the scene in small groups. Lesson two will begin by dividing the children into groups of 4. My Learning Objective for this lesson will be to perform a scene from a given script using emotion and feeling. The children will be given the responsibility to decide who takes on each role and how the scene will be set. When the children have rehearsed their scene they will share their work with the other groups. Through watching individual interpretations of the scene I will be able to assess the level of expression used both facially and in movement and offer constructive praise and potential areas for development. At this point I will seat the children in a circle and discuss that the film ‘Titanic’ is just one version of the events aboard the ship. I will talk to the children about my Great, Great Uncle who was a steward on board the Titanic and did not survive. I will then read the children a Survivor’s Story and explain that although a lot of people did drown when the ship sank, many escaped on lifeboats. Giving the children a balanced view of the facts will allow them to make informed decisions later in the lesson. The children will then be encouraged to write short scripts for a  final scene of the story. They need to choose a genre for their script based on their learning. The ending could take one of the following forms; tragedy, fantasy, romance, or it may have a happy ending. In groups they are to write a script that they will perform to the class in the next lesson. Through planning for a final performance, children are set a specific deadline which may concentrate their minds and keep their attention. They will have access to the props in the classroom and will be able to bring in things from home if required. Giving the children the freedom to create their own scene will allow them to think independently and apply what they have learned from the topic. Promoting creativity is a powerful way of engaging pupils with their learning. (The Report on Excellence and Enjoyment, 2003) It is essential that I monitor the groups throughout the script writing process and offer guidance where necessary. Some children may need encouragement to offer ideas and reluctant writers may need the help of a scribe. By Lesson three all groups will be finishing their scripts and rehearsing their scene. My learning objective for this lesson will be for the children to analyse the characters portrayed by their peers in a professional manner and offer feedback on the performances given. When the children are ready they will perform their scene to the rest of the class. This will be the finale to our topic of the Titanic and will incorporate additional props such as life jackets, fake blood and background music. When each group has performed the children will be encouraged to discuss how effective the scenes were and which parts were; sad, funny, emotional or thought provoking. Peter (2003:23) states, Drama provokes emotional responses in children that are real, and the chance also to learn about their feelings, responses and the consequences of their reactions to situations that are realistic.  Ã‚  This part of the lesson gives me the opportunity to evaluate to what extent my learning objectives have been achieved and how well the children have grasped the topic. It is important that learning objectives are achievable and can be adapted to suit every child. In this continuation of three lessons my learning objectives have covered areas of character, scriptwriting and peer assessment. Each child will have met these objectives in different ways, but the very nature of drama allows for this flexibility. A good teacher will recognise that there will be differences in ability levels within the class and set work accordingly. All feedback should be positive and productive and be of use to the class as a whole. I will assess how the children give and receive feedback and ensure all comments are constructive. McCrae (2003:32) agrees,  It is essential that the teacher does not compare one group with another, but highlights positives of each piece independently; praise in order to encourage self expression and self evaluation.

An experiment to determine the enthalpy changes using Hesss law Essay Example

An experiment to determine the enthalpy changes using Hesss law Essay Example An experiment to determine the enthalpy changes using Hesss law Essay An experiment to determine the enthalpy changes using Hesss law Essay The main idea behind this experiment is to find out the temperature difference between the room temperature and the final temperature. Sodium carbonate, sodium hydrogencarbonate and hydrochloric acid were used in this experiment. Sodium carbonate, also known as soda ash is got from the reaction of carbonic acid and sodium hydroxide while sodium hydrogencarbonate (baking soda) is a salt formed by the partial replacement of hydrogen by sodium.Data Collection1) Temperature change by using 3.3g of sodium hydrogencarbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 14.98gMass of the container after the crystals were added = 11.70gMass of the crystals that did not react = 00.20gMass of the crystals that reacted = 03.30gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09018.012015.015015.018015.021015.024015.527016.030016.02) Temperature change by using 1.88g of sodium carbonateMass of the container on which the sample was weigh ed = 11.48gMass of the container and the crystals = 13.48gMass of the container after the crystals were added = 13.60gMass of the crystals that did not react = 00.12gMass of the crystals that reacted = 01.88gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09029.012030.015030.018030.021030.024029.527029.030029.03) Temperature change by using 5.66g of sodium hydrogencarbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 18.48gMass of the container after the crystals were added = 12.82gMass of the crystals that did not react = 01.34gMass of the crystals that reacted = 05.66gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09021.012021.015021.018021.021021.024022.527022.030022.04) Temperature change by using 3.85g of sodium carbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 15.48gMass of the container after the crystals were added = 11.63gMass of the crystals th at did not react = 00.15gMass of the crystals that reacted = 03.85gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09028.512028.515028.518028.521028.524028.027028.030028.0UNCERTAINITIES+/- 0.01g : Digital weighing scale+/- 0.01s : Stop watch+/- 0.05cm3 : Measuring cylinder+/- 0.05à ¯Ã‚ ¿Ã‚ ½C : ThermometerOBSERVATIONS- When hydrochloric acid is added to sodium carbonate, some effervescence (bubbles appear) is observed because of the liberation of carbon dioxide gas. It is completely soluble and in the process it starts getting warmer.- The same thing happens when sodium hydrogencarbonate is added to hydrochloric acid except for the fact it cools down instead of getting warmer.CHEMICALS (QUALITATIVE DATA)1) Hydrochloric acid- It is colorless and odorless. It is a monoprotic acid, that is, it produces 1 hydrogen ion when completely dissolved in water. The molarity of hydrochloric acid used in this experiment is 2M.2) Sodium carbonate- Sodium Carbonate is a white, crystalline com pound soluble in water (absorbing moisture from the air) but insoluble in alcohol. It forms a strongly alkaline water solution. It is also known as soda ash3) Sodium hydrogencarbonate- sodium bicarbonate or sodium hydrogen carbonate, chemical compound, NaHCO3, a white crystalline or granular powder, commonly known as bicarbonate of soda or baking soda. It is soluble in water and very slightly soluble in alcohol.DATA PROCESSING AND PRESENTATIONFinding the enthalpy of reaction for the following equation:2NaHCO3 Na2CO3 + H2O +CO2a) Using 1.88g of sodium carbonate and 3.3g of sodium hydrogencarbonateEnthalpy cycle for the reaction?H12NaHCO3(s) + 2 HCl 2NaCl(aq) +2 CO2(g)+ 2 H2O(l)?H2 ?H3Na2CO3(s) + CO2(g) + H2O + 2 HCL(aq)Heat released during the reaction between HCl and NaHCO3 (Q1)= Mc?TSo, Q1 = 25g * 4.18 * (15-23)Q1 = 25* 4.18 * -8Therefore, Q1 = -836 J= -0.836KJCalculating the number of moles present in 3.3g of NaHCO3Number of moles = mass(g)/ molar massMass (g) = 3.3gMolar mass = 2 3 + 1 + 12 +(16*3)= 23 + 1 + 12 + 48= 84 g/molnumber of moles present in 3.3g of NaHCO3 = 3.3g/ (84g/mol)= 0.039 molesCalculating the amount of energy given out by 1 moleIf 0.039 moles of NaHCO3 give -0.836KJ of energy then1 mole would give out (-0.836/0.039 = -21.44KJ) of energyTherefore, ?H1 = -21.44 KJ/molCalculating ?H3 by the above method, that is, the reaction between Na2CO3 and HClQ2 = Mc?TSo, Q2 = 25 * 4.18 * (30-23)Q2 = 25 * 4.18 * 7Therefore, Q2 = 731.5J= 0.7315KJCalculating the number of moles present in 1.8g of Na2CO3Number of moles = mass (g)/ molar massMass (g) = 1.8gMolar mass = (23 * 2) + 12 +(16*3)= 46 +12 + 48= 106 g/molnumber of moles present in 1.8g of Na2CO3 = 1.8g/ (106g/mol)= 0.018 molesCalculating the amount of energy given out by 1 moleIf 0.018 moles of Na2CO3 give -0.731KJ of energy then1 mole would give out (-0.7315/0.018 = 40.64KJ) of energyTherefore, ?H3 = 40.64 KJ/molIn order to find the enthalpy of reaction for:2NaHCO3 Na2CO3 + H2O+ CO2; we use the Hes ss law which states that 2 ?H1 = ?H2 + ?H3?H2 = 2 ?H1 ?H3so, 2 ?H1 = 2 * -21.44 KJ/mol= -42.88KJ/mol?H3 = 40.64 KJ/molTherefore, ?H2 = -42.88 40.64= -83.52KJ/molb) Calculating the enthalpy change of reaction using 5.66g of sodium hydrogencarbonate, 3.85g of sodium carbonate and 50cmà ¯Ã‚ ¿Ã‚ ½ of HCl.Enthalpy cycle for the reaction?H12NaHCO3(s) + 2 HCl 2NaCl(aq) +2 CO2(g)+ 2 H2O(l)?H2 ?H3Na2CO3(s) + CO2(g) + H2O + 2 HCL(aq)Heat released during the reaction between HCl and NaHCO3 (Q1)= Mc?TSo, Q1 = 50g * 4.18 * (21.5-23.0)Q1 = 50* 4.18 * 1.5Therefore, Q1 = -331.50 J= -0.3135KJ `Calculating the number of moles present in 5.66g of NaHCO3Number of moles = mass (g)/ molar massMass (g) = 5.66gMolar mass = 23 + 1 + 12 + (16*3)= 23 + 1 + 12 + 48= 84 g/molnumber of moles present in 5.66g of NaHCO3 = 5.66g/ (84g/mol)= 0.0674 molesCalculating the amount of energy given out by 1 moleIf 0.0674 moles of Na2CO3 give -0.3135KJ of energy then1 mole would give out (-0.3135/0.0674 = -4.65KJ) of en ergyTherefore, ?H1 = -4.65 KJ/molCalculating ?H3 by the above method, that is, the reaction between Na2CO3 and HClQ2 = Mc?TSo, Q2 = 50 * 4.18 * (28.5-23)Q2 = 50 * 4.18 * 5.5Therefore, Q2 = 1149.5J= 1.1495KJCalculating the number of moles present in 3.85g of Na2CO3Number of moles = mass (g)/ molar massMass (g) = 3.85gMolar mass = (23 * 2) + 12 + (16*3)= 46 +12 + 48= 106 g/molnumber of moles present in 1.8g of Na2CO3 = 3.85g/ (106g/mol)= 0.036 molesCalculating the amount of energy given out by 1 moleIf 0.036 moles of Na2CO3 give 1.1495KJ of energy then1 mole would give out (1.1495KJ/0.036 = 31.93KJ) of energyTherefore, ?H3 = 31.93KJ/molIn order to find the enthalpy of reaction for:2NaHCO3 Na2CO3 + H2O+ CO2; we use the Hesss law which states that 2 ?H1 = ?H2 + ?H3?H2 = 2 ?H1 ?H3so, 2 ?H1 = 2 * -4.65 KJ/mol= -9.3KJ/mol?H3 = 31.93KJ/molTherefore, ?H2 = -9.3KJ/mol 31.93KJ/mol= -41.23KJ/molc) Error analysisDigital weighing scale: 1) 0.01/3.3 * 100= à ¯Ã‚ ¿Ã‚ ½0.3%2) 0.01/5.66 * 100= à ¯Ã‚ ¿Ã‚ ½0.18%Stop watch : 0.01/300 * 100= à ¯Ã‚ ¿Ã‚ ½ 3.3*10^-3Measuring cylinder : 1) 0.05/25 * 100= à ¯Ã‚ ¿Ã‚ ½0.2%2) 0.05/50 * 100= à ¯Ã‚ ¿Ã‚ ½0.1%Thermometer : 0.05/23 * 100= à ¯Ã‚ ¿Ã‚ ½0.22%Total percentage error = 0.22%+ 0.1% + 3.3*10^-3 + 0.18%+ 0.3%= à ¯Ã‚ ¿Ã‚ ½0.8033%Accounting for the error ?H2 = à ¯Ã‚ ¿Ã‚ ½ -41.23KJ/mol= à ¯Ã‚ ¿Ã‚ ½ -83.52KJ/molConclusionThe reaction between sodium hydrogencarbonate and HCl is endothermic, that is, heat is being absorbed in the reaction and the reaction between sodium carbonate and HCl is exothermic because temperature is given out to the surroundings.Also, in the second part of the experiment when the volume of HCl is increased and also the masses of sodium hydrogencarbonate andsodium carbonate is increased, the temperature difference in the reaction is less than before when the mass were less. The enthalpy of reaction is also decreased in the second part.Evaluation:Reasons for shortcoming in the answers are as follows:1) While t ransferring the HCl from the measuring cylinder to beaker, there is a possibility of leaving out some amount of HCl in the beaker itself.2) An analogue thermometer was used so the temperature may not have been accurate.3) Some systematic errors in the equipment might have led to some slight changes in the readings.Solution to the above problems:1) The first problem stated above is a personal error; So it can only be overcome by practice and improving ones concentration while doing the experiment.2) The second problem could have been overcome by the use of digital thermometer which is more accurate than an analogue thermometer.

Percentage and Percentile

Percentage and Percentile Percentage and Percentile Percentage and Percentile By Maeve Maddox The following paragraph occurred in the denunciation of a certain person in a letter to the editor in my local paper: He has obstructed the most wholesome and necessary programs which provide for the common good, and has awarded massive financial advantages to a small percentile of the rich. This erroneous substitution of the word percentile for percentage merits attention. This is not the first time Ive encountered it. Some speakers and writers may feel that percentile sounds more high class than more ordinary percentage; the word may therefore be in danger of catching on as a genteelism, like disinterested for uninterested. A percentage is a part of a whole expressed in hundredths. It can also mean, as the letter writer intended, an indeterminate part of a number. Merriam-Webster defines percentile as the value of the statistical variable that marks the boundary between any two consecutive intervals in a distribution of 100 intervals each containing one percent of the total population called also centile The College Board site explains the use of percentiles this way: Percentiles compare your scores to those of other students who took the test. Say, for example, your critical reading score is 500. If the national percentile for a score of 500 is 47, then this means you did better than 47 percent of the national group of college-bound seniors. (NOTE: An NPR score reports comparative rank among test-takers, not necessarily mastery of a subject.) The only time to use the word percentile is when talking about statistics. For everything else, theres percentage. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:45 Synonyms for â€Å"Food†Yay, Hooray, Woo-hoo and Other AcclamationsHow Do You Pronounce "Often"?

Ampalaya Coffee Essay Example for Free

Ampalaya Coffee Essay This investigatory project aims to prepare and also to make a coffee from the â€Å" Ampalaya Seeds†. We know that Ampalaya or also known as Bitter melon is known for as its bitterness and astringent taste , the bitter melon can see everywhere. This investigatory project encourage us students to make a coffee, as an alternative product . This study was conducted to determine the feasibility of the ampalaya seeds as coffee. The researchers used powdered Ampalaya seeds in this study. After researching and collecting the raw materials, the researchers were able to begin the experimentation. The coffee was obtained by drying, grinding, and roasting the seeds of ampalaya, and boiled. After boiling, the coffee was manually extracted with the use of a clean cloth. The study focuses on producing coffee out of ampalaya seeds. It does not aimed to determine which coffee (ampalaya seeds vs. commercial coffee) has more nutritional value or which is more nutritious. II. Acknowledgement. We would like to thank to the following person that are help us to start and to continuing this our Investigatory Project ,including the following to our ALMIGHTY GOD that help us and give us strength and knowledge to explain the main idea of this investigatory project . To our parents and also our friend who give us supports to finish our Investigatory Project. For our parents that supplies our needs , including the financial needs . THANK YOU !!!!!! Chapter 1: Introduction In our modern generation , many people in our country used coffee especially our grandparents and also our parents. Coffee is known as beverage to the majority of the people. It is known for its stimulating effect on the functions of the brain , thus making the drinker active . Variants of coffee flavors were already produced all throughout the world aiming for the discovery of alternative sources of coffee production . The coffee from ampalaya seeds help us to earn and save money . A. Background of the study Coffee alternatives have been famous since the last two decades due to economic crisis and experimentations for health and medical benefits. Any seeds that are edible when powdered can be used as an alternative source for coffee. The difference of the generic coffee from the seeds of the coffee plant from those of the alternatives is that it has a good amount of caffeine content. The similarity you can find in the alternatives and those of the original is that seeds contain carbohydrates which cause the aroma in roasted coffee. Ampalaya, on the other hand, is a crawling vine that grows mostly on tropical countries like the Philippines. It is said to be rich in iron, potassium, beta-carotene and other nutrients. It is also famous in treating diabetes because of its properties like polypeptide-P; a plant insulin that can lower blood sugar levels. Many researches on agricultural food chemistry convey that it provides nutritionally significant amounts of nutrients, minerals and amino acids that are needed for life. B. Objectives of the study B1. General Objectives 1. To determine if the ampalaya seeds have considerable characteristics of the products in terms of color, aroma, taste, and acidity. B2. Specific Objectives 1. To produce coffee using ampalaya seeds as the main ingredient. 2. To determine and compare the levels of acceptability of the coffee samples. C. Hypotheses NULL 1. There is no significant difference among the different ampalaya coffee samples developed in terms of their color, aroma, and taste. ALTERNATIVE 1. There is no significant difference among the different ampalaya coffee samples developed in terms of their acceptability. D. Significance of the study Momordica Charantia or ampalaya seeds contain iron and folic acid which are essential for the production of the red blood cells and the formulation of hemoglobin and myoglobin. Coffee is usually drunk hot, black or with cream and sugar and also drunk cold as iced coffee, specially summer. People are used of drinking coffee every morning to warmth their body and at night to avoid being sleepy. But coffee contains a stimulant called caffeine. The result of this will determine if the coffee made from ampalaya seeds can be use as a substitute for the commercial coffee. This study aimed to produce coffee using ampalaya seeds as substitute. The study was important because ampalaya is abundant in the Philippines. The product may be an anti-diabetes coffee but it is not the main concern of the study. Everybody can benefit of the result of the study unless a coffee drinker. It would recycle the ampalaya seeds instead of being thrown away which a lot of people consider it as waste. E. Scope and limitation The proposed study was limited to producing coffee out of ampalaya (Momordica charantia Linn. ) seeds. Three samples were prepared with different ampalaya seed concentration and same amount of water for comparison purposes in which one of the samples was pure commercial coffee. The samples were processed by the basic methods of making coffee: roasting, grinding, and brewing. Ampalaya Coffee. (2017, Mar 08).

Worldart Research Paper Example | Topics and Well Written Essays - 1000 words

Worldart - Research Paper Example The construction was completed in 80 AD under Titus, one year after the death of Vespasian (DuTemple). The building is elliptical in shape and the measure of the axis of the ellipse is 188 m and 156 m and a height of 48 meters makes it a huge building. The seating capacity of the Colosseum was very large even by present day standards (Kleiner). The 55,000 spectators could enter the building through 80 entrances distributed round the building. The building was primarily used for staging gladiator fights; other usages include display of animal hunts, public execution and dramas based on classical mythology. The various levels of seating in the Colosseum were reserved for people with different social stature with the senators occupying the lowest level seats with the best sight (Aicher). Almost all of the construction has been carried out with travertine stone without the use of mortar. The marble stones were carved near the quarry and were put in place by iron clamps. Colosseum is still an important tourist attraction today with thousands of visitors each year. The Colosseum is of enormous interest to architecture and history students due to its unique style of construction and the history associated with it. The study of various parts of Colosseum has revealed various astonishing facts about the culture of ancient Rome (Hopkins and Beard). The Arch of Titus is situated at the highest point of Sacra Via southeast of Forum Romanum (the Roman Forum). Domitian who succeeded his brother Titus constructed it to honor Titus’s conquest of Jerusalem. The construction was completed in 82 AD, shortly after the death of Titus. The arch is the oldest surviving arch of the Roman civilization. The arch is a large structure with a height of 15.4 m and width of 13.5 m. The depth of the arch, 4.75 m is also very large as compared to the arches of that time. The structure mostly consists of pentelic marble obtained from the mountains northeast of Athens. The inside

Management and Leadership Essay Example | Topics and Well Written Essays - 1750 words

Management and Leadership - Essay Example Most organizations would only hire those individuals suitable for a particular position and the one they are mostly suited. Further, workers must be trained in their respective positions to ensure that there is improved productivity as well as personal career development. The training would be on how to perform the job and the best standards to be applied (Koestenbaun, 2002). Early Approach to Classical Administration The scientific approach to management focuses on the overall productivity of employees. However, classical administration approach to administration places much importance on the total organization. The most important aspect is on the development of good management practices rather than the development of work methods. In any organization, for effective management, there has to be effective flow of information from the top managers to the subordinates. Effective communication reduces the amount of time spent in unproductive duties. Communicating effectively ensures that employees are able to spend most of their time doing constructive and beneficial duties to the organization. Further, effective communication fosters unity between the management and the employees. This can eliminate problems of industrial actions that result due to lack of understanding between the management and the employees. In classical administration, most companies were managed on a personal family like basis. The employees in the organization were expected to be submissive to their managers rather than to the organization (Lussier & Achua, 2009). Tesco Management Model Tesco management model states that employees must be given a chance to meet their full potential. In carrying out their duties, they should not be discriminated against due to age, gender, disability, ethnicity or sexual operation. Due to these factors, Tesco has been able to rise from a small retail supermarket to the world’s fourth largest retail market. Good leaders and managers must ensure that the ir employees are given a chance to contribute to the wellbeing of the organization. This can only be achieved through effective communication. The diversity approach to management at Tesco ensures that all levels of the society are represented in the organization. Tesco aims at employing local people as well as developing them to become effective leaders in the development of the business. Further, Tesco does not discriminate on the basis of ethnic origin. Understanding among various ethnic groups is the basic priority of Tesco. This ensures that corporation among employees is ensures. Lloyds TSB's Management Model Lloyds TSB is major banking and insurance group in the UK with several other branches in more than 30 countries across the world. Their main aim is to be the best bank in the world. Measures of performance at Lloyds TSB are geared towards the faster completion of task completion. This is the best example of accompany that employs bureaucratic form of governance. Measureme nt of performance is not towards goal accomplishments but task completion, and the process revolved around the bureaucratic process of form filling. Most employees are required to sign up to some common agreed upon goals (Lloyds TSB,2012). The first goal is finance. Employees at the organization are expected to maximize income and optimize cost so as to bring about increased revenues. Secondly, employees must be able to maximize the number of new customers, products and services which are sold in the organizat

Why Do We Have to Die in Games Essay Example | Topics and Well Written Essays - 1000 words

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The Grade I Deserve In This Course Essay Example | Topics and Well Written Essays - 500 words

The Grade I Deserve In This Course - Essay Example Oftentimes I recognize that fellow students participate in classroom lectures and complete their homework not out of a genuine intellectual interest, but out of a desire to merely achieve a high grade. While I commend their standards and commitment to success I believe such an approach is not effective in gaining the greatest benefit from the course. During this course I have made my greatest effort to digest and appreciate the course material in a way wherein I would truly understand its deeper meaning and implication, both for the content as well as for improving my English writing skills. It follows that while others may appear to have outwardly been more involved in the course, I believe that my commitment and intellectual involvement are very high in terms of my own abilities, as well as relative to other students in the course. In examining the extent that I accomplished the goals of this course I believe I was highly successful. In these regards, I greatly improved my writing and linguistic abilities. I recognize my improvement in the increased ease I feel writing documents that in the past would have taken me a significant amount more time. Another element of my improved understanding is that I have increased my critical thinking skills. I believe that one of the central challenges of the course was approaching difficult or dense material and gaining a deeper understanding of this material’s central arguments. In the process of engaging with this challenging material I found that I began to develop increased strategies for tackling things that previously I would have simply ignored. I believe that these increased critical thinking skills, as evidenced both in my improved English writing and comprehension abilities, are perhaps the greatest things I gained from the course. Taking the cumulative impact of the previously articulated examples,

Resistor Lab Report Example | Topics and Well Written Essays - 1000 words

Resistor - Lab Report Example Current is constant in a series circuit while voltage is constant in a parallel circuit (ANWAR, HALL, PRASAD and ROFFEY,1998). Voltage is defines as the measure of the potential difference between two terminals in an electric circuit or electric apparatus. Current is defined as the flowing charge in an electric circuit or electric apparatus. Resistance is the measure of the tendency of an electric apparatus to hinder electric charge from flowing through a given circuit (NAHVI and EDMINISTER 2004). A series circuit is one in which the positive terminal is connected to the negative terminal of the circuit. Any gap that is induced in a series circuit, by say the break-down of a given apparatus in the circuit hampers electric charge from flowing in the entire series circuit. A parallel circuit is one in which at some terminals of the circuit, positive terminals are connected to other positive terminals and negative terminals are connected to other negative terminals. In this regard, a gap introduced at a given point of the circuit does not get the electric flow of charge in the entire circuit to stop. In a series circuit, the current at any point of the circuit is the same for the whole circuit. This is unlike the case in a parallel circuit where the current at one point of the circuit is not necessarily the same as the current in the other points of the circuit (SCIENCE AND TECHNOLOGY FOR CHILDREN, NATIONAL SCIENCE RESOURCES CENTER, NATIONAL ACADEMIES and SMITHSONIAN INSTITUTION, 2004). The voltage in a parallel connection is limited to that of the smallest voltage source connected in the circuit. On the contrary, in a series connection, the voltage of the circuit is determined by the number of the individual voltage sources connected. The more they are connected, the higher the circuit voltage gets. Kirchhoff’s 1st law implies that the sum of all the current that is entering a given point or

Why Do We Have to Die in Games Essay Example | Topics and Well Written Essays - 1000 words

Why Do We Have to Die in Games - Essay Example We may pay an amount, or accept a game setback to come back from the jaws of death, to resume our place in the game. Likewise, at the end of the article too, she suggests that those who play video games and are attacked by laser-gun carrying space-men should realize that being riddled with bullets does imply a finality, and not merely that this eventuality could get them teleported to the local Starbucks for a cappuccino. We may draw the inference from this, that what Bevan suggests is that video-games should (perhaps) not use 'death' but some other means for eliminating players. In the course of discussing video games, Bevan also looks at how other media or means of entertainment/ games deal with the issue of eliminating players. For instance, in traditional 'games'. Team games have set rules and a time frame. According to these rules, players are eliminated so that within the given time a particular team is enabled to be declared 'winner'. This finite time frame copies real life. Though the elimination of players according to the rules of the game in no way resembles death. Also, in a game like a tennis, it is possible to lose a set, yet come back to win a match. Bevan also looks at how the theme of death is played out on stage or on the screen. Here, the audience goes through a process of identification with the protagonist. In the case of an action movie, quite often the 'hero' gets pummeled by the bad guys and is close to death before he suddenly gets energized enough to come back at them, to win the day. However, Bevan does not explicitly mention a vital difference in the roles of a person watching a play and a person playing a video game. In a play, the audience and the player are separate entities. The outcome cannot be affected by the audience. (In a reality show like 'Big Boss-as Bevan mentions-the audience can affect the outcome, but the connection between the vote of a single member of the audience and this outcome-Bevan doesn't mention this is tenuous.) In a video game, the player is both the audience and co-creator of the outcome. This is an important difference between a video game and a play/movie, which leads to different level s of psychological involvement in the game and its outcome, on the part of the player. To that extent, a video game becomes more true-to-life. Bevan mentions the three goals of playing video games-endogenous, exogenous and diegetic. Endogenous goals exist in all games-these are the goals sought to be achieved as per the rules of the game. (For instance, in chess, the endogenous goal of each player is to check-mate her opponent and avoid being checkmated). An exogenous goal comes from without. I may play a game to win money, or to humiliate my opponent and so on. The exogenous motive is not inherent in the game itself. Diegetic goals are those that a player seeks to achieve when he role-plays. When a game has several characters with their own defined personality, the player who assumes a role tries to achieve the goals as if he were actually the role he was playing. This involves subsuming my personality to take on the one as defined by a role, given in the game.

Resistor Lab Report Example | Topics and Well Written Essays - 1000 words

Resistor - Lab Report Example Current is constant in a series circuit while voltage is constant in a parallel circuit (ANWAR, HALL, PRASAD and ROFFEY,1998). Voltage is defines as the measure of the potential difference between two terminals in an electric circuit or electric apparatus. Current is defined as the flowing charge in an electric circuit or electric apparatus. Resistance is the measure of the tendency of an electric apparatus to hinder electric charge from flowing through a given circuit (NAHVI and EDMINISTER 2004). A series circuit is one in which the positive terminal is connected to the negative terminal of the circuit. Any gap that is induced in a series circuit, by say the break-down of a given apparatus in the circuit hampers electric charge from flowing in the entire series circuit. A parallel circuit is one in which at some terminals of the circuit, positive terminals are connected to other positive terminals and negative terminals are connected to other negative terminals. In this regard, a gap introduced at a given point of the circuit does not get the electric flow of charge in the entire circuit to stop. In a series circuit, the current at any point of the circuit is the same for the whole circuit. This is unlike the case in a parallel circuit where the current at one point of the circuit is not necessarily the same as the current in the other points of the circuit (SCIENCE AND TECHNOLOGY FOR CHILDREN, NATIONAL SCIENCE RESOURCES CENTER, NATIONAL ACADEMIES and SMITHSONIAN INSTITUTION, 2004). The voltage in a parallel connection is limited to that of the smallest voltage source connected in the circuit. On the contrary, in a series connection, the voltage of the circuit is determined by the number of the individual voltage sources connected. The more they are connected, the higher the circuit voltage gets. Kirchhoff’s 1st law implies that the sum of all the current that is entering a given point or

The Demerara Slave Revolt Essay Example for Free

The Demerara Slave Revolt Essay The 1823 slave revolt in Demarara, Guyana, started on a sugar plantation called â€Å"Plantation Success†- on the east coast of the colony on August 23. It spread throughout the nearby area to involve slaves from at least fifty-five plantations. In total, around ten thousand of the approximately seventy-five thousand slaves who lived in the colony rose in violent rebellion against their oppressors. The revolt would have been even larger, however, had the slaves succeeded in their goal of spreading the insurrection to the western part of the colony. As it was, the revolt still alarmed the local planters sufficiently to respond quickly, and with extreme violence. Using both army units and local militia, the planters and colonial officials killed several hundred of the rebelling slaves, and imprisoned hundreds more to stand trial and face execution. Within days, the revolt had been put down. Two elements made the Demerara Revolt rather unusual. First, it largely consisted of, and was primarily led by Creole slaves. This upset the traditional British notion that although the wilder African-born slaves might revolt, the Creole slaves were more docile and accepting of their fate. This was a harsh challenge to any illusion of slavery as a civilizing system. In a world in which the planters had already seen the abolition of the slave trade, and in which they could see the abolition of slavery itself looming in the foreseeable future, it was particularly unsettling. Also unsettling was the role played by antislavery groups from England. The nonconformist evangelical movement was particularly involved in trying to end slavery altogether. From at least as early 1808, The London Missionary Society had sent missionaries to Demerara to preach and teach among the slaves of the colony. Planter opinion was ambivalent. Some thought that religion may help keep the slaves in check. Other saw the missionaries as dangerous spirit rousers. One missionary – John Wray – was expelled from the colony once it became known that he had been teaching the slaves to read. Another missionary – John Smith – replaced him. Also supporting the slaves and fighting for their cause, Smith kept holding church for the slaves. He also fought against planters’ attempts at keeping their slaves from having Sundays off and from attending church. In the end, the struggle for the slaves’ rights to have Sundays off became a central issue in the slaves’ grievances that led to the rebellion. Making use of religious meetings to also discuss political thoughts and plan the insurrection, the slaves created a link between the missionaries and the revolt that the missionaries may not have been aware of. Historians tend to suggest that Smith was unknowing. The planters had a different view. In the aftermath of the rebellion, they arrested Smith and had him sentenced to death by hanging for his role in the insurrection. Before his sentence could be carried out, however, Smith died in prison. The death of thousands of slaves, and of the white minister John Smith led to vociferous reactions in England. People felt that the revolt and its aftermath revealed the brutal and inhumane behavior of the planters. This helped strengthen the anti-slavery movement in England, as arguments of planter savagery were later used to support the 1833 Parliamentary ruling to end slavery in the British Caribbean. The Demarara Revolt therefore highlights the important roles played by both the slaves and the abolitionist groups in England in bringing about the abolition of slavery in the British West Indies. In England, some organisations were established to campaign for the abolition of slavery in the British colonies. In April 1823 a motion was presented in the House of Commons calling for a gradual abolition of slavery in all British colonies, but it was defeated because the majority felt that abolition of slavery would leave the planters without a labour force. Instead, measures to ameliorate the condition of slaves were adopted. These ordered that female slaves should not be whipped as punishment and drivers should not carry whips in the field. These new amelioration rules were sent in a letter to all Governors of British colonies. Governor John Murray deliberately delayed its publicity. He received the letter on 23 June 1823 and waited until 2 July to present it to the Court of Policy, urging the members, who were all slave owners, not to act on it immediately. It was not until 7 August the Court of Policy passed the required resolutions to adopt the amelioration rules. While the amelioration rules were awaiting adoption in the Court of Policy, house slaves overheard their masters discussing them. Not fully understanding the implications of the new rules, they felt that the planters had received instructions to set the slaves free but were refusing to do so. This rumour was passed on to other slaves. One of these slaves, Jack Gladstone, heard the rumour from a slave owned by the Governor, and he wrote a letter to the members of Bethel Chapel informing them of the matter and signed his fathers name on it. His father was Quamina, a senior deacon of Bethel Chapel. On 25 July, Quamina, on learning of the matter, approached Rev. John Smith and informed him that the King of England had granted freedom to the slaves but it was being withheld. Smith said that he had not heard of any such order and added that he had heard that the British Government wanted to make regulations to improve the situation affecting the slaves, but not to set them free. Quamina was not satisfied with what he heard and apparently reported to the other slaves, some of whom began to make preparations to seize their freedom which they felt was being deliberately kept away from them. The slaves in East Demerara were convinced that the Governor and their masters were withholding their freedom from them and many of them felt they had no other option than to rise up against those who were not carrying out the Kings orders. On the morning of Sunday 17 August 1823 slaves at Mahaica met together at Plantation Success and three of them, Jack Gladstone, a cooper on that plantation, Joseph Packwood and Manuel, assumed some kind of leadership of the group. All of them began to plan an uprising, but Gladstones father, Quamina, who arrived at the meeting later, objected to any bloody revolt and suggested that the slaves should go on strike. When someone asked if they should get guns to protect themselves, Quamina, a senior deacon at Rev. John Smiths church, said he would have to seek the advice of the missionary on this matter. Quamina departed for Bethel Chapel at Le Ressouvenir, and after the Sunday service, he and two other slaves, Manuel and Seaton, went to Smiths home. There they told the priest that the managers of the plantation should go to Georgetown to fetch up the New Law. Smith rebuked them and advised them against speaking to any of the managers about this, saying if they did so they would provoke the Governor. He begged them to wait until the Governor and their masters tell them about the new regulations. When Quamina told Smith of the uprising being planned, the priest asked them to tell the other slaves, particularly the Christians, not to rebel. Quamina promised to obey Smith and he sent his two companions to urge other slaves not to rebel. He also told Smith he would send a message in the evening to the Mahaica slaves not to rise up against their masters. But despite Quaminas efforts, the slaves were determined to rebel from the following evening. Their plan was to seize all guns on the plantations, lock up the Whites during the night and then send them to the Governor on the following morning to bring the New Law. Quamina urged them not to be violent in the process. But on the morning of Monday 18 August, the plan was betrayed by Joseph Packwood, a house slave, who told his master about it. The plantation owner, Simpson, immediately gave this information to Governor Murray who with a group of soldiers rode up to the area of Le Ressouvenir and La Bonne Intention where he met a large group of armed Africans on the road. He asked them what they wanted and they replied, Our right. He then ordered them to surrender their weapons, and after they refused, he warned that their disobedience would cause them to lose whatever new benefits the new regulations intended to give to them. Murray told them to go home and to meet with him at Plantation Felicity the next morning. But the slaves refused this invitation and the Governor later that day proclaimed martial law. It was very late that afternoon when Rev. John Smith first heard of the uprising. In a note to his informant, Jackey Reed, a slave who attended his church, he stated that hasty, violent measures were contrary to Christianity and begged Reed not to participate in the revolt. Shortly after, while Smith and his wife were walking on the plantation, they saw a large group of noisy African slaves outside the home of Hamilton, the manager of Le Ressouvenir. Smith begged them not to harm Hamilton, but they told him to go home. That night the slaves seized and locked up White managers and overseers on many plantations in East Demerara. There was very little violence since the slaves apparently heeded the request made by Quamina. The Whites naturally were very terrified and they feared they would be killed. But the slaves who were mainly Christians did not want to lose their religious character and they proclaimed that their action was a strike and not a rebellion. The next day an Anglican priest, Wilthsire Austin, suggested to Governor Murray that he and Smith should be allowed to meet with the slaves to urge them to return to work. But the Governor refused this to accept this suggestion. On Wednesday 20 August, the situation took a strange turn when Smith was arrested and charged for encouraging the slaves to rebel. The charges also claimed that he conspired with Quamina and that he failed to inform the Governor of the planned uprising. Out of an estimated 74,000 slaves in the united Colony of Essequibo-Demerara about 13,000 took part in the uprising. And out of the 350 estates in the Colony, only about 37 were involved. No doubt, many who did not take part sympathised with the rebels and shared their suspicion that the planters would spare no efforts to prevent them from obtaining their freedom. The uprising collapsed very quickly since the slaves, despite being armed, were poorly organised. A group of soldiers commanded by Colonel Leahy clashed with about 2,000 African slaves at Bachelors Adventure and savagely crushed them and more than 250 were killed. Some who escaped were hunted down by Amerindian slave-catchers and shot. Quamina himself was shot dead by Amerindian slave-catchers in the backlands of Chateau Margot and his body was later publicly hanged. Jack Gladstone was later arrested and also hanged. Because Rev. Smith was close to the leaders of the uprising, he was arrested and charged for having knowledge that the slaves would rebel and for not informing the authorities. His arrest which was encouraged by many of the planters was seen as an act of revenge against the priest for preaching to the slaves. Smith denied the charge but he was imprisoned for seven weeks in Colony House before being tried by a court martial. He was found guilty and sentenced to be hanged. He appealed to the British Government which subsequently ordered a commutation of the death sentence and that he should be set free. However, while awaiting the results of his appeal to arrive from England, he died from pneumonia in his prison. The information that he was acquitted arrived in Georgetown after his funeral.

Risk Factors for Musculoskeletal Symptoms in Sewing Tasks

Risk Factors for Musculoskeletal Symptoms in Sewing Tasks Title: Work-related psychosocial, physical and sociodemographic risk factors for musculoskeletal symptoms of the neck, shoulders and low back among workers engaged in sewing tasks Abstract Background: Neck/shoulder and back pain are highly prevalent among workers engaged in sewing activities, but their risk factors are controversial or not well-established. Methods: Data on sociodemographic and work-related factors and musculoskeletal pain (MSP) were based on questionnaire surveys of Iranian sewing workers (n = 632) (i.e. carpet weavers, shoe workers and sewing machine operators). Results: The prevalence of neck, shoulder and low back pain was 57.9%, 40.5% and 51.6%, respectively. The prevalence of neck/shoulder pain was higher among females and with increasing age. Working posture and fast working were independently associated with neck, shoulder and low back pain. Number of years worked as a sewing worker was associated with neck and low back pain. Long duration of continuous sitting work without a break was only associated with neck pain. Conclusions: The findings emphasise the importance of individual, physical and psychosocial aspects of sewing tasks in association with MSP and highlight the role of prevention in the workplace in order to reduce MSP. Keywords: hand-sewn; shoemaking; carpet weaving; sewing machine; MSDs Introduction Musculoskeletal pain (MSP) in the low back and neck/shoulders is a common cause of reduced quality of life, sick leave, and work disability in both industrialized and industrially developing countries (van der Windt et al. 2000; Picavet and Schouten 2003; McBeth and Jones 2007; Dianat and Salimi 2014). The risk and protective factors of these pains among different occupational groups, particularly in those involved in sedentary and repetitive activities, can be divided into physical, psychosocial, organizational and sociodemographic factors (Arià «ns et al. 2000; van der Windt et al. 2000; Linton 2001; Cà ´tà © et al. 2008; Dianat and Salimi 2014). Evidence suggests that neck/shoulder and back pain are highly prevalent among workers engaged in sewing activities. Previous epidemiological studies have shown a high prevalence of neck/shoulder and back pain among sewing machine operators (Serratos-Perez and Mendiola-Anda 1993; Roquelaure et al., 2002; Ãâ€"ztà ¼rk and Esin 2011), hand-woven carpet weavers (Motamedzade and Moghimbeigi 2012; Nazari et al. 2012) and hand-sewn shoe workers (Dianat and Salimi 2014). Such tasks are typically highly repetitive, which are performed in a seated working posture for a long period of time. The operations usually require the operator to lean forward (with a forward inclined posture of both head and trunk) to see the point of operation and have better visual control of the task. Such a working condition can impose excessive physical load on the musculoskeletal system, and may eventually lead to the development of MSP in the neck/shoulder and back area. Several previous studies have assessed MSP among occupations involving sewing operations such as shoe sewing machine operators (Serratos-Perez and Mendiola-Anda 1993; Roquelaure et al. 2002), garment sewing machine operators (Westgaard and Jansen 1992; Kaergaard and Andersen 2000; Ãâ€"ztà ¼rk and Esin 2011; Wang et al. 2007; Dianat et al. 2015), hand-woven carpet weavers (Motamedzade and Moghimbeigi 2012; Nazari et al. 2012) and hand-sewn shoe workers (Dianat and Salimi 2014), although the effects of risk factors are not consistent and conclusive. There are, for example, very few studies which have examined the association between working postures and MSP among sewing machine operators with some studies showing positive association (Dianat et al. 2015), while others show no association (Ãâ€"ztà ¼rk and Esin 2011). This also seems to be the case for other relatively similar occupations (i.e. carpet weaving and shoemaking) and their contributing risk factors. Therefore, to reduce m usculoskeletal pain, there is a need to improve the understanding of the risk factors associated with such complaints among this working population. Further research in this area will help to better understand the nature of those jobs involving sewing operation and to develop corrective measures and intervention strategies for this population. It also contributes more evidence to the debate and has the potential to inform work practises in other developing societies with similar occupational groups. The aim of the present study was to evaluate the occurrence of neck, shoulder and low back pain and their contributing sociodemographic and work-related (psychosocial and physical) risk factors among workers involved in different sewing activities. The intention was to place the discussion in a wider occupational context and use the findings to highlight areas that need more attention and to assist in introducing preventative measures and developing guidelines regarding safe working practices for those jobs involving sewing operation. Methods Study design and sample This cross-sectional, descriptive-analytical study was conducted in three provinces (East Azerbaijan, Kermanshah and Kordestan) in the western part of Iran. The study population consisted of those workers engaged in different sewing activities including hand-woven carpet weavers, hand-sewn shoe workers and sewing machine operators. Data on the number of workers and workshops in the study area was obtained from the Iranian Ministry of Industries and Mines. There were about 14,000 hand-woven carpet weavers, 7,000 hand-sewn shoe workers and 5,000 sewing machine operators in the study area who worked at approximately 1800, 1700 and 500 different workshops, respectively. Sampling was done using a multi-stage random selection process. In the first stage, the required numbers of workshops, which included 60 workshops from each of the three different occupational groups, were selected randomly (using probability proportion to size sampling method). Using the same procedure, participants were then selected from these workshops. The participants were familiarised with the study procedure and their questions were answered by the investigators. They each signed a written informed consent form before participation in the study. The study protocol was approved by the ethical review committee of the Tabriz University of Medical Sciences. Measures and data collection The data were collected using both questionnaire and direct observation of the participants during their work. Arrangements were made and then investigators visited the selected workshops for data collection. The questionnaire, administered by interviewing the participants, was composed of items on sociodemographic characteristics, work-related psychosocial and physical risk factors and musculoskeletal pain in the last month. Working postures were assessed through direct observation of participants’ postures at their workstations using the Rapid Upper Limb Assessment (RULA) method (McAtamney and Corlett 1993). Musculoskeletal pain The questions on MSP were adapted from the standardised Nordic Musculoskeletal Disorders Questionnaire (Kuorinka et al. 1987). This questionnaire has been translated and revised into Persian language and has an established validity and reliability (Dianat et al. 2014; Dianat and Karimi, 2014). The participants were asked whether they had experienced pain in the neck, shoulders or low back lasting for more than 1 day during the previous month. The location of these anatomic areas was also demonstrated by a drawing in the questionnaire. The response alternatives were: No/Yes. Those participants who reported MSP in any of these body areas were asked to rate its severity using a scale of 1 – very low pain to 5 – very high pain. Disruption of normal activities due to MSP (No/Yes) was also included. Sociodemographic and work-related factors The sociodemographic details included age, gender, height, weight, body mass index (BMI as weight/height2), educational level (Illiterate, Primary school, Secondary school, and Diploma), marital status (Single, Married), being involved in regular sport and physical activities each week (for at least 30 min) (No/Yes) and smoking habits (No/Yes). The questions regarding the work-related psychosocial and physical factors were based on prior knowledge and a literature review (Westgaard and Jansen 1992; Kaergaard and Andersen 2000; Wang et al. 2007; Ãâ€"ztà ¼rk and Esin 2011; Dianat and Salimi 2014) and included daily working hours, number of years worked as a sewing worker, having a second job (No/Yes), perceived speed of work (asking ‘Does your work require you to work very fast? No/Yes), duration of continuous work without a break (> 10 min) (asking ‘How many hours do you usually work without breaks (breaks > 10 min)?’), perceived pressure due to work (asking ‘Do you feel pressure due to work? No/Yes’) and job satisfaction based on the question: ‘How much are you satisfied with your job? Low, Moderate, High’. The questionnaire was tested in a pilot study on a sample of 65 participants in order to obtain feedback on the content, clarity and wording of the items of the questionnair e. The test-retest reliability (stability) of the items of the questionnaire was also good (Kappa coefficients ranged from 0.80 to 0.98). Rapid Upper Limb Assessment (RULA) (McAtamney and Corlett 1993) was used to assess the working postures of operators at their workstations. The RULA is a reliable and validated observational method for assessing biomechanical and postural loading on the musculoskeletal system of operators which is known to contribute to MSP. This method gives a score for each body part, where combinations of individual scores for upper arm, lower arm and wrist are called score â€Å"A†, those for neck, trunk and leg give score â€Å"B†, and the final score is called â€Å"grand score† which indicates the musculoskeletal loading associated with the operator’s posture. The original version of RULA checklist has been translated and revised into the Persian language and has shown to be valid and reliable (Dianat and Salimi 2014). The observations and recordings of working postures were performed by two trained observers. The inter-rater reliability of the RULA scores was also found to be good (Kappa coefficients ranging from 0.82 to 0.99). Statistical analysis The analysis of the data was performed using SPSS software (version 17.0; SPSS, Chicago, IL, USA). Sociodemographic data and work-related characteristics of the study participants were tabulated. Logistic regression models with odds ratios (ORs) and 95% confidence intervals (CIs) were developed to estimate the effects. The relationship between prevalence rates and study variables (sociodemographic and work-related characteristics) was initially assessed using univariate binary logistic regression analysis. The variables in the logistic regression analyses included sociodemographic (age, gender, BMI, educational level, marital status, smoking and being involved in regular sport/physical activities each week) and work-related characteristics (daily working hours, number of years worked as a sewing worker, having a second job, perceived speed of work, duration of continuous work without a break, perceived pressure due to work and job satisfaction) as well as three RULA scores including RULA score A (arm/wrist score), RULA score B (neck/trunk/leg score) and final RULA grand score. Multiple logistic regression analysis (using backward stepwise procedure) was also performed to estimate the association between independent variables and the reported neck, shoulder and low back pain in the multivariate context. The study variables were theoretically of equal importance, and therefore an equal role was assigned for all of them in the regression models without any adjustment. The assumptions of the models (including the presence of outliers and collinearity) were checked and the fit of the models was confirmed by the Hosmer-Lemeshow goodness-of-fit test. P Discussion The aim of the present study was to evaluate the occurrence of MSP and their contributing risk factors among sewing workers in a wider occupational context. One of the main findings of the study was that the prevalence of MSP was considerably high among the study population with 76.2% of the sample reporting this, and of these 68% had more than one site of discomfort or pain. This finding provides further evidence that musculoskeletal pain and discomfort is a major problem in this group of workers. More than one-third of the respondents reported disruption of normal activities due to MSP. Individual factors including gender (being female), age (> 30 years old) and lower educational level were independently associated with the occurrence of MSP. Work-related variables such as the number of years worked as a sewing worker (> 20 years for the neck and > 10 years for the low back pain), duration of continuous sitting work (> 2 h) without a break, fast working and working postures were al so found to be independently associated with the occurrence of MSP among sewing workers. There were several notable findings regarding the relation of individual factors to MSP. The results of the present study indicated that gender was a significant factor for neck and shoulder complaints, so that females experienced such complaints more frequently than males. This is similar to the findings of Wang et al. (2007), who reported a higher prevalence of neck/shoulder pain in female sewing machine operators than in males. It was also shown that age was significantly positively associated with neck and shoulder pain. It has been acknowledged that better understanding of the task characteristics may provide an insight into the job (re)design to support the user needs of older working population in future (Stedmon et al. 2012). Moreover, the findings indicated that workers with a higher educational level were less likely to report shoulder and low back pain than other workers. This supports the finding of a study conducted among hand-sewn shoe workers (Dianat and Salimi 2014). As shown in this study, working posture was an important risk factor for the neck, shoulders and low back pain among sewing workers. This finding provide further evidence that the sewing operations involve frequent head and trunk bending movements over the duration of the task, and therefore imposes unacceptable postural loading on the upper body and limbs. Our findings indicated that the RULA scores for the workers’ upper and lower arm/wrist scores (score A), neck/trunk/legs scores (score B), and the grand scores were relatively high. The relatively high RULA scores in this study highlights that the working postures of the workers were constrained by both the visual and the manual aspects of the sewing tasks, and that the design of the sewing workstations had a significant influence on the postures adopted. This emphasises that in most cases the workers’ postures at their workstations need to be investigated and some changes are required immediately. These findings are in part consistent with several previous reports of poor working postures (assessed by the RULA method) among workers involved in sewing machine operating (Ãâ€"ztà ¼rk and Esin 2011; Teodoroski et al. 2012; Dianat et al. 2015) or hand-sewn shoemaking tasks (Dianat and Salimi 2014). The results also suggest that there is a need to consider other work-related physical and psychosocial aspects of sewing tasks. Interestingly, our findings indicated that perceived speed of work (i.e. fast working) was another independent factor that was positively associated with the occurrence of MSP in all studied body regions (i.e. neck, shoulder and low back areas) among sewing workers. This finding may be attributed to the fact that these workers were paid based on the number of items they completed and this provided an incentive to work at high speed without adequate rest breaks. Moreover, the finding indicated that years of employment as a sewing worker was positively associated with the presence of symptoms in the neck and low back areas, which is in agreement with several previous observations (Kaergaard and Andersen 2000; Wang et al. 2007; Dianat and Salimi 2014). It is also interesting to note that the sewing workers in this study had frequent periods of long duration of sewing work without breaks (i.e. sitting in one place in a static or non-moving position for more than 2 hours), but this was only associated with the occurrence of neck complaints. The results from some previous studies suggest that the long duration of sitting work without a break may increase the risk for neck/shoulder pain among different occupational groups (Wang et al. 2007; Johnston et al. 2008; Dianat and Salimi 2014), and that regular rest breaks may reduce the risk for such complaints (McLean et al. 2001). Therefore, sewing workers should be advised to take regular rest breaks in order to minimise exposure and to help recovery from static and awkward postures. The present study has an advantage that the observer error was controlled by using two trained interviewers in comparison to studies in which there were separate observer for each case. However, the findings presented should be interpreted in the context of the cross-sectional study design. In addition, the findings highlight the importance of both individual and work-related aspects of sewing tasks in association with MSP. Thus, in addition to the work-related factors, it might be useful to consider individual factors (such as age, gender and education) as potential confounders in future analysis of MSP among this working group. Conclusions In conclusion, the main finding of the study was that neck, shoulder and low back pain are frequent in workers involved in different sewing activities. The findings highlight the importance of both individual and work-related (psychosocial and physical) aspects of sewing tasks in association with MSP and emphasis the need for ergonomic interventions for improving the working conditions of this working group. Working posture and fast working were found to be as important predictors of MSP in all studied body regions. Number of years worked as a sewing worker was also shown to increase the risk for neck and low back pain among sewing workers. However, long duration of continuous sitting work without a break was only associated with the occurrence of neck pain. Based on the findings of this study, it is recommended that working postures of sewing workers should be improved through workstation design for sewing tasks (i.e. based on workers’ anthropometry). Moreover, workers involv ed in these tasks should also be advised to take regular rest breaks in order to alleviate exposure and also to aid recovery from unhealthy working postures. These findings highlight the role of prevention in the workplace in order to reduce MSP.