NAACP Essay -- essays research papers

NAACPThe civil rights movement in the United States has been a long, primarily nonviolent struggle to bring wide of the mark civil rights and equality under the law to all Americans. It has been made up of many movements, though it is often used to refer to the struggles between 1945 and 1970 to end variation against African-Americans and to end racial segregation, especially in the U.S. South. It focuses on that particular struggle, rather than the compar adapted movements to end inequality against other ethnic groups within the United States or those struggles, such as the womens liberation, gay liberation, and disabled rights movements, that have used similar tactics in pursuit of similar goals. The civil rights movement has had a changeless impact on United States society, both in its tactics and in increased social and legal acceptance of civil rights. One of the most of the essence(p) organizations of this era was the NAACP (National Association for the Advancement of Col ored People). NAACP is an organization composed mainly of American blacks, but with many white members, whose goal is the end of racial discrimination and segregation.The association was formed as the direct result of the lynching (1908) of two blacks in Springfield, Ill. The incident produced a wide response by white Northerners to a call by Mary W. Ovington, a white woman, for a conference to discuss ways of achieving political and social equality for blacks. This conference led to the organisation (1910) of the NAACP, headed by eight prominent Americans, seven white and one, William E. B. Du Bois, black (wikipedia 1). The selection of Du Bois was significant, for he was a black who had rejected the policy of gradualism advocated by Booker T. uppercase and demanded immediate equality for blacks. From 1910 to 1934 Du Bois was the editor of the associations periodical The Crisis, which reported on race relations around the world. The new organization grew so rapidly that by 1915 i t was able to organize a partially successful boycott of the motion picture The Birth of a Nation, which portrayed blacks of the Reconstruction era in a misshapen light( Spartacus 2).Most of the NAACPs early efforts were directed against lynching. In this area it could claim considerable success. In 1911 there were 71 lynchings in the United States, with a black someone the victim 63 times by the 1950s lynching had virtua... ...ericas darker citizens were denied. From the ballot box to the classroom, the dedicated workers, organizers, and leaders who forged this great organization and maintain its posture as a champion of social justice, fought long and hard to ensure that the voices of African Americans would be heard. The legacy of those pioneers such as W.E.B DuBois, Thurgood Marshall and Roy Wilkens and the hundreds of thousands of nameless faces who worked indefatigably cannot and must not be forgotten (NAACP 1).The history of the NAACP is one of blood sweat and tears. From bold investigations of mob brutality, protests of mass murders, segregation and discrimination, to testimony before congressional committees on the vicious tactics used to bar African Americans from the ballot box, it was the talent and tenacity of NAACP members that saved lives and changed many negative aspects of American society. While often of its history is chronicled in books, articles, pamphlets and magazines, the true movement lies in the faces---black, white, yellow, red, and brown---united to awaken the conscientiousness of people, and a nation. Work Citedwww.en.wikipedia.orgwww.naacp.orgwww.spartacus.schoolnet.co

Clinical Practice Essay -- Health Care

This assignment will underline three key skills learnt during clinical practice weight monitoring, blood drag and bed baths. Reflection is a key aspect within nursing. It allows the individual to look back on previous events and analyse the positives and negatives which occurred in a particular proposition situation. Reflection is used to encourage the growth in learning and gaining a more in depth understanding in practice (Beener et al.1996).There are legion(predicate) reflective models available including Gibbs (1988). Gibbs(1988) reflective cycle will be used as the framework upon which these three skills to be reflected as this cycle requires a rendering of the event, the detectings experienced at the duration and evaluation of the account which is followed by an analysis, conclusion and action plan. I will discuss how the skills were attained, and any future learning development needs I may need, backed up by literature and research available. In line with NMC (2008) conf identiality requirement, clients will be referred as A, B or C where appropriate.DescriptionDuring my second week of placement I was asked by my mentor to carry out a weight observation on a six week old baby. Prior to this I had observed my mentor perform this clinical procedure a number of times while I assisted her. However on this occasion I was able to complete this skill by myself with the supervision of my mentor. Firstly I greeted the parents of baby A and conscious them to undress him as I calculated his age and set up the equipment needed, I cleaned the weighing scale using disinfectant wipes and placed a make-up towel on the surface to prevent baby A from feeling cold. I then switched on the weighing scales and called the parents over with baby A. I dictated baby A ge... ...ouraged frequently. I now believe I have gained a better insight into my own strengths and weaknesses and can now take time to in improving them as a means to grow and evolve in my professionalism, to act on a patients welfare and sanctuary in order to secure a good reputation (Thompson et al, 2006) Action planIn order to advance in practice I feel I need to develop my communication skills. This can be achieved through in depth research using the aid of reading and advice from other health professionals into the different types of communication for instance body language, formal, verbal and non-verbal communication as well as looking into different ways of using these methods to the best of my ability, guaranteeing a high standard of patient care. This will equally help me and patients to establish a better relationship and improve the care that is given.

My Style? :: Writing Eglish Education Papers

My Style?Students crammed the Superlab on Friday trying to finish the assignment for English Class. The assignment was to write a paper about styles of write and how the students fit into them. The students must finish the paper and send it by E-mail to the professor by Saturday morning. Short and to the point. Thats how Im supposed to write for my news reporting class. engagement short sentences and action verbs. Start with the most important facts, answer any(prenominal) questions raised by the lead, then fill in the details. Ive been told that it is very difficult to major(ip) in both English and mass communication because they have two very different approaches to composition. So whats the big deal? Well, its not easy sack back and forth between the styles these classes require, especially since one class immediately follows the other. This is on the button one problem Ive run into concerning style, switching between the two that are expected of me in both classes. Another problem is that there is a specific set of rules to follow when writing for the media. I feel as if Im writing using someone elses style. I dont normally talking or write using short, to the point sentences, and I definitely dont use the inverted pyramid style. So when I write news stories, can I say that is my own style since how I write is almost dictated? Or is it someone elses that Im just borrowing? nevertheless if thats the case, is there such a thing as my own style? Is everything I say or write dictated by a set of rules, like news writing? Or can I manipulate someone elses stylistic rules to make my own? Is there any way to change things so that I can write how I want to? We discussed in class how decorum dictates how we are supposed to talk or write. I can personally attest to that. When I worked at my dads welding shop this summer, I noticed that because I was a secretary, I was expected to talk to customers differently than my dad or any of the other workers. I was sup posed to sound professional and courteous. Good afternoon, CAP Enterprise, was the proper way to answer the phone. But when my dad got on the phone, he would talk to the customer or salesperson almost like he talks to his buddies.

The Genetic Screening Dilemma Essay -- Technology Science DNA Essays

The Genetic Screening DilemmaThe National Academy of Science defines elementtic screening as the systematic search of a population for persons with latent, early, or asymptomatic disease. The term genetic testing is often used interchangeably, but differs in that it only targets those individuals believed to be at high risk for an inherited condition. Genetic screening has a much broader target population. As genetic screening becomes easier, faster, and less expensive, there is a growing debate about who should be tested, what those results should be used for, and who should adopt access to those results. Before addressing these questions it is necessary to understand the basic processes involved in genetic screening.The techniques used for genetic screening are based on the recognition of nucleotide sequences in the DNA. The most commonly used method is called restriction break down length polymorphisms (RFLP). RFLP uses restriction enzymes to cleave the DNA at specific sequenc es. Cleavage of the DNA generates small restriction fragments of varying length. Electrophoresis is then used to withdraw the fragments with respect to size and/or charge. The sample is added to an agarose gel plate which is electrically aerated for a specific length of conviction. The smaller and more negatively charged fragments move to the positively charged pole the quickest. A banding pattern with many bands is generated. The bands are then transferred to a nylon membrane by Southern Blot. A radiolabled probe which binds specifically to a sequence of interest is added to the membrane. The banding pattern can now be observed and specific sequences identified. The problems with RFLP are that it is expensive and time consuming. RFLP is the process used for... ...for research.I do not believe that the knowledge of genetic entropy will affect the decision to reproduce to the extent that alleles will actually be eliminated. Many people will probably not even know their exact gene tic makeup. Those who do may decide to have children regardless of the risks. Due to these situations, the elimination of an allele from a human population would be very unlikely. There is also a high likelihood of gene flow occurring between populations because people are highly mobile. Gene flow between populations would act to increase diversity and counteract any reduction of alleles that is winning place.Genetic screening is a powerful technology. Many risks are involved, but they can be easily reduced by responsible management of information. The information that can be gained with the aid of genetic screening far outweighs the risks.

My Experience as a Teenage Mother Essay -- Personal Narrative Pregnanc

My Experience as a Teenage Mother Twenty-six years have brought many changes to my home in the mountains of tocopherol Tennessee one of the most important of these changes being the slow dissolution of what I call the racial divide. This change had just begun to take place when I found myself a frightened pregnant teenager growing up in the small community of Shell Creek in Carter County, Tennessee. It was 1977 and of the a few(prenominal) carbon people in town, I was certain I would be the first to have a child that was half black and half white. My parents divorced when I was ten years old, so I grew up in my grandparents home, a place filled with love and acceptance. My grandparents had never imparted any type of prejudice, racial or otherwise to my young mind. However, I knew the Baptist church Grandma attended every Sunday warned against bi-racial relationships.. My grandparents were devout and sincere in their faith so they accepted this look of thinking. Would my family ever be able to accept this child I was carrying? I didnt think they could at the time so I kept my secret. relative the childs father was out of the question as I knew he was not interested in me or our child. My pregnancy was a bi-product of young person and ignorance.The summer of 1977 passed quickly for me and the child growing inside me. I thought of the rape as a boy, although I had no idea what sex my baby was. Sometimes I wondered what he would look like. Was he smart? What would he become? Mostly I wondered how my family would react to him. How in the world was I going to raise a child alone? Being only sixteen, I was still a child myself. I knew I had only a few months to discover an answer to my question.By late fall I was b... ...nge. As she removed the tiny diaper, I saw what appeared to be a large bruise on the little boys bottom. My heart raced and I saw red in both eyes.What have you done to my baby? I screamed out loud enough to wak e the exhausted woman sharing my room. I lifted my sore body from the bed with angry force. Where did he get that bruise? I demanded. The startled nurse looked at me like I was insane.Thats a Mongolian spot, very common in mixed babies, she explained. Its not a big deal. I promise no one has hurt him.At that moment I knew I loved the little boy like Id never loved before. I would protect him with my life, giving him all the love in my heart. I had to figure out how to be the mother he deserved.Logan and I left the hospital together the next morning. Logan is in Iraq fighting for freedom and I came home to the mountains I love.

My Experience as a Teenage Mother Essay -- Personal Narrative Pregnanc

My Experience as a Teenage Mother Twenty-six years have brought many changes to my home in the mountains of East Tennessee one of the most important of these changes being the slow dissolution of what I call the racial divide. This change had just begun to take arse when I found myself a frightened pregnant teenager growing up in the small community of Shell Creek in Carter County, Tennessee. It was 1977 and of the few hundred people in town, I was certain I would be the first to have a child that was half black and half white. My parents break when I was ten years old, so I grew up in my grandparents home, a place filled with love and acceptance. My grandparents had never imparted any type of prejudice, racial or otherwise to my young mind. However, I knew the Baptist church Grandma attended every Sunday warned against bi-racial relationships.. My grandparents were devout and sincere in their faith so they evaluate this way of thinking. Would my family ever be a ble to accept this child I was carrying? I didnt think they could at the time so I unplowed my secret. Telling the childs father was out of the question as I knew he was not interested in me or our child. My pregnancy was a bi-product of youth and ignorance.The summer of 1977 passed quickly for me and the child growing inside me. I thought of the baby as a boy, although I had no idea what sexual practice my baby was. Sometimes I wondered what he would look resembling. Was he smart? What would he become? Mostly I wondered how my family would react to him. How in the world was I going to raise a child alone? Being only sixteen, I was still a child myself. I knew I had only a few months to discover an answer to my question.By late fall I was b... ...nge. As she removed the tiny diaper, I saw what appeared to be a Brobdingnagian pique on the little boys bottom. My heart raced and I saw red in both eyes.What have you done to my baby? I screamed loud enough to wake the exha usted woman sharing my room. I lifted my sore body from the bed with angry force. Where did he get that bruise? I demanded. The startled nurse looked at me like I was insane.Thats a Mongolian spot, very common in mixed babies, she explained. Its not a big deal. I promise no one has hurt him.At that moment I knew I loved the little boy like Id never loved before. I would protect him with my life, giving him all the love in my heart. I had to figure out how to be the capture he deserved.Logan and I left the hospital together the next morning. Logan is in Iraq fighting for freedom and I came home to the mountains I love.

Leadership in the 21st Century: Contrasting Views of Leadership and Their Utility for My Practice

HML 1001 leading of salmagundi S. McGowan. June 2008 leaders in the 21st Century Contrasting Views of leadhip and their emolument for My Practice Introduction In this paper I volition examine two modern views of lead. The leadership modelings I afford decided to review atomic number 18 Servant-leaders and Discretionary leading and my aim is to describe them, explore some of their similarities and differences and consider their gain for my own practice. Servant-Leadership Robert K Greenleaf obstinate Servant-Leadership in1970 in his raise The Servant as Leader (Greenleaf, 1970).Greenleaf attributes the inspiration for his idea to the novel Journey to the East by Herman Hesse (1932), where the central character Leo handmaiden to a party of travellers, proves ultimately to be the vital member of the group, whose mission fails without him. The servant-leadership theory is establish on a model of em military unitment and contrasts sharply with models of leadership that be base on power. rather of concentrating on the acquisition of power and bid, servant-leaders focus on helping mass to grow and fulfil their effectiveness. Greenleaf states the servant-leader is servant first It begins with the congenital feeling that one wants to pasture, to serve first. Then conscious excerpt brings one to aspire to lead. That person is sharply antithetic from one who is leader first, perhaps because of the enquire to assuage an unusual power drive or to acquire material possessions. (Greenleaf 1970) The servant-leadership theory advocates the role of leader as luck rather than commandling. By serving the needs of their workforce, clients and communities servant-leaders after part take on the full force of an empowered group.Servant-leadership models promote a sense of community and an holistic approach to work and, ultimately, society. Steven R Covey, vice chairman of Franklin Covey, the worlds largest management and leadership development sch eme, described four roles of leadership in his keynote speech to the Greenleaf Centres (www. greenleaf. org) 1999 conference (Covey 1999). These are (i)Setting an Example Leaders essential work hard, contribute and model integrity, humility and the values of servant-leadership. Integrity breeds confidence and generates followers. ii)Pathfinding Creating a vision that involves and inspires, and that through empowerment, mobilises the efforts of other(a)s. This way, strategic planning is values based and derived from an understanding of peoples needs. This is in stark contrast to power models, which espouse individualistic missions and goals for formations to be herded towards. (iii)Alignment Aligning the systems and social structures of an organisation to serve the agreed assess and vision. Values need to be institutionalised and language and action must be consistent. iv)Empowerment This is what Covey describes as the fruit of the first three roles When you beat a common visi on and value system, and you give put into place structures and systems reinforcing that vision, when you have institutionalised that kind of moral empowerment its like lifeblood feeding the culture, the feelings of people, the norms, the more(prenominal)s feeding it incessantlyYou canrelease the enormous human creativity, the human ingenuity, the resourcefulness, the intelligence of people to the accomplishment of those purposes.E very(prenominal)thing connects together the quality of the relationships, the common purpose and values. You find that people get out organize themselves. Theyll manage themselves. People are drawn to doing their own best(p) thing and accomplishing that worthy purpose, that vision. Thats empowerment (Covey 1999) Max DePree has famously defined leadership as a serious meddling in other peoples lives (DePree 2002). DePree is come to with the interdependence of members of organisations and has argued that leadership cant be fair round the individua lWhen we estimate about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very far as a group. By ourselves, we suffer serious limitations. Together we can be something wonderful. (DePree 1990) DePree coined the term Fiduciary Leadership one of the three things he believes to be vital to servant-leadership. Fiduciary leadership describes a model of leadership based on trust and reliance. With this model, leadership is a set of opportunities and accountabilities bestowed (temporarily) by followers, in the trust of the leader.Central to this concept is the idea that the led are consenting to be led and this idea lies at the heart of democratic society. In the eighteenth Century Edmund Burke (1729-1797), AngloIrish statesman and political philosopher wrote It is the love of the people it is their attachment to their government, from the sense of the deep stake they have in such(prenominal)(prenominal) a glorious ins titution, which gives you both your army and your navy, and infuses into both that liberal obedience, without which your army would be a base rabble, and your navy nothing but rotten timber. Burke1775) With regard to fiduciary leadership Burke said all(prenominal) persons possessing any portion of power ought to be strongly and awfully impressed with an idea that they act in trust. (Burke1790) And DePree says Leadership is not a position packaging has never made anyone a leader. Leadership is a fiduciary calling. Inherent in this calling is the knowledge that foretaste plays a critical part in the lives of followers. Fiduciary leaders design, build and then then serve inclusive communities by liberating human spirit and potential (Depree 2002)Here again, then, the themes of leaders serving and harnessing human potential in organisations that are communities. Deprees second necessity vital to servant-leadership is broadenning the definition of leadership competence. He describes louvre areas of compertence Firstly, defining and expressing reality for an organisation second, vision and strategy third, enabling creative people fourth, transforming by learning, risking and changing and finally, unleashing the potential of all members of an organisation. Deprees referrence to transforming is important.Servant-leadership and fiduciary leadership are both examples of Transformational Leadership (Burns 1978). Transformational leadership is concerned with bringing about progress and accomplishing success through communication, influence and empowerment, as opposed to Transactional approaches, which favour activities such as resource management, and management by policy, proceedure and control. Transactional leaders prefer systematic approaches, organisational hierarchy, straightforward objectives and tried and tested techniques.They manage efficiently but are in danger of producing averageness and suffocating innovation and creativity (Fairholm 1991). Transforma tional leaders reject the rigidity of transactionalists, arguing that ideas such as Scientific Management (Taylor, 1910), with their focus on controlling the minute details of the means of production are restrictive , dehumanising, alienating (Marx, 1959) and, ultimately outdated. Conversely, the transformational model can be criticised as inefficient, wasteful and miss focus and direction.The third of Deprees three neccesities for servant-leadership is a clear moral purpose. He argues that leadership requires moral purpose to give it meaning, measures and a worthwhile goal. knifelike on lists, DePree desribes six signs of moral purpose. These are (i)An acceptance of Human Authenticity ecesiss comprise individuals with a cornucopia of gifts and talents and not just their ascribed roles or inherent characteristics. (ii)Rights All are entitled to the right to belong to ownership to opportunity to inclusion to a covonatal relationship as members of the organisation. iii)Truth Consis tent, multifaceted honesty is all-important(a) to moral leadership (iv)Vulner efficiency An absence of ego and openness to criticism. Willing to listen to others, to experiment, to make mistakes and to learn from them. (v)Equitable Distribution of Results Distributing profits fairly is a necessary and motivating feature of an organisation that demands high levels of contribution from its members. Results or profits can be financial or else less tangiable outputs. (vi)Personal Restraint Vulgar displays of power, wealth and status are unworthy and demotivating to others.Ultimately, then, the servant-leadership theory regards leadership as a moral calling. Greenleafs leadership theory too has its basis in morality and latterly he concerned himself with the question of managing change in society, citing examples of immoral, senseless and destructive problems in the world. His view was that the system to stick out the necessary change would be the one that works best in his view ser vant-leadership The difference amongst leader first and servant-leader manifests itself in the care taken by the servant first to make sure that other peoples highest priority needs are being served.The best test, and the most difficult to administer, is this Do those served grow as persons? Do they, while being served, manufacture healthier, wiser, freer, more autonomous, more likely themselves to become servants? (Greenleaf, 1970). To read Greenleaf and his followers, one might conclude that servant-leaders are essentially ordinary people drawn course, perhaps randomly, from the servant classes. People with philanthropic and selfless natures, who assume leadership positions only to spread their good deeds more widely. Interfering (DePree 1993) do-gooders best suited to social and humane enterprisesHowever servant leadership places as much emphasis on leadership as it does on servitude, even if the servant has to come first. Powerful servant-leaders can be found at the head of umteen serious, succesful, profit making organisations (e. g. Herb Kelleher, CEO South west Airlines, Jack Lowe, chairman of TDI Industries and Rich McClure, hot seat of UniGroup Inc. all US) and, most recently, servant-leadership is the leadership philosophy espoused by newly elected President Lee Myung-bak of South Korea, who has called for servant-leadership as his primary presidential leadership vision (Hyun-kyung, 2008) military leaders or master copy politicians give be unable to manage the economy any longer mainly because they were born to wield power, instead of serving citizens. These leaders attempt to rule the country, while managers serve their customers. As a result, the boss is destined to wane, while servant leaders achieve mutually estimable goals for the community. (Myung-bak, 2002) If we look more closely, then, servant-leadership, far from rejecting the idea that some people are natural leaders, actually shares umpteen ideas with trait models of leadership. Trait theories date back to the first half of the twentieth light speed and Webers thory of leadership-charisma (Webber 1947) is a good example. Trait theorists argue that leaders neither emerge naturally as a result of a personal epiphany, nor are they constituted by experience or training, but that they are born. Born leaders are the result of natural option (Darwin 1859). Nicholson (2000) describes how evolutionary psychology has produced alpha-males hard wired individuals with natural leadership qualities driven, by high levels of testosterone, to seek an optimal seratonin buz by taking charge and achieving personal success.Grrrrr maiden among these natural leadership qualites is charisma. Charismatic Leadership (House 1977, Burns 1978) concerns itself with the impact of charisma on the leader/follower relationship and the effect of charismatic leadership on the motivation and morale of followers. Charisma is regarded as an inate quality, a charm that compells others to foll ow. Freud described charisma as an ability to realise compliance from others (Freud 1922). Charismatic leaders are heroic, energetic and driven by dissatisfaction with the status quo.Although generally seen as a transactional model, charismatic leadership, when paired with a moral basis, is far from inconsistent with servant-leadership. In fact, many of the qualities required of the servant-leader such as vision, integrity and empowering others can be regarded as extremely attractive and thus charismatic qualites. Indeed Jesus Christ, cited by many servant-leadership disciples as the ultimatate servant-leader, was undoubtedly a charismatic leader. Discretionary LeadershipIn contrast to servant-leadership which, whilst advocating a different moral basis for leadership, retains conventional ideas of hierarchy and organisational structure discretional or shared leadership theory recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and cooperate in organisations. Discretionary leadership has emerged as a model suitable for complex modern day organisations (Kakabadse, 2000) with complex environments, contexts, and structures or, as Hunt put it, macro-variables (Hunt 1981).Modern organisations are frequently communicate based, where the sum of a wide and diverse set of functions and departments combine to form a virtual whole. Discretionary leadership places high value on an organisations ability to resolve effectively to multiple agendas and stakeholders in a variety of situations simultaneously a challenge that would be impossible to meet with conventional hierarchical organisations where leadership authority is held by a small number of senior managers.In essence, modern complex organisations need to coordinate the actions of a broad group of employees who hold leadership behaviours, when and as required, to tackle the issues they face. Discretion would seem to be a two way process with this model Senior lead ers still define the degree of leadership authority that is delegated at their discretion, whilst employees are expected to conjoin leadership roles, when necessary, at their discretion.Not completely un-hierarchical, but certainly less enate and more organic than traditional models of leadership. Thus roles are defined in terms of the breadth of their discretion. At one extreme, some employees allow have negligible discretion and be expected to carry out their duties in strict accordance with prescribed procedures a model akin to that of production line workers in a scientific management system (Taylor 1910).At the other extreme, the CEO of an organisation has ultimate discretion. Between these two extremes it is vital that the quantity and quality of for sale leadership is commensurate with the needs of the organisation. Discretionary leadership, it is argued, is not only a suitable model for complex network-based organisations, but also the model of leadership that will nat urally emerge in response to the pace and blackmail of organisational change in the twenty-first centuryThe nature of role discretional boundaries is increasingly determined by personal views concerning the challenges leaders face and the nature of those with whom they interactThus, the idiosyncratic nature of the organisation, the peculiarities of each leader role and the characteristics of each individual occupying such a role, are critical considerations in determining role boundaries and parameters. Kakabadse & Kakabadse, 1999) Organisations that require/generate substantial numbers of discretionary leaders will, by definition, include a mob of visions and ideologies. Achieving cohesion is the vital key for this group model of leadership to be effective. This is achieved by those in charge skilfully conducting multiple conversations (or polylogue Kakabadse, 2005) by discretionary leaders reflectively understanding their roles and relationships and acting responsibly, and by pr omoting a shared philosophy, core vision and value system.Kouzmin has described this as the role of the organisational intriguer The focus for coetaneous leaders has shifted increasingly to the role of the organisational architect. The principal contributing skill of architects is an ability to design and develop organisations skills that require considerable creative insights and technical knowledge about how to analyse, design and stimulate complex, increasingly globalising, social and communication networks supported by rapidly advancing IT. Kouzmin et al. , 2007) With this model, leadership is not simply about goal-oriented control and coordination. Leaders need to properly understand the context in which actions are exercised and the provide mobilisation of others (Kakabadse, 2005). The modern organisation will be flatter, less hierarchical and based more on networks. It will be founded on interdependency, communication and the flow of ideas (supported by ever more sophistic ated information technologies) rather than command and control models.With discretionary leadership employees will be incentivised to produce value by being fully and intelligently involved in the overall purpose of their organisation rather than alienated in the way that Marx (1959) has criticised scientific management (Taylor 1910). However, discretionary leadership also has its critics. Variations and tensions among workers in leadership roles can lead to negativity, whilst success is extremely dependent on cohesion and the quality of interactions both notoriously hard to control in network-based organisationsWhere discretionary role analysis highlights variation of experience, capability, values, personality, behaviours, and the exercise of choice among the leaders of the organisation, tension and conflict become endemic with potentially disastrous implications for individuals and the organisation. (Finklestein and Hambrick, 1996) Globalisation, fast moving technological develo pment, the increased recognition and value of social capital, multi-faceted demands and accountabilities, and the need to respond simultaneously and effectively to a number of agendas, means that organisations need different leadership models in the twenty-first century.Models of leadership that might have been appropriate to the manufacturing industries of the nineteenth and twentieth centuries now seem increasingly inappropriate to the educated, informed, skilled and sophisticated workforce of the present day, whether operative in manufacturing or (more probably) in paper-based organisations or the service sector. It can, therefore, be argued that discretionary leadership is the ideal solution for the future, but only in a carefully esigned and managed system that maturely accepts the inherent will and ability to lead that is both needed and to be found within many key members of complex organisations. The utility of these ideas for me The leadership theories that I have chosen to examine might be considered to have much in common and it might seem that more radical alternatives could have been examined in order to expose illustrate the contrast between theories. I have however chosen to focus on these models because of their resonance with my own ideas about leadership and their utility for a modern health service.I would also refute the view that servant leadership and discretionary leadership are very similar. Yes, they are both progressive, placing as they do an emphasis on employee empowerment and the importance of shared values and vision. However, servant leadership takes a rather traditional and paternalistic view of the structure of organisations and those destined to lead them, whilst discretionary leadership is based on a much more sophisticated understanding of the structural configuration of modern organisations.Personally, I have found utility in each of these models. As service lead for a new specialist mental health service, I am acutely a ware of the complexity of modern day organisations as described by Hunt (1981) and Kakabadse (2000) in their explorations of discretionary leadership. The multifarious environmental, contextual and structural variables of the NHS typify the challenges recognised by advocates of this model. The NHS is also increasingly network based and is certainly the sum of a wide and diverse set of functions.For my own service, the ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously is vital. Our structure, although not completely without hierarchy, is relatively flat. The largest group of employees in my service are senior, professionally adapted practitioners including nurses, doctors, psychologists, social workers and occupational therapists. Each of these practitioners is responsible not only to me but also to their professional bodies and, as such, have a substantial degree of authority devolved to them, and broad freedoms to act an d make decisions.The need to coordinate the actions of this broad group of employees is central to my role as service lead, as is the need for these come up- stipendiary individuals to accept and adopt leadership behaviours, when and as required, without undue recourse to management advice or consent. Discretionary leadership theory also recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and co-operate in organisations.This is extremely pertinent to modern mental health services, which are both multi-disciplinary and multi-agency. With multi-disciplinary teams, each different discipline ideally brings unique professional skills and ideologies to the service, which are then combined to produce a multi-dimensional whole befitting of a service aimed at meeting the holistic needs of diverse individuals. For me, the deed of cohesion is certainly the vital key to realising this ideal and Kakabadses (2005) notion of polylogue resonates w ith me.Similarly, modern mental health services exist as components of broader networks that transcend the traditional boundaries of the NHS. In order to guide an effective service I need to manage interfaces with a wide and diverse range of partner agencies and stakeholders that include GPs and other referrers, social care agencies, specialist providers, the criminal justice system, drug services, community and faith groups, and service users and their carers.Pollywollydollylogue Central to the achievement of cohesion in my service has been the promotion of a shared philosophy, vision and value system and Kouzmins (2007) concept of the organisational architect appeals to me in this sense, with its emphasis on leaders responsibility for designing and evolution organisations with shared vision and effective communication networks.This concept of shared vision is also found in servant-leadership. Covey (1999) emphasised the need for leaders to create a vision that involves and inspi res, and that mobilises the efforts of others, and Deprees (2002) third neccesity for servant-leadership was a clear moral purpose, arguing that leadership requires moral purpose to give it meaning. It is not surprising that such sentiments should find esonnance in the NHS, or any other care sector organisation that has its base in social morality, and we are reminded of Bevans vision for a national health service, available to everyone and free at the point of access, sixty years ago The collective principle asserts that no society can licitly call itself civilized if a sick person is denied medical aid because of lack of means. (Bevan 1952) Interestingly, moral purpose has played a significant role in influencing the development of my specialist field, Early Intervention in Psychosis (EIP), in this country.The introduction of this new model of mental health service has been extensively driven by a bottom up approach that has witnessed the emergence of a social military campaign f or mental health reform (Bate et al, 2004) A diverse group of proponents, including statutory and non-statutory agencies, clinicians, service users and carer groups who are impatient for service reform and find commonality with the civil rights movement, equal rights for women campaigners and Gay Pride.Despite its diversity, this mental health social movement is connected by a shared view that that the suffering associated with the poor outcomes experienced by people with serious mental health problems is unnecessary, and largely a product of inadequate and ineffective services. It is argued that the kind of radical, transformational change required for mental health modernisation will not be achieved by top down, programmatic, transactional leadership approaches, but must be complemented by a grass roots desire for bold, sustainable change.Harnessing this shared sense of moral purpose has proved crucial to achieving cohesion in our complex service and is constantly and intentionall y reinforced through team meetings, training and supervision. DePrees (2002) notion of fiduciary leadership also resonates and the sense that my position is one of responsibility and accountability both to and for a group of staff remains important for me. Having emerged from the ranks, my painfully slow rise to mediocrity might be seen as a good example of Greenleafs model, where individuals accept leadership, with modest reluctance, as a means to better serve others.In reality, my pathway has been determined by a combination of bossiness, laziness and poverty, fueled by a growing sense of moral purpose and by a personal philosophy that it is better to lead, than be led by a w*nker. I am, however, genuinely drawn to many of the core values of the servant-leader model I believe that as leader I must work hard, contribute and model the values of the service. I believe that language and action must be consistent and that integrity breeds trust and confidence.I am keen to drive progres s through experimentation and risk-taking but recognise interdependence with work colleagues and that change and progression will only be delivered by harnessing human potential, empowering staff and clients, and by helping people to grow and fulfil their potential. In a service where recovery is the product (or profit) it is vital that everybodys contribution is acknowledged and people are fairly rewarded.Inevitably our system rewards some more than others and the recent introduction of Agenda for Change, the new NHS pay structure, has arguably made this harder. Never the less, I strongly agree with the need for personal chasteness (DePree, 2002) in a system with such a wide range of pay scales. There is nothing more offensive than a highly paid NHS manager in an expensive sports car, no matter how severe their mid-life crisis.I do also recognise the reasonable criticisms of servant-leadership when presented as a purely transformational approach. conventional transactional activ ities such as resource management, policy and proceedure are also necessary in a twenty-first century health service and some control remains necessary if outcomes are to be realised efficiently. Balancing these requirements with empowering models is the key, in my view, to enabling innovation and creativity whilst avoiding mediocrity and waste.Finally, as a big, hairy bossy-boots, I would need to declare some sympathy for the trait theorists. I think that I do have some natural in-built leadership qualities, as well as plenty of testosterone, and I enjoy seratonin as much as the next man (or woman) Learning Points Foremost among the learning points stemming from this assignment for me was the relevance and usefulness of this subject to my work and this has been explored in the previous section. Also, I was surprised at just how large in both breadth and depth this subject is.Theories on leadership can be traced as far back as the ancient Greeks and Romans, with a massive expansion of interest dating back to the nineteenth century, culminating in a veritable explosion from the middle of the twentieth century onwards. And leadership theories stem from a wide spectrum of fields including industrial, religious, military, financial, educational, political and organisational. I have intentional that no one model fully explains everything or is pertinent to all situations, and that leadership models, like history, are open to interpretation and reflective of the predominant culture of a particular place or time.Theories seem to exist, like most things, on a continuum, with poles that represent unworkable extremes such as totalism and anarchy. In between lie a spectrum of models that will have different levels of utility according to the presenting circumstances. I have reflected that there are times when strong, despotic leadership is necessary (such as wartime or when trying to organise a multi-agency conference ) and there are times when more subtle influence is required. approach path from a health service management perspective, this assignment has reinforced my view, as illustrated by Coveys (1999) description of servant leadership, that clinicians in caring roles have to want to perform well and that managers cant force workers to care any more than the north wind could force the man to remove his vest in Aesops sixth century BC fable of the wind and the sun Kindness, gentleness, and persuasion win where force fails. (Aesop, 6BC) I have also learned to recognise that different, coexisting parts of the same organisation can be working to different leadership models simultaneously.For example, in our organisation, the IT and catering departments might be run along the lines of scientific management, the finance department (and in particular the director of finance) employ authoritarian transactional control, whilst our clinicians require engaging and empowering approaches to optimise their creativity and output. The CEO, as organisat ional architect needs considerable skill to hold all of this together and I have learned that complex organisations like ours can only function when discretionary leadership roles are promoted.When thinking about the different types of leadership required in the NHS, I was also led to consider the problems that occur when leadership path conflicts with leadership need and there are many examples of organisational problems stemming from this kind of dichotomy. Similarly, problems occur when the espoused (Argyris, 1974) theory of leadership differs from the theory in action. The starkest example of this, perhaps, would be Adolph Hitler, who espoused to be the natural leader (Ubermensch Nietzsche, 1883) of national socialists but was in fact a nasty dictator.Speaking of dictatorship, in studying for this assignment I found myself naturally drawn to models of leadership that reflect my own values and beliefs and that vindicate my own approach. At the same time I found it useful to see these ideas in their broader context and contrasted with alternatives. I have become increasingly aware of the social, political, philosophical and spiritual dimensions of leadership theory and was struck by the strong link between Christianity and servant-leadership, with many of its exponents being unashamed god-botherers with evangelical tendencies.This led me to reflect on the way leadership theories have been influenced by dominant cultural models over time, and how we have seen a transition from authoritarian old testament models of leadership at the start of the industrial revolution, to the scientific and evolutionary models of the twentieth century and, finally, to models based on the modern Christian/Humanistic values of empowerment. In the NHS we have witnessed a shift from leadership models based on power and status (Consultants, Medical Superintendents and so on to models based on emulating the business models and management control of business/industry, to the discre tionary models of leadership that are increasingly found in large, complex, network-based NHS organisations. It remains to be seen whether the NHS will continue this evolutionary journey or, as some fear, pendulum back to models based on the divine power and status of medical leads and general managers. ConclusionThis essay asked us to consider leadership requirements for the twenty-first century and I would be inclined to agree with Greenleafs (1970) axiomatic proposition that the system needed to deliver the necessary change would be the one that works best. For Greenleaf that was servant-leadership. Importantly Greenleaf identifies the requirement for leadership to deliver the necessary change, and this examination of leadership theories has shown me how the management of change is central to the purpose of leadership and how successfully managing change is a defining characteristic of leadership (Pedler et al, 2004).Pedler describes this in a way that both resonates with me and promotes simultaneously the ideas of discretionary leadership, servant leadership and transactional progress Major change usually involves large numbers of people, and there are usually many agendas present concerning what the change should be, what it is for and how it is achieved. sense of hearing to and balancing these views and concerns, whilst continuing to move forward is one of the hallmarks of good leadership. (Pedler et al, 2004)With regard to whether a different kind of leadership is required for the twenty-first century, I think that it can be concluded that different scenarios demand different models of leadership. Kakabadse (1999) argues that discretionary leadership will naturally emerge in response to the pace and pressure of organisational change in the twenty-first century. For me, the model of leadership needed in the twenty-first century, will be the one that best reflects the cultural norms and values of the century.For modern NHS organisations, I am inclined to agree with the discretionary leadership theorists that flexible, interdependent, multi-layered leadership based on shared values, relationships, communication and the flow of ideas is required. Gooding supports the view that the requirements of the twenty-first century will undoubtedly be different to those of the preceding centuries The manager will become much more of a coach, positioned alongside rather than above his team, working with them, acknowledging their concerns, ideas and aspirations. (Gooding, 2005).According to Gooding, the command and control culture is dying and the personality profile of successful managers will change, emphasising empathy and sensitivity. However, despite many examples of successful servant-leaders, I remain to be convinced that these models will soon be adopted in the for-profit sector, where macho, transactional behaviour is still valued and rewarded Youre fired (Alan Sugar, 2008) References Aesop, (6BC). A Selection Of Aesops Fables From A Ne w Translation For Modern Readers (1953), Wolverhampton College of Art Argyris, C and Schon D (1974).Theory in Practice, Jossey Bass Bate, P, Robert, G & Bevan, H (2004). The next phase of healthcare improvement what can we learn from social movements? Quality and Safety in Health Care,13, p62 Bevan, A (1952). In Place of Fear, New York Simon and Schuster Burke, E (1775). Speech on propitiation with America, March 22, 1775, Department of Alfa-informatica, University of Groningen Burke, E (1790). Reflections on the Revolution in France and on the Proceedings in Certain Societies in London Relative to that Event in a Letter Intended to be Sent to a Gentleman in Paris, Pall Mall (London) DodsleyBurns, JM (1978). Leadership, New York Harper Row Covey, S R (1999). Servant leadership and Community Leadership in the Twenty-first Century in Spears LC and Lawrence M (2002) Focus on Leadership Servant-Leadership for the 21st Century, Wiley Darwin, C (1859). On the Origin Of Species, London Jo hn Murray DePree, M (1990). Leadership is an Art, Dell Depree, M (2002). Servant Leadership Three Things Necessary in Spears LC and Lawrence M (2002) Focus on Leadership Servant-Leadership for the 21st Century, WileyFairholm, GW (1991). Values Leadership Towards a NewPhilosophy of Leadership, London Praeger Finklestein, S and Hambrick, DC (1996). Strategic Leadership Top Executives and their Effects on Organisations. New York West Publishing Agency Freud, S (1922). Group Psychology and the Analysis of the Ego. London International Psychological Press Gooding, V (2005). What will Tomorrows Organisation Look Like? In Leadership and Management in the 21st Century Business Challenges of the Future (ed. ) Cooper, CL (2005).Oxford University Press Greenleaf, RK (1970). The Servant as Leader. In (eds. ) Zimmerli, WC, Richter, K and Holzinger, M (2007. ) Corporate Ethics and Corporate brass section, Berlin Springer Hesse, H (1932). Journey to the East (Die Morganlandfahrt), Samuel Fisher Ho use, RJ (1977). A 1976 Theory of Charismatic Leadership. In Leadership The Cutting Edge, (eds. ) JG Hunt and LL Larson. Carbondale. IL gray Illinois University Press Hunt, JG et al. (1981). A Multiple Influence Model of Leadership.Report for the US Army Research Institute. Carbondale. IL Southern Illinois University Press Hyun-kyung, K (2008) Will Servant Leadership Work in Next Government? In Korean Times, 30/01/08 Kakabadse, A & Kakabadse, N (1999). centerfield of Leadership. London International Thompson Kakabadse, A (2000). From Individual to Team to Cadre Tracking Leadership for the Third Millennium. Journal of Strategic Change, Vol. 9 pp. 5-16. Kakabadse, A (2005). Discretionary Leadership From Control/Coordination to Value Co-Creation Through Polylogue.In Leadership and Management in the 21st Century Business Challenges of the Future (ed. ) Cooper, CL (2005). Oxford University Press Kouzmin, A Kakabadse, A & Kakabadse, N (2007). Leadership and Ethics in a Managerialist Cont ext. In Public Governance and Leadership Political and Managerial Problems in Making Public Governance Changes the Driver for Re-Constituting Leadership (ed) Koch, R and Dixon, J. Wiesbaden Deutscher Universitats-Verlag Marx, K (1959). Economic & Philosophical Manuscripts of 1844, Moscow Progress PublishersMyung-bak, L (2002). Having Hope Among Continued Frustration, Nicholson, N (2000). Managing the Human Animal. London Texere Nietzsche, F (1883) Also Sprach Zarathustra, Cherrnitz Ernst Schmeitzner Pedler, M Burgoyn, J and Boydell T (2004). A Managers Guide to Leadership. Glasgow McGraw Hill Sugar, A (2008). The Apprentice, BBC TV Taylor, FW (1911). The Principles of Scientific Management. New York Harper Weber, M (1947). The Theory of Social and Economic Organisation. Henderson, AM and Parsons, T, New York Free Press

Managing financial and non-financial resources

Universities argon institutions where students pursue higher levels of education. This institution enables the students to study and to conduct research trim in various academic fields and after completing and qualifying in their studies they are awarded academic degrees such as the bachelors degree, master degree and the doctorate degree.The institution is headed by a board of trustees who ensure that the operations of the institution are carried come forward effectively. The chancellor is usually appointed to run the institution. The institution has many an(prenominal) departments which are headed by various deans who ensure that the students affairs and the learning affairs of the institution are run effectively and efficiently.In effect of public universities they are managed by the government through the Higher Education Boards which review their financial needs and their budget proposals and thusly they allocate appropriate fund according to the demand of the institution s departments expenses. The confidential universities are usually sponsored by private persons thus their operations are not affected by the government since they carry pop out their activities independently.A budget is a plan of how an organization would like to pass on its goals in the future. It consists of estimates that the focussing with its personnel sets so that the operations of the institution layabout run effectively. A budget dish is the procedure that is followed by an organization or a government on how to create and to approve a budget.The administrator of an organization organizes a meeting in order to ensure that all members of the organization participate in the preparation of the budget so that the following years activities are adequately turn to and then the financial managers ensure that appropriate funds are allocated against the activities of the organization. The chief executive officers reviews and approves the budgets so that they can make appropria te amendments if need be.The allocation of resources of a university in the budget process is usually made in compliance with the universitys strategic plans . The deans and the directors of the university develop the budget using the proposals for the university faculty. They consult department chairmen and whole heads so that they can provide a comprehensive budget which is helpful to the particular faculty concerned. The university vice chancellor is the last person who approves the budget so that it can be made effective and hence he or she directs on how the budget is to follow outed by various personnel in the institution..The expenditures of a university are forecasted, monitored and controlled using the following procedure. The finance officer creates a valid account that relates to the activities that the university would like to achieve then an account number is created to those accounts . The account is monitored by carrying one monthly reconciliations of revenues and exp enditures and then comparing actual revenues and expenditures to the budget so as to determine the variance so that disciplinal measures can be carried out. For utilization for the contracts and clinical activities they are prepared using invoices which are used to monitor that the terms and conditions of a company are properly followed.In display case there are deficit balances on the allocated accounts they are regulated using the accounts that are associated with them .A comprehensive budget for the institution is necessary because there are many activities that are carried out in the institution thus it is important to correct the deficits that an system has so as to enable the institution to carry out its activities effectively and to enable it to achieve its goals in the future. The management of the university carries out internal controls when preparing the budget. An auditor is usually appointed carries out an audit in books of account so as to ensure that the financial statements portray a true view and also ensure that the books of accounts are accurately and properly kept. The budget can be forecast using the watercourse years performance and the resources that are available in the university.The manager of the institution can encourage people to share responsibility by involving them in the decisiveness making process. This can enable the employees of the institution to conduce their views, ideas about how to run the activities and this can help them to appreciate the operations of the company and they can rise the carrying out the ideas of an organisation.The managers of the institution can manage non-financial resources by employing qualified personnel to handle and oversee their operation since in one way or another they contribute to the success of the business. The management of the institution can also manage the non-financial resources by preparing strategic budgeting begines which can help them to align the necessary resources so as to enhance proper strategic plans for the institution.The approaches that are used in monitoring and controlling non-financial resources are activity based costing it is an approach that is used in the meter the costs of activities of an organisation this approach enables a manager not to over or under estimate his costs because since either of the two can preface the managers to not to prepare their budget properly since specific funds are allocated to particular projects of a company and this enables the activities of the institution to be carried out effectively.The other approach that can be used in monitoring and controlling the non-financial resources are the use of the balanced scorecard it is an approach that is used in evaluating the performance of the employees of the institution. It enables the management to assess themselves whether they are performing their activities as expected of them ,in case they dont perform as expected of them they can take measures of preve nting the bad outcomes from casualty in the future.The advantages of using this approaches is that they enable the management of the organisation to perform their activities effectively and once they adhere to what they are expected to do this can enable the organisation to achieve its goals and hence they enable it to have greater returns for the institution . The disadvantages of using this approaches is that they may be very costly for the organisation to implement because of inadequacy of resources to implement the projects , some people in the institution may oppose the idea of implementing the project because either they may biased or they would not like to accede changes in their institutions..People spend money for various reasons one is to satisfy their basic needs such as to purchase food, clothing and shelter . In case of the universities the management spends money in order to meet their current budgets of what they would like to accomplish in a given financial year, t hus in their budget they allocate specific funds for specific projects that they would like to set up in the future .The institution may plan in its budget to inning more lecture rooms in order to accommodate the increasing of students that are enrolling in the institutions, since these can be a good investing since in the long run it can generate returns for the institution since the students can enroll in it due to the availability of resources that enhance learning to take place effectively.In case of universities they prepare capital budget since their expenditure is mostly associated with the purchase of infrastructure that is most preferable for the organization. The management of the institution can be able to give a type of investment for their institution based on the risk that is involved in circumstance up the project and also with regard to how the plans of setting up the project have been designed so that enough resources are allocated so that the project can be eff ectively implemented. An investment can be evaluated by using the following capital budgeting techniques. One of them is the net present value technique, internal rate of return and the pay back technique.The capital budgeting technique that is called net present value can assist the management of an institution to make a decision on whether to accept an investment or not. If an investment has a positive net present value then it means that an investor can invest in that project. The rate of return of the investment should be selected depending on the riskiness of the project. The riskiness of a project is determined by how the case is flowing in the institution, if the cash inflow is higher than the cash outflow then it is important to invest in the project since the returns of the project are high.The internal rate of return is a capital budgeting technique that is used in meter the efficiency of a project. It is a discount rate that gives the same result as the net present valu e. If the internal rate of return is higher than the burial vault rate then an investment can be implemented using the rate.The financial tools can be used by the institution in carrying out its activities .The financial tools consist of financial ratios the enable an institution to compare its performance in its previous years performance so that they can take corrective measures if need be since the ratios are prepared using variables in the financial statements thus comparing their performance can be easy since the financial statements of a company are usually prepared annually.It is important to manage the resources of an institution because they enable it to achieve goals and objectives in the future .If the resources are properly managed the an institution can be able to earn greater returns and hence it can continue to progress in the future.

From Gas To Rust

Attach a vertical strip of masking tape to the side of each of your try tubes for marking the pissing level)and using the permanent marker, stick a mark on the tape about 1 CM down from the mom the of the shield tube. This go out be the outside water level. 4. rupture off enough steel wool to make a b on the whole about 2. 5 CM in diameter. Use a p build up to push the steel wool down to the bottom of a test tube. Repeat for a total of three test tubes with steel wool. 5. Rinse all of the test tubes (three with steel wool and three without) by filling the test tubes with water, allowing the water to sit there for 1 minute, and then pouring the water out.This dance step will dampen the tell wool in the three tubes that shed it thus making sure there is enough water present for the oxidization chemical reaction. Treating the the ere test tubes without steel wool the same way ensures that all variables are controlled. 6. Turn all six of the test tubes (three with steel wool an d three without) pinnacle e down and mount them over the jars so that the water level is at the starting line mark you made in step 3 on each test tube. 7. You may want to cover your entire setup with a big plastic bag to minimize evaporation. Be careful non to knock the test tubes when covering and uncovering. Check at least daily, and write your observations down in your lab notebook k. Carefully mark the water level on the tape on each test tube. 9. When the water level is no longer changing in the test tubes, youre ready t o analyze your results. 10. Measure the difference in water level between the open end of the test TU be and the water height inside the test tube at the end of the experiment. For how many tubes did the water level change? For t hose that did Calculate the volume that corresponds 2 to this difference the total starting volume of ventilate in each test tube.Volume of a cylinder V=nor h Remember, for tubes containing steel wool, the wool will displace most of the air. shuffle sure your measure ants and calculations take this into account. 1 1 . Calculate the proportion of type O in each test tube. Average the proportion on of group O from all the test tubes with steel wool. How does this compare with the value for percentage of oxygen in the air that you found in your background research? Background selective information The goal of this experiment is to measure the percentage of oxygen in air Sam peels and this reject will show an interesting way of doing that.The method depends on at mesospheric pressure and a chemical reaction that removes oxygen from the air. I will find out what kind 0 f chemical reaction can remove oxygen from the air. Oxidation of squeeze, also known as wipe outing, will do t he trick. Exposed iron will rust in the presence of oxygen and water. I will study this chemical reaction a ND Ill see that oxygen becomes combined with the iron atoms and water to create iron oxides. I thin k this meets middle school grade level expectations because it enables me to understand the term s and concepts atmospheric pressure, oxidation of iron and the layers of the atmosphere.The question I am asking is why does the water level eventually stop rising? I wanted to know how much oxygen is in the air and how much of it we consume when we bread the every day. Well this project shows an interesting way of finding out. The atmosphere contains the oxygen we need to rest to support cellular respiration, the metabolic process that provides the e chemical energy necessary for life. This makes my project possible and yet at the same time ca vitiating. Im going to SE test tubes to measure the percentage of oxygen in my air sample.This is what gave me the idea to do this science experiment. Variables The independent variable was the varying types of metallic element steel, copper, and iron. The dependent variable was the amount on rust on each sample. The control fifths experiment is the surrounding air. The c onstants in this experiment are the type of test tubes used, the time each metal spent submerged in water, the water in each bottle/jar, and the temperature of the surrounding air. Graph Data Table Types of surface Trial 1 Trial 2 Trial 3 Average Copper ml ml mm 21. Ml ml gorgon ml 28. Ml Steel Wool ml mm mm L 34. Ml Hypothesis If the metal rusts, then the level of the water in the measuring beaker will decrease. Conclusion My hypothesis was if the metal rusts, then the amount of water in the measuring beaker will decrease and it was correct. My data supported my hypothesis because as the metals demonstrable rust, the amount of water in the measuring beakers diminish. The average for the copper was 21. 3. The average for the iron was 28. 7 and the average for the steel wool was 33. 7. The copped water level decrease the most and the steel wool decreased the least.My question, why does the water eventually stop rising was answered. I found out that the water level decreased becau se of evaporation. Reflection loved working on the project but what I enjoyed the most about it was making g the test tubes. My data made smell out because its shows the water level decreasing for each metal like I said it would in my hypothesis. Now that I have finished my experiment have new questions such h as what would happen if collected air samples at high altitude, and then tested them at low altitude or vice versa).If I ever took a vacation in the mountains, I can use this method to compare oxygen el veils in the air at high and low altitude. I could try doing this experiment at high altitude and comparing t he results with same experiment through with(p) at a lower altitude. Can use this procedure to detect decree seed oxygen content in exhaled air. Then I could do background information and find out how much oxygen we consume when we breathe. I think this method is sensitive enough to detect the difference an d would provide me with more accurate data.

Our National Flag

There is no king without a crown. Similarly, there is no nation without a flag of its own. When India was under the British rule, there was no field of study flag of India. The people then became free. India became an independent country in 1947. Since the date of her independence, India has a national flag of her own. issue Flag is a sacred thing for tout ensemble. It stands for the mother land. When we honour our national flag it is considered as an honour to the country or our motherland. Similarly, any dishonor to our national flag is treated as a dishonor to our country.Our national flag is called Triranga. Because it contains three different colours such as saffron, white and green. Three banding of these three colours remain horizontal. The upper case of the flag is of saffron colour. The middle part is white. The lower part is green. On the middle of white part there is a wheel or Chakra in the model of the Dharma Chakra of the noble emperor Ashoka the Great. The flag o riginally belonged to the Indian subject area Congress. In 1931 when this flag was adopted, it had a spinning wheel on the middle.But when it was chosen to be our national flag, the spinning wheel was replaced by the Dharma Chakra of Ashoka. It is a sin to consider the national flag as a piece of ordinary cloth. The flag has great meaning and significance. Saffron stands for sacrifice and selfless devotion. White colour indicates truth, purity and simplicity. The green colour stands for encrustation and creative energy. The wheel indicates activity and progress through the path of justice, liberty and brotherhood. It also indicates peace. The people of India hoist the national Flag on 15th prideful and 26th January every year.They stand up under the flag and sing the National Anthem and pay honour to the Country. They vow to keep up her ideals. The National Flag is kept hoisted on all days of the year on the top of the government buildings and Courts. When a very important perso n of our country passes away, the National Flag is brought down half mast. The National flag is also hoisted on the buildings of the Indian Embassy in foreign countries. The National Flag-of India is a sacred thing for all the Indians irrespective of caste, colour, and religion. At any cost, we have to keep its prestige.

Architecture Of The 20th Century Architecture Essay

bandage discoursing the topic of computer architecture of the twentieth century, the treatment is uncomplete without a p guileicular reference of Robert Venturi. The bighearted male started his life in Philadelphia on 25th June, 1925 he went on to go integrity of the most prevailing names in Ameri pile architecture. The instruction on Venturi includes a particular reference of his married woman Denise Scott embrown. 1960 was the twelvemonth they foremost meet, got married in 1967 they have ever been together of all time since. This hubby and married woman squad did singular accomplishment in the part of architecture, establishing themselves with their joint venture better know as Venturi, Scott chocolate-brown & A Associates ( VSBA ) . Architecture steeped in popular symbolism. Kitsch had contract art in concepts which exaggerate or stylise cultural icons. 1 Some of the most of meaning design schemes adopted by Brown were theory is non the regulation of pollex , lear n to copy , drawing-a must hold , ideation is changeless etc.Harmonizing to Robert and Denise, theory is non the regulation of pollex. While most designers glued to theory when it comes to be aftering designs, Robert Venturi and Denise Scotte Brown thought the opposite manner. Harmonizing to them plan procedure should non be dominated by the theory. This was despite the fact that both(prenominal) of them were good known theorists. Venturi even went on to state that the creative person is non person who designs in order to turn out his or her theory and surely non to accommodate an political orientation 2 While most of the designers followed the doctrine of non copying, Venturi and Brown had a divers(prenominal) point of position here excessively. They believed that they could larn more by copying the plants of the Masterss. As Venturi right puts Forth, It is better to be good than to be original. 3 But, this in no manner meant a complete imitation. To this, Denise Scot t Brown makes it clear that they copy ideology that they copy political orientations. The couple still took copying to the extent of pulling inspiration. Their inspiration was a base to develop further designs. Venturi says, You have to hold something basic that you either construct on or germinate from or revolt against. You have to hold something at that place in the first topographic point and the lone manner to acquire it is to copy, in a good sense of the word. 3 One, of co urse, needs to possess authorized accomplishments to go forth a grade the field of architecture. Harmonizing to Robert and Denise, pulling was the most indispensable 1. Mentioning to the accomplishment as a installation mingled with manus and head, Denise Scott Brown besides said that it was indispensable for interior decorators to get the hang pulling in order to win. She believed that it frequently happened that the manus draws something, which the head interprets in a different manner and you draw a whole new thought from it.In an epoch where everyone thought that script has a small signifi potce as everything can be done utilizing specially designed package, the couple has its statements ready. Peoples who can pull really good and who control line weight good in manus technique are the 1s who use the computing machine imaginatively, 4 they asserted.Who says that you need to sit down in a board room to imagine? Well, non Venturi at least. In his sentiment ideation can non be bound by topographic point or clip he believed that one could imagine anytime and anyplace, even trance speaking. Venturi alleged that even while speaking one all of a sudden sees something else out of the corner of their oculus and they think of something they would nt hold done some otherwise. He besides opined that you ideate more while working on other undertakings and averred the thought merely comes after great battle and torment. 5 Some of the of import edifices built by the couple are T he Vanna Venturi House, Chestnut Hill, Philadelphia, Pennsylvania in 1962, Brant House in Greenwich, Connecticut in 1973, Gordon Wu Hall in Princeton, recent Jersey in 1983, Bank edifice in Celebration in Florida in 1994 and many more.Since mid 1960s Robert and Denise greatly altered the landscape of the American Architectural thought their procedures and patterns with their design schemes. Robert Venturi s book Complexity and Contradiction in ArchitectureA became a uniting point for budding designers around the Earth who had become misanthropic with the stylistic limitations of the International mode as a consequence of which the book provided a pronunciamento for the Post-Modern motion in architecture. Followed by this out of his instructions at Yale came his 1972 bookA Learning from Las Vegas which was A co-authored by Steven Izenour and Denise Scott Brown. The architectural universe was one time once more astonished by this work. The the gaudy and the sign-filled Vegas strip was transform from being an architectural aberrance to a common art signifier which deserve serious survey. Venturi felt that the Decorated Shed and assorted other types of roadside edifices offered design lessons that could non be left accompanied, an he betokend that designers require to confront the world and typify the popularly built environment with edifices matching to that environment. 6 KitschA is reflected as a signifier of art that is deficient and is a tastelessA transcript of an a complementary manner of art or is a nugatory reproduction of art of recognized value. 7 A The deliberate usage of elements that may be considered asA cultural icons is what this construct is related to KitschA can besides be defined as the genres of art that aesthetically lack whether or non being theatrical, sentimental, glamourous, or originative and that make originative gestures which merely reflect the superficial visual aspects of art by agencies of timeless conventions and expr ession. This term is frequently associated with excessiveA mawkishness. 8 The outgrowth ofA postmodernistismA in the 1980s, blurred the boundary lines between kitsch and high art yet once more. The blessing of what is called campA gustatory sentience which may be related to, but is non the same as cantonment when used as a homosexual esthesia was one development.An unreal or an fancied illustration from the universe of painting would be a kitsch image of a cervid by a lake. In doing cantonment, puffing a mark beside it, stating No Swimming. The olympian or romantic perceptual experience of a baronial animate being would be punctured by wit the construct of an stolid having a a punishment for the breach of the regulation is out justly farcical. The aboriginal, brooding mawkishness of the motive is neutralized, and therefore, it becomes cantonment.A few things that posed as raise challenges were the conceptual artA and deconstruction, because, speaking of kitsch, in favor of elements that enter it by associating to other domains of life they downplayed the formal construction of the graphics.Inspite of this fact, many in the art universe reach out to latch onto some sense of the duality between art and kitsch, excepting all sentimental andA realisticA art from being considered earnestly. This has come under the scanner of the critics, who now argue for a renewed art and nonliteral picture, without the concern for it looking advanced or new.Whatever may be the scenario, there is trouble in specifying boundaries between kitsch and all right art since the beginning of postmodernism, the word kitsch is normally used to label anything seen as being in hapless gustatory sensation still.This postmodern architecture influenced by Venturi was further prejudiced by many designers like Philip Johnson and Robert A.M Stern.When speaking or so American architecture, there is no manner one can lose out on Philip Johnson. One of the most noteworthy and celebrated Ame rican designers, he was the victor of the first Pritzker Architecture Prize . For set uping the discussion section of Architecture and Design at the Museum of Modern Art, New York is credited to him.Philip was born in 1906 in Cleveland. He played a critical function in making and understanding the urban skyscrapers through America. Johnson was an advocator of simple manner and therefore he played a important function in yell uping the minimalist tendency. The work of assorted modern designers, including Mies van der Rohe, Walter Gropius and Le Corbusier was comprehensively supported by Johnson. He was a co-author of the popular book, The International Style . The techniques of the Bauhaus were introduced to America by this book.By the clip Johnson reached the age of thirtiess hewas discontented with his function of an generator and conservator. So he studied under the designer marcel Breuer at The Graduate inculcate of Design. Johnson designed his ain place in New Canaan, Conn ecticut shortly after his graduation. His first architectural work, his house is considered one of his most singular plants. The house was a glass house and featured an exposed steel frame. Johnson continued with his architectural pursuit and went on to plan swarm public edifices and houses after his ain house. Johnson designed some of his well-known plants, notably the Seagram Building in New York City during this clip.Johnson had a more divine than laissez-faire(a) stretch with architecture ab initio. His initial work carried a strong bear grade of Mies van der Rohe. However, an individualistic touch could be seen in his work by 1960 s. Infused with historical elements, his manner of architecture showcased how one could aesthetically integrate domes and colonnades in a edifice. He created some of his most monumental plants of his life merely after he discovered his individualistic architectural sense. Some of these include the Sheldon Art Gallery at the University of Nebraska, t he New York State Pavilion at the homo s Fair and the New York State Theater in New York City. By the 1970s and 1980s, he began experimenting with the texture and colour of the outside of his creative activities at big though he was still stuck with his original manner of architecture.Today in his 1890ss, Johnson is considered as one of the last modern designers that we have. With a tally of about 70 old ages in the field of architecture, he has certainly carved his niche and will go on to animate many designers in the times to come.Another popular name in American architecture is of Robert Arthur Morton Stern, besides known as Robert A.M. Stern. He is an American designer and soon the Dean of Yale University School of Architecture. His work is normally described as postmodern. However, a ruling accent on continuity of tradition in his work is witnessed which can non be govern out. No admiration, he late used the phrase modern diehard to depict his work.As a interior decorator in the office of Richard Meier he started his calling in 1966. But he shortly quit from his occupation and established his ain house, Stern and Hagmann in 1969. He formed the housewith a fellow pupil at the Yale University named John S. Hagmann. This was followed by the constitution of the replacement house, Robert A.M. Stern Architects , a name still really popular in American architecture.He has a wide portfolio to his recognition when speaking about his work. Some of his more noteworthy undertakings in the public sphere include Lakewood Public library in Lakewood, Ohio, the chief library in Columbus, Federal Reserve Bank in Atlanta and many more. Stern was besides a noteworthy writer apart from being a successful designer. He has authored New York 1880, New York 1960, and New York 2000- a series that paperss the development and history of the architecture of New York City.This postmodern architecture has his roots deep in the past, as is apparent from his work. His edifices show case a deep fondness for the yesteryear. His most noteworthy undertaking with The Walt Disney Company reiterates the same. He served the company in the place of Board of Director for the term of office 1992-2003.His boardwalk at Disney World is implicative of an American seaboard small townsfolk from the early twentieth century. You will be reminded of how architecture has evolved from Victorian to the Vienna Secessionist motion while you have a expression at his edifices. The mini small town beautified with artefacts from assorted epochs, though non precisely historical, comes across as a dream like walk. And non to bury the Beach nine, that reflects the nineteenth century American Resort architecture in its true signifier.With a immense pool of work and a design doctrine that combined the best of modernism and tradition, Stern is surely non a name to be forgotten in the architectural kingdom.Though his wide skyline of work is a effort in itself, he has several other accomplishme nts to his recognition every bit good. A Driehaus Prize laureate, he went on to win several awards. In the twelvemonth 1984, he was awarded with the AIA New York Chapter s laurel of Honor. He was besides conferred the Chapter s President s honor in 2001.A He besides has to his recognition the Scully Prize from the National Building Museum, Athena Award from the Congress for the New Urbanism and the Board of Directors Honor from the Institute of Classical Architecture and Classical America. Since long and even now Philip s designs in PoMo manner discontinue a decent to the degree of kitsch that appears lest cantonment in its motive than merely and unmitigately inexpensive in its consequence 9 . In the aesthetic plan of Robert Venturi kitsch and the acres of mundane civilization was used. But at the same clip in his nice designs, he by and large elevated them. In the circle of designers Robert Venturi an Robert A M Stern, the so called Greys Designers whose work used the inte rcrossed civilization parlances of American twenty-four hours to twenty-four hours life as get downing points of their new artistic way including kitsch and dad. 10 Thus Robert Venturi, Philip and Robert A M Stern are three showy modern designers whose part to architecture hold a do a difference to the architectural universe.

Li&Fung

Summary Li & Fung, which is a long-standing Hong Kong based caller-up, has evolved from an export trading federation to a coordinator of value-added services across the whole supply chain in a beingness(prenominal), open manufacturing circumstance. Its corporate culture has enabled it to keep pace with the current trend of global business. The successful acquisitions and the venture detonator make the attach to grows stably and rapidly. However, the company now faces some challenges coming from Asian financial environment and related policies.High erogenous of the change in macro environment is essential for the company to success. At the same condemnation, keeping Asia in an important position could presume long time competitive advantages. Finally, the update of information and technology may bring much efficiency and effective within the organization. Introduction Li & Fung was the first export company that altogether funded by Chinese capital in Chinese trade history. Fung Yiu-hing and Li To-ming founded it in 1906 in Guangzhou, China. The firm grew to be a limited company in Hong Kong on December 28, 1937.The company expanded quickly to globalize by the leading of the second generation from the Fung family. The high-speed growth of Li & Fung musical moderate started when the third generation of Fungs family took over the organization. The core parts of the companys business be foreign trade, logistic, distribution and retail. Victor and William tried to restructure the company, use the modem human resource management, and utilized professional management skills to construe the company without eliminating the Chinese carriage management.Li & Fung Limited made use of acquisition to take over the competitors and expanded their providers and clients all over the world. The most famous and successful one is the acquisition of Inchcape Buying Services (IBS), which helped Li & Fung Limited to open the European securities industry. At the same ti me, the brothers establish a venture capital corporation to accompany the suppliers and stable its supply chain. According to one anonymous (1999), Li & Fung is the worlds mountainousst trade sourcing company and it pioneers a new model for multinationals.By now, William and Victor want to expand the company from Asia based company into a region scalelike to their target market. With the new trend of the global economy, Li & Fung Limited go forth encounter more challenges and find a way out of a difficulty. Since its foundation, the company has establishes a culture that incorporates pragmatism and innovation. According to Msmith (2008), the progressive corporate culture, which blends traditional pragmatic reasoning with entrepreneurial innovation, has enabled adaptability and growth in a dynamic market.Additionally, it combines the Chinese business culture (Chineseness) with the foreign operations. Not however is it expects loyalty and reward diligent, but it also has a reasona ble and transparent bonus system, where bonuses were based solely on profit performance. Generally, the company is employee-concerned, where the workers and managers are treated as family. As is the vision of the corporation, they strive to use resources efficiently to add business value for our customers and their suppliers to counselling on the health and wellbeing of our colleagues and to positively impact our communities and societies (2013).Analysis of Li & Fung Li & Fungs outsourcing matrix suits particularly well to its global position and activity To dismount with, outsourcing teams are firstly divided into two main product categories soft and hard goods. Since they specialized in a certain kind of good, they develop a certain expertise, which is an asset in their discussions with external agents. Besides, inside each category, the teams are divided depending on their geographical market. This organization displays an advantage in satisfying item local needs.Furthermore, connection and communication is effected and fostered between the divisions, which know exactly whom to contact for each particular issue. Finally, Li & Fung is able to efficiently master the 4Cs (connections, communications, control of quality, and consolidation of shipments), and obtain a competitive advantage because of their organizational chart. In terms of Li & Fungs business model, it is a virtual factory or private label manufacturing program. This means that it specializes in providing product itself, not brand or promotion.Although there is big scale merit in exertion of textile patience, it is difficult that each company has a big factory as there are lots of competitors and fashion of the clothes are eer changing, as is thought by Swan (2008). As to company which has a talent of designing or marketing, it is better not to have its manufacturing and outsourcing. Maybe this is why Li & Fung is always requisite from many customers. Also, Li & Fung has developed the rel ationship through its network so that it can get such soft goods as textiles at high speed and excellent quality with the lowest cost.Successful acquisition Li & Fungs fusions have been the main way of expending their business. Among all the mergers, the biggest merger during 1994 to 1997, which is acquiring IBS, is the most successful and famous one plane in the global range. The main reason why Li & Fung can get so many benefits from merger is based on the following reasons. The first reason is that, Li & Fung knows which company to merge. When Li & Fung choose companies, they will look for what the company is having at that time, the sourcing, the customers and the employees.In this way, Li & Fung can complement the blank its current business. For example, although the margin of IBS was only 0. 8% and the combined average was 2. 2%, the sourcing supplement brought by IBS has make up the blank of Li & Fungs South Asia, Europe, the Mediterranean and Latin America. The second reas on is that Li & Fung knows how to merge. At that time Li & Fung is the largest worlds supplier of retailers and IBS was the second largest. So the merge was very difficult and was treat as an elephant eat elephant merger.Especially for the immense difference between the two companies, Li & Fung was a U. S. style Chinese-family business, While IBS was a British company. There would be a lot of unaccustomed and conflicts as expected. So Li & Fung farmd a transition team to palingenesis organizational processes and implement a unit-by-unit transition. Instead of doing the transition after the merger, Li & Fung did it ahead of the merger, in raise of saving accustoming time. When the scale of the company increases, the operational mode of the company has to keep changing as well.After the merger, Li & Fungs scale is twice as big. Li & Fung changed its mode into a more efficient and competent one. It assigned managers to customer groups and not countries. This has made the manageme nt to be more professional and make the production more efficient. The merger has made the sourcing matrix of Li & Fung more mature. The margin of Li & Fung was higher than those of other companies due to their regionally coordinated sourcing services. Small Venture Capital Arm In 1986, Li & Fung established a small venture capital group in pasture to improve and perfect the whole supply chain.LFI invested in companies, which could assist the Li & Fungs sourcing services. Magretta (1998) indicates that Victor said A big piece of our corporate development is plugging those holes-the phrase we use is filling in the mosaic and we use venture capital to do it. LFI pay the same attention on the companies management system as the product when they were choosing the company to invest. Biers (2000) said, Its venture activity has remained modest by industry standards, with just two or three new investments a year, each typically of just a few million dollars or less. The CEO of LFI mentio ned that they only invested in companies that had at least $3 million profit, lack of resource and kept the control of the company. At the same time, they were looking for the young and creative companies that possess by people with design and marketing talent. The most successful capital injection is the investment to a promotional company Cyrk Inc. LFI spent $200,000 in order to take 30% shares in Cyrk Inc. during 1990. At the very start, Cyrk Inc. provided service of T-shirt print.Three year after the capital injection, the sales volume raised 20 times more than before through capitalized on its logo and promotional design capabilities. In this case, they made contract with Philip Morris to produce a full line of promotional clothing. Five years later, LFI sold their shares of Cyrk Inc. for about $65 million. After spending a great deal of investment in America, LFI transferred their sight to the European market. As a result of diverse culture and language, it was more difficul t to invest in several companies to cover the whole European market.The complex situation required the managers in European have more experience and different strategies for different countries. During the process of helping these companies, they gain experience about the selection of the collaborate companies and create more opportunities to broaden their business fields. At the same time, Li & Fung can gain high reputations among the growing companies, because the goal of the LFI is not acquire these companies. In this case, these companies could unconstrained develop themselves. And Li & Fung could not only maintain the good relationship with both potential partners and current partners.Challenges & Recommendations For Li & Fung, although it is already the largest export company in the world, it is still facing a lot of challenges. According to the trend of international Economics, Asian Financial Crisis will be gone. By then, the labor cost of Li & Fung will not be as low as now . So margin will be lower in the coming future. But even if the Asian market has recovered, its labor cost is still lower than other countries also the gap between the wealthy and poor is huge. Most of people are living under average level, which will bring a low cost of labor.Also Asian has a large population, which will involve a large number of rich people, whose price sensitivity is low and needs are high. They can purchase the products, which have been produced in Asian. So Li & Fung could give more attention to Asian Market, instead of giving it up. Policies of trade protection, which have been published by governments in different countries, will also be a huge challenge to Li & Fung. Under this circumstance, all that Li & Fung can do is to prevent before it or actively adjust after the coming of policies.Li & Fung should do market research and macro frugals analysis regularly in order to choose the very best sourcing places. Also, it ought to try to find outstanding supplier s in different economic regions and different fields, so that the risk will be shared. Thereby, Li & Fung should closely monitor the changes of economics and adjust it in time. With the development of technology, information system is playacting an important role in supply chain management. In this case, Li & Fung could establish a proprietary information network that enabled clients to view the status of an order.This will improve their customer relationship management. At the same time, they could set up a powerful database to do data mining, which could collect the data of suppliers and consumers, in order to calculate the shortest time and distance and lowest cost in operation. Also they can collect the data of customers, so that they can know better of market needs and offer better service. Overall, for Li & Fung, challenges and chances are coexisting. If it could continue to reflect, to improve, it would keep up with the trend of world economics and update information and tec hnology timely.References 1. Biers, D. (2000). thought small. Far Eastern Economic Review, 163(46), 48-48. Retrieved from http//search. proquest. com/docview/208225120? accountid=9744 2. Li & fung pioneers a new model for multinationals. (1999). Strategic Direction, 15(6), 24-25. Retrieved from http//search. proquest. com/docview/218626878? accountid=9744 3. Li & Fung Beyond Filling in the Mosaic, 1998-1998(HBS Case 9-398-092). 4. Magretta, J. (1998), Fast, global, and entrepreneurial Supply chain management, hong kong style An interview with victor fung.Harvard Business Review, 76(5), 102-114. Retrieved from http//search. proquest. com/docview/227758445? accountid=9744 5. Mismith068 (2008, 12). Li and Fung Case Analysis. StudyMode. com. Retrieved 12, 2008, from http//www. studymode. com/essays/Li-Fung-Case-Analysis-185365. html 6. Swan (2008, 9). Agri-Future trendspotting & future thinking. Retrieved 9, 2008, from http//swan-futurethinking. blogspot. ca/2008_09_01_archive. html 7. Sustainability (2013, 3). Retrieved March 14, 2013 from http//www. lifung. com/eng/csr/csr1. php