Metropolis Part 2Scenes From A Memory(1999) by Dream Theater free essay sample

Its honestly been a while since my last Dream Theater album review. Well, now, we will be focusing on one of the most heartwrenching stories of all time. This story is about a man who falls asleep revisiting the past to when the love of his life died(which is unexplained). He then lets out his anger and sadness on other people whove seen this Fatal Tragedy and was the topic for many years. After therapy, he sets out to find the girl and finds a way to reach her again, by killing himself as well. They then, fall in love in the afterlife and do The Dance if Eternity to love a happily ever after. Great story and Dream Theater`s first of two concept albums. Touching story and one of the best that Ive heard in music if not, the best. The poetic lyrics that LaBrie pulls off almost flawlessly. We will write a custom essay sample on Metropolis Part 2:Scenes From A Memory(1999) by Dream Theater or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The instrumentation is excellent as well fitting with the mood of the story at that point. Did I mention its in the style of a play? If you dont believe me then here, all of the tracks are labeled with a scene number and there are two separate acts in the play styled album. You will feel every but of emotion that they throw at you. This my favorite Dream Theater album for most of the reasons I mentioned above but theres one more thing, the instrumentals are completely crazy. Take a look at Overture 1928 and Dance of Eternity and tell me they arent going crazy on this album. A,little fun fact I`d like to throw out there is that I even have the full guitar tracks for the album(even though I have no idea how to play a guitar. I could still use a violin for it though). I cant imagine any Dream Theater fan not liking this masterpiece of an album. Then again, when is something liked by everyone? Never. The best Dream Theater album to date so far. I have to give it a 10/10. I am the Grim R eaper, signing off.

Free Essays on Chicano Studies

Chapter nine’s focus in Vigil’s From Indians to Chicanos is on the breakup and transformation of the social order. It is broken down into the Civil Rights Ferment, the 1960s Chicano Movement, and concludes with the 1970s and beyond. With some more emphasized than others, Vigil applies each of the â€Å"6 C’s† in this chapter. The initial factors will be on the first three- Class, Culture, and Color. Many fought their way against great odds into the middle class orthodox American society. Others, with equal strength, contested the social obligations to â€Å"Americanize and abandon traditional ways.† Still present was a major separation of income between Mexicans and whites, even in the middle class. Chicanas were finally embracing feminist viewpoints, knowing that they were twice the minority. Chicanos have a pursuit for social justice, for example, organizing to improve living conditions. Moving on to Culture, many Chicanos joined and took a memorial (signed by thousands of Chicanos) to Mexico and handed it over to President Lopez Mateos. This document plead to the Mexican President to negotiate with the United States government to fulfill the terms of the Treaty of Guadalupe Hidalgo, which was designed to protect land grants and cultural rights. However, the United States government never seriously embraced this. Furthermore, Chicano activists offered the idea of bilingual education, which had many positive benefits. Unfortunately, it fell through due to counterattacks and low federal funding. Finally, Vigil moves on to color. Chicanos still had to endure discrimination from the Anglos. One example was a bill that was presented by Congressman Peter Rodino that would permit employers to ask for place of birth identification from anyone â€Å"appearing† to be Mexican. This without doubt violated the civil rights of the millions of Mexican Americans who were indeed born in the United States. Also, schools in Chicano... Free Essays on Chicano Studies Free Essays on Chicano Studies Chapter nine’s focus in Vigil’s From Indians to Chicanos is on the breakup and transformation of the social order. It is broken down into the Civil Rights Ferment, the 1960s Chicano Movement, and concludes with the 1970s and beyond. With some more emphasized than others, Vigil applies each of the â€Å"6 C’s† in this chapter. The initial factors will be on the first three- Class, Culture, and Color. Many fought their way against great odds into the middle class orthodox American society. Others, with equal strength, contested the social obligations to â€Å"Americanize and abandon traditional ways.† Still present was a major separation of income between Mexicans and whites, even in the middle class. Chicanas were finally embracing feminist viewpoints, knowing that they were twice the minority. Chicanos have a pursuit for social justice, for example, organizing to improve living conditions. Moving on to Culture, many Chicanos joined and took a memorial (signed by thousands of Chicanos) to Mexico and handed it over to President Lopez Mateos. This document plead to the Mexican President to negotiate with the United States government to fulfill the terms of the Treaty of Guadalupe Hidalgo, which was designed to protect land grants and cultural rights. However, the United States government never seriously embraced this. Furthermore, Chicano activists offered the idea of bilingual education, which had many positive benefits. Unfortunately, it fell through due to counterattacks and low federal funding. Finally, Vigil moves on to color. Chicanos still had to endure discrimination from the Anglos. One example was a bill that was presented by Congressman Peter Rodino that would permit employers to ask for place of birth identification from anyone â€Å"appearing† to be Mexican. This without doubt violated the civil rights of the millions of Mexican Americans who were indeed born in the United States. Also, schools in Chicano...

VANDERBILT Surname Meaning and Origin

VANDERBILT Surname Meaning and Origin The Vanderbilt surname has two very different accepted origins: a topographic surname for someone living near a low hill, from the Middle Low German bulte, meaning mound or low hill.originally Van de Bylt, from Die Byltye, a nickname given to ship-carpenters in Holland. From the Dutch byltye, meaning a little hatchet or bill. Surname Origin: Dutch, North German Alternate Surname Spellings: VANDERBILDT, VAN DER BILT, VANDERBUILT   Where in the World is the VANDERBILT Surname Found? While it originated in the Netherlands, the Vanderbilt surname is now most prevalent in the United States, according to surname distribution data from Forebears. However, it is also somewhat common in Chile and Columbia. The name was more common in the United States during the 1880s than it is now, especially in the states of New York and New Jersey. The Vanderbilt surname is now most common based on percentage in the U.S. states of Alaska, Arkansas, New Jersey, Illinois, and Connecticut, according to  WorldNames PublicProfiler.   Famous People with the Last Name VANDERBILT Cornelius Vanderbilt -  head of the prominent American Vanderbilt family; became the wealthiest man in America in the mid-19th century through his shipping and railroad empiresAmy Vanderbilt - American authority on etiquetteGloria Vanderbilt -  American artist, author, actress, and heiress, well known for her line of designer blue jeans from the 1970s and 80s.George Washington Vanderbilt, II - member of the prominent Vanderbilt family who commissioned the construction of Biltmore between 1889 and 1895; the estates name derived from Bildt, the origin of his Vanderbilt ancestors in Holland. The Famous VANDERBILT Family The prominent American Vanderbilt empire began with Cornelius Commodore Vanderbilt, born in Staten Island in 1794. His 3rd-great grandfather, Jan Aertszoon (1620–1705), a Dutch farmer from the village of De Bilt in Utrecht, Netherlands, was the immigrant ancestor, arriving in the Dutch Colony of New Netherland as an indentured servant in 1650. When he was sixteen, Cornelius, the fourth of nine children, convinced his parents to lend him $100 to purchase a sailboat so that he could start his own passenger and freight service between Staten Island and New York City, a service that eventually became known as the famous Staten Island Ferry.  Young Cornelius then signed on as an apprentice on a variety of ships in order to master all aspects of the seagoing industry. By the age of 50, his shipping empire had afforded him millionaire status. He then turned to buying up  small railroads and turning them into profitable ventures. At the time of his death in 1877, Cornelius Vanderbilt was worth  $105 million. Anderson Cooper, son of Gloria Laura Vanderbilt, is currently the only known prominent, active descendant of the famous Vanderbilt family.   Genealogy Resources for the Surname VANDERBILT Vanderbilt Family Genealogy: My Fascination with All Things VanderbiltTaneya Koonce, who fell in love with the Vanderbilt family after visiting the Biltmore estate for the first time, has built a comprehensive family tree of the Vanderbilt family, and also links to other Vanderbilt resources. Finding Your Roots: Anderson Coopers Interactive Family TreeThe PBS genealogy show, Finding Your Roots, traces the lesser-known heritage of Vanderbilt descendant Anderson Cooper- that of his father, Wyatt Emory Cooper.   Most Common Dutch Surnames and their MeaningsDe Jong, Jansen, De Vries... Are you one of the millions of  individuals of  Dutch ancestry sporting one of these top common last names from the Netherlands?   Vanderbilt Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Vanderbilt family crest or coat of arms for the Vanderbilt surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. FamilySearch - VANDERBILT GenealogyExplore over 400,000 historical records and lineage-linked family trees posted for the Vanderbilt surname and its variations on the free FamilySearch website, hosted by the Church of Jesus Christ of Latter-day Saints. VANDERBILT Surname Family Mailing ListsRootsWeb hosts several free mailing lists for researchers of the Vanderbilt surname. DistantCousin.com - VANDERBILT Genealogy Family HistoryExplore free databases and genealogy links for the last name Vanderbilt. The Vanderbilt Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the popular last name Vanderbilt from the website of Genealogy Today.- References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997. Back toGlossary of Surname Meanings Origins

Personal Letter To University Statement Example | Topics and Well Written Essays - 500 words

Letter To University - Personal Statement Example My preferred area of study is Social Work and I am applying for Bachelor of Social Work at the York University. Significantly, my work experiences and outside activities, along with my personal interests, offered me courage to pursue a post-secondary education in BSW Bachelor of Social work which will be highly constructive a career according to my beliefs and purposes. Anyone who is familiar with my career goals, personal interests, personal study, accomplishments, volunteer activities etc would not be surprised to know my decision to pursue a post-secondary education in Social Work and, instead, he/she will be convinced that I will be successful at the University. One of the basic factors that have contributed to my decision to pursue a post-secondary education in Bachelor of Social Work is my conviction about my personal goals and interests which were made clear to me by my work experiences and outside activities. As an individual born in Afghanistan during the latter half of the 20th Century, which is (in)famous for politically motivated strife, war torn cities, and poor conditions of the citizens, I have realized that Afghanistan has been unfortunate enough for being at the receiving end of the ambitions of a number of people and forces which have translated into the suffering of the Afghani people. Now that I have moved to Canada, there still remains the urge in me to make a material difference in the lives of others. Thus, the most important motivation for my decision to do social work is my personal interest in easing the suffering of others and my family has been a significant influence in this regard. I was brought up as a child with great attitude for social services which gave me immense pleasure and determination to help the poor. As I came face to face with the reality of inequality in our society, I pledged to make use of every opportunity in life to lessen

Human resource career field Research Paper Example | Topics and Well Written Essays - 500 words

Human resource career field - Research Paper Example Hence, a HR generalist has to perform daily tasks such as keeping track of the various activities in the HR department as well as monthly reporting and annual or semi-annual participation in the appraisals and other tasks. The dimensions of the HR generalist job that interest me are to do with the sense of being in charge of the HR function and the ringside view that the job offers in terms of participating in the recruitment, training and performance evaluation of the employees. The most exciting thing about the HR generalist job is that one can get involved with the various activities of the HR function and get a chance to apply some of the theoretical knowledge gained during the education and also get a chance to hone one’s skills by practising the art of HR management. The dimension of the HR generalist’s job that does not interest me is the rather generic nature of the job when compared to the specialist role that has a more direct and deep involvement. The nature of the HR generalist job is such that it requires the person to be knowledgeable about the various activities that are typically performed during the conduct of the job. Hence, I would be interested in playing the role of an observer cum evaluator that is part of the HR generalist’s job. Further, what interests me about the HR generalist’s role is that the job entails hands on involvement for certain aspects and an indirect involvement for other aspects. The functions of recruitment and performance evaluation are some of the functions that I perform well. The functions that I need additional training are the training and development function. The recruitment and training functions interest me a lot and I am confident that I can perform well in these functions. I have a natural affinity towards recruitment and performance evaluation activities since I have devoted considerable time towards learning the appropriate theory in

Organizational Development Essay Example for Free

Organizational Development Essay John F. Kennedy was quoted as saying â€Å"Change is the law of life, and those who look only to the past or present are certain to miss the future.† The world is in a constant state of motion. No one should expect things to always stay the same. Organizations require technologies and human resources in order to operate. A business needs to operate by learning from the past and planning for the future. Since, the economic collapse of 2008, the idea that any company is ‘too big to fail’ has been thrown out the proverbial ‘business window’. Business is now practiced in a global market and technologies have made the world a smaller place. â€Å"Managers and their organizations must anticipate the future and become proactive players.† (Brown, D.R., 2011, part 1.) Consider companies like Blockbuster Video. The demise of Blockbuster proves that leadership did not look to the future. This company considered itself to be the standard. Where is Blockbuster now? Instead of being an industry leader, it is trying to regain its footing in a marketplace it once dominated. Why? Blockbuster failed to take its competitors seriously. It did not consider technology surpassing the company’s own perception of practicing business. â€Å"In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke.† (Gandell, S., 2010, paragraph 19.) Successful companies are looking to the future as they learn from the past and present. Organizations that are successful will operate without ego, effectively communicate throughout the organization, and constantly reinvent themselves. Organizations need to be in constant development in order to move forward with any success. In this paper, I intend to define the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. I intend to define organizational development as it relates to organizational trust, a strong practitioner-client relationship, the imperative nature of the diagnostic phase, effective communication between ownership and employees, and the importance of strategy as it relates to a successful transfer of ownership and culture to an organization. Organizations need to know when organizational development is necessary. I am a Managing Partner in the restaurant business. I currently have about 50 employees that I am responsible for. Recently, the restaurant I am running was sold to a South African group of owners. The owners actually bought two restaurants from the local restaurant group I was working for. After studying the Charlotte market and other markets throughout this great country of ours, the South African owners decided that Charlotte, NC would give them the best opportunity to grow a restaurant chain. The owners currently have over 150 restaurants in South Africa and this is their first venture into the United States. Once the sale became final, the owners began to evaluate all the current systems and business practices of the restaurants. The new owners began to re-develop the organization by defining its existing and future organizational identity. The owners sat down with staff and management to get an understanding of what the restaurants meant to each staff member. â€Å"The identity will provide an advantage if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and path dependent, and therefore difficult to imitate.† (Salgado, S.R., 2003, page 65.) The owners became the practitioners of change by purchasing the restaurants. After the sale became final, it was time to develop a sense of trust from the existing staff and management. One way of gaining that trust is to value the opinions of the current members of the organization. The new owners showed that they valued staff opinion of organizational identity. This process helped to develop the fundamental need to build a positive practitioner-client relationship. The new owners need an employee landscape that is friendly, not hostile. There is no way the new organization can move forward with a negative culture. Once trust was established, the new owners were able to begin to identify issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development are: â€Å"anticipate the need for change, develop the practitioner-client relationship, the diagnostic phase, action plans, strategies, and techniques, and self-renewal, monitor, and stabilize.† (Brown, D.R., 2011, page 18). Ownership has followed the principles of organizational change and development in a very smart way. The new owners worked on building a strong practitioner-client relationship while gathering information about the businesses. They remained very approachable and worked hard to assist with the agreed upon change lists. Ownership made everyone feel as though they were not there to change what was not broken. Employees were made to feel proud about the restaurants they worked in. By developing such a good and trusting relationship, change has come easier. Once trust was established, new ownership quickly moved to the third fundamental of organizational development, the diagnostic phase. â€Å"Organizational diagnostic models and surveys have often been demonstrated by practitioners to be very effective in supporting organizational development   programs.† (Goldstein, L. and Burke, W. (1991), Vol. 19, page 5.) Diagnostic models are designed to help organizational development practitioners to â€Å"categorize data about the organization, enhance understanding about organizational problems, interpret data systematically, (and) provide appropriate change strategies.† (Lok, P., Crawford, J., 2000, page 108.) The practitioners have been reviewing every facet of the restaurant’s business practices. Ownership is constantly evaluating the effectiveness of each system. Technologies, equipment, and managerial functions are all reviewed and measured to the new standards and goals set forth by the owners. The ownership designed a â€Å"team approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real concern for personal career goals as well as for organizational goals.† (Brown, D.R., 2011, page 327.) Ownership felt that the technologies were not tied in together very well. Ownership felt that the current gathering of data was cumbersome and inaccurate. The practitioners felt that the clients needed to stream-line the ways in which data was collected. By reviewing every program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the two concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership also determined that it wanted its managers out in the restaurant more. There was simply too much to do in the office while running the restaurants. The practitioners asked current upper management to clearly define the responsibilities of each manager and chef position. At this point, the culture of the new organization had begun to take shape. Clearly defined roles and a change in managerial philosophies have started to grow. I have witnessed what I believe is a very successful transformation of culture. Responsibilities are clearly communicated. Accountability has improved. By creating clearly defined roles, the effectiveness of each manager is much easier to measure. At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some people in the organization. Missed deadlines and unforeseen problems have occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an unwavering amount of dedication to the new organizational vision it has set in place. Considering the amount of change, the owners have been very clear and approachable throughout the transformation. I respect and support their efforts in remaining approachable and supportive. They exude an understanding of what each existing member or employee is going through.   Ownership has been very aware of the ego state of the organization. â€Å"Every interaction between people involves a transaction between their ego states. When one person converses with a second person, the first person is in a distinct ego state and can direct the message to an y of the three ego states in the second individual.† (Brown, D.R., 2011, page 230.) Ownership has made every effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have also shown that the organization will move forward with or without its current members. Holding people accountable has been extremely important. â€Å"In todays changing environment, organizations that encourage individual ability and hold employees accountable for achieving goals are more likely to succeed.† (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses within its existing employee body. This approach has brought on a spirit of contribution to the cause of the new vision presented to the ‘old guards’ of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have discovered some hidden talents within its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders keep an aggressive time-line for the development of change. New owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by looking for solutions internally. Looking for hidden talents helped to reaffirm the positive culture of opportunity and renewed perceptions of the employee skillset. An internal approach to solving or rectifying identified issues has also kept the cost of change down. Existing members already have a sense of where the shared vision of the company is going. Existing staff has a greater stake in the organization’s success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the quality of the guest experience and profitability of its organization. Ownership started this process by surveying all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to become more consistent in gathering data and measuring the performance of both restaurants. Their  vision of the future of the organization has been effectively shared with everyone involved . The deadlines for improvements have been followed-up effectively. A weekly meeting between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their knowledge of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired enough knowledge about existing systems, the project or ‘goal’ chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For example, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. â€Å"The collection of data is an important activity providing the organization and the practitioner with a better understanding of client system problems: the diagnosis.† (Brown, D.R., 2011, page 19.) Ownership has been very diligent about data accuracy. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not vital to the new organizational vision. Ownership has already picked two new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. â€Å"Organizational practitioners need to assess the influence of variables in diagnostic models on organizational outcomes, and effectiveness has often been used as the primary outcome measurement. (Handy, 1985, p. 85; Burke and Litwin, 1992). The new owners have done an excellent job moving the new organization through a surprising change of ownership. I have enjoyed watching how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on course with the changes. Total commitment and a positive attitude are necessary. Negativity spreads like wildfire when redeveloping an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I wonder if they are taking the same course in organizational development that I am. The owners have to pass forward their beliefs or values as to what the restaurants should be. Things that worked before might be tossed. New things are   introduced. The style of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Customers are hearing of the sale and are passionate about the changes. Some changes are subtle. Some changes are extreme. How does the ownership remain familiar to what the concept once was? The entire process is exhausting. The public’s resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was rolled out. Granted, the menu had not changed in four years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item. Servers and cooks hated selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determination that the new regime can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele. Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense scrutiny mistakes in service or execution of the shift has to be perfect. We cannot afford to be less than perfect right now. Complacency has no place in the restaurant business. To be successful, we should always be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Managers should be acting as coaches and mentors to the staff. Management at all levels should not only ‘talk the talk’, they should ‘walk the walk’. However, the complaints are not always fair. The new menu is terrific. Quality and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the morale of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain camaraderie resulting from moving toward common goals with other people. There is now a belief that we are a better place today because of our efforts. The best interventions from a   values point of view are those that help clients prepare their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once faithful group of regulars will either go their own way or forgive us. Organizational development is a change strategy. â€Å"OD principles and techniques are experiencing a renaissance, thanks to the growth of the field of change management.† (Worren, N.A.M., Ruddle, K., Moore, K.,1999, paragraph 3.) Organizational development requires a change in behaviors. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the food chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organization’s products. Therefore, the leadership of any organization has to ‘connect’ to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an excellent example of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the economy is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant might have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical. Kurt Lewin developed the concept of force-field analysis. This philosophy is â€Å"deceptively simple and can be used to help plan and manage organizational change.† (Cumming, T.G., Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of two opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist in the desired change. Restraining forces do quite the opposite. Restraining forces represent obstacles to the change. â€Å"If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.†(Cumming, T.G., Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. People are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewin’s force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization. The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have moved forward by doing their homework. After reviewing all the necessary information, ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has moved forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners’ final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms around us all and said â€Å"everything will be alright, just stick with us.† As the new team moved forward, some upper management was asked to leave. Time has been a good indicator of the ownerships’ dedication to the new vision and culture of the organization. Their efforts have been unwavering and very consistent. In this paper, I have detailed the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. The process of organizational development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of purpose towards the new organization. New ownership has successfully relayed a positive sense of urgency and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organization’s customers. The organizational development techniques applied by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve. This fast organizational growth is to be celebrated because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively. References: Brown, D.R., (2011). An Experiential Approach to Organizational Development (8th ed). Upper Saddle River Pearson Prentice Hall. Retrieved from: http://onlinevitalsource.com/#books/9780558857257/pages/31616081. Cumming, T.G., Huse, E.F. (1989), Organizational Development and Change (4th ed.) St Paul, MN: West Publishing. Retrieved from: http://jeritt.msu.edu/documents/TallmanWithoutAttachment.pc. Gandell, S., 2010, How Blockbuster Failed at Failing, Time Magazine. Retrieved from: http://www.time.com/magazine/article/0,9171,2022624-2,00.html. Goldstein, L. and Burke, W. (1991), Creating successful organizational change, Organizational Dynamics, Vol. 19, page 5-17. Retrieved from: http://search.proquest.com/docview/215864273?accountid=32521 Handy, C. (1985), Understanding Organizations, Penguin, London. Retreived from: http://search.proquest.com/business/docview/215864273/13901F6FOC3249E4570/1?accountid=32521 Lok, P., Crawford, J., (2000). The application of a diagnostic model and sur veys in organizational development. Journal of Managerial Psychology, 15(2), 108-124. Retrieved from http://search.proquest.com/docview/215864273?accountid=32521.) Salgado, S.R. (2003), Fine Restaurants: Creating inimitable advantages in a competitive industry. New York University, Graduate School of Business Administration). ProQuest Dissertations and Theses, 161 p. retrieved from: http://www.search.proquest.com/docview/305261479?accountid=32521305261479. Worren, N.A.M., Ruddle, K., Moore, K. (1999.) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286. Retrieved from http://search.proquest.com/docview/236248857?accountid=32521.

Centipedes :: essays research papers

Did you know that one species of centipede can be a foot long? Thankfully, this type only lives in South America. Centipedes are insect-like invertebrates. They are usually reddish-brown in color, but can range in color from yellow to dark brown. Depending on the species, are between 3 and 30 centimeters long. A centipede has one pair of legs on each of its body segments. The head is flattened, with a pair of long antennae. They have jaws containing poison glands on their first body segment, directly behind their head. Centipedes can live for around six years. Most centipedes have very poor eyesight and are almost blind. All centipedes have venom for paralyzing and killing prey. Small ones prey mainly on small arthropods but large ones can tackle small lizards and baby mice. These creatures will eat other centipedes, earthworms, insects, spiders, and, if they are big enough, small birds, toads, and reptiles. Some centipedes have only 30 legs, but others can have up to 350. Besides w alking, centipedes use their legs in some strange ways. They can use them to inject venom into their prey, to distract predators by dropping their legs off, or secrete chemicals which repel predators. This chemical enters predators when the centipede pierces the predator’s skin with its leg. A centipede’s last pair of legs can be used like antennae to feel their way along when they are walking backwards. Centipedes are classified in the kingdom Animalia, the phylum Arthropoda, the class Chilopoda, the order Lithobiomorpha, and the family Lithobiidae. Some specific kinds of centipedes include the Lithobius fortificatus (garden centipede), Hemiscolopendra marginata (Florida blue centipede), the Gigantea robusta (Peruvian giant), and the Heros castaneiceps (Red headed). Centipedes are found almost anywhere, except for deep deserts and Polar Regions. No centipedes live in the water, although they are closely related to crustaceans like crabs. Centipedes also like to live in human houses, where they will live in dark and moist areas like closets, basements, and bathrooms. In a way, centipedes are almost like birds because if you disturb centipede eggs the mother centipede will abandon, destroy, or even eat her own eggs! In the entire world, there are over 3,000 species of centipedes.

Education and Industrialism Essay

† Hard times† is a novel about people who lived in English factory towns at the height of the industrial revolution. In the opening chapters, Dickens shows the brutally- practical philosophy of utilitarianism could influence life in schools and factories. He shows how pupils are â€Å"educated† in a school run by Thomas Gradgrind, and then goes on to describe the fictional town of Coketown, and the appalling conditions its factory workers had to endue. The novel â€Å"Hard Times† is divided into three books, the first of, which is called â€Å"sowing. † Dickens calls the first book this to refer on the one hand to plants: how they are treated when going affects their development; for example, if you leave a plant in a cellar with no water its not going to be as healthy as a well looked after plant. This is the same for children: if they are brought up by just facts then when they are adults they’re not going to be healthy mentally emotionally for the creative side hasn’t been fostered. â€Å"Now, what I want is, facts. Teach these boys and girls nothing but facts. Facts alone are wanted in life. Plant nothing else and root out everything else. † In this quotation from the first line of the book, the word â€Å"facts† is repeated to emphasise the heart of the speaker’s attitude to teaching children. We later learn the speaker is named Mr. Gradgrind. Dickens gives his characters names, which indicate their personality, for Mr. Gradgrind grinds children down with facts. From the first paragraph, the reader learns about the opinion of Gradgrind not the character or place. The tone is crisp, and no-nonsense, which helps suggest the attitude of the speaker to give the children as many facts as possible. In the second paragraph the words â€Å"plain, bare, monotonous† convey the depressing environment of a school room. Dickens describes Mr. Gradgrind with features to also show his attitude and personality. For example, he describes parts of Gradgrind’s appearance as being square (square also being associated with mathematical precision). â€Å"The speaker’s obstinate carriage, square coat, square legs, square shoulders,† which indicates maths and facts. He also uses metaphorical language to create irony because you can’t just use words literally in real life â€Å"hair, which bristled on the skirts of his bald head, a plantation of firs to keep the wind from its shining surface. â€Å"

Mobile television Essay

Mobile television is television watched on a small handheld or mobile device. It includes pay TV service delivered via mobile phone networks or received free-to-air via terrestrial television stations. Regular broadcast standards or special mobile TV transmission formats can be used. Additional features include downloading TV programs and podcasts from the internet and the ability to store programming for later viewing. According to the Harvard Business Review, the growing adoption of smartphones allowed users to watch as much mobile video in just three days of the 2010 Winter Olympics as they watched throughout the entire 2008 Summer Olympics – an increase of 564%.[1] DMB in South Korea History The first pocket-sized mobile television was sold to the public by Clive Sinclair in January 1977. It was called the Microvision or the MTV-1. It had a 2-inch CRT screen and was also the first television which could pick up signals in multiple countries. It measured 102Ãâ€"159Ãâ€"41mm and was sold for less than  £100 in the UK and for around $400 in the US. The project took over ten years to develop and was funded by around  £1.6 million in British Government grants.[2][3] Mobile TV is one of the features provided by many 3G phones. In 2002, South Korea became the first country in the world to have a commercial mobile TV CDMA IS95-C network, and mobile TV over 3G (CDMA2000 1X EVDO) also became available that same year. In 2005, South Korea also became the first country in the world to have mobile TV when it started satellite DMB (S-DMB) and terrestrial DMB (T-DMB) services on May 1 and December 1, respectively. Today, South Korea and Japan are at the forefront of this developing sector.[4] Mobile TV services were launched by the operator CSL in Hong Kong, March 2006, on the 3G network.[5] BT in the United Kingdom was the among the first companies outside South Korea to launch Mobile TV in September 2006, although the service was abandoned less than a year later.[6] The same happened to â€Å"MFD Mobiles Fernsehen Deutschland†, who launched their DMB-based service June 2006 in Germany, and stopped it in April 2008.[7] Also in June 2006, mobile operator 3 in Italy (part of Hutchison Whampoa) launched their mobile TV service, but opposed to their counterpart in Germany this was based on DVB-H.[8] Sprint started offering the service in February 2006 and was the first US carrier to offer the service. In the US Verizon Wireless and more recently AT&T are offering the service. In South Korea, mobile TV is largely divided into satellite DMB (S-DMB) and terrestrial DMB (T-DMB). Although S-DMB initially had more content, T-DMB has gained much wider popularity because it is free and included as a feature in most mobile handsets sold in the country today. Challenges Mobile TV usage can be divided into three classes: †¢ Fixed – Watched while not moving, possibly moved when not being watched †¢ Nomadic – Watched while moving slowly (e.g. walking) †¢ Mobile – Watched when moving quickly (e.g. in a car) Each of these pose different challenges. Device Manufacturer’s challenges †¢ Power consumption – Continuous receipt, decoding, and display of video requires continuous power, and cannot benefit from all of the types of optimizations that are used to reduce power consumption for data and voice services. †¢ Memory – To support the large buffer requirements of mobile TV. Currently available memory capabilities will not be suited for long hours of mobile TV viewing. Furthermore, potential future applications like peer-to-peer video sharing in mobile phones and consumer broadcasting would definitely add to the increasing memory requirements. The existing P2P algorithms won’t be enough for mobile devices, necessitating the advent of mobile P2P algorithms. There is one start-up technology that claims patentability on its mobile P2P, but has not drawn attention from device manufacturers yet. †¢ Display – Larger and higher-resolution displays are necessary for a good viewing experience. †¢ Processing power – Si gnificantly more processor performance is required for mobile TV than that used for UI and simple applications, like browsers and messaging. Content Provider’s challenges †¢ Mobile TV specific content – Mobisodes: mobile episodes of popular shows which are relatively shorter (3 to 5 minutes), to suit the likely viewing habits of the mobile TV user. Digital TV North America As of January 2012, there are 120 stations in the United States broadcasting using the ATSC-M/H â€Å"Mobile DTV† standard – a mobile and handheld enhancement to the HDTV standard that improves handling of multipath interference while mobile.[9] The defunct MediaFLO used COFDM broadcast on UHF TV channel 55. Like satellite TV, it was encrypted and controlled by conditional access (provided via the cellular network). It required a subscription for each mobile device, and was limited to the AT&T Mobility or Verizon Wireless networks. Broadcast mobile DTV development While MediaFLO uses the TV spectrum and MobiTV used cell phone networks,[10] â€Å"mobile DTV† (ATSC-M/H) uses the digital TV spectrum. At the National Association of Broadcasters (NAB) show in April 2007 in Las Vegas, the ATSC and 8VSB methods for delivering mobile DTV were shown. A-VSB (Advanced VSB), from Samsung and Rohde & Schwarz, was shown at the previous year’s show. In 2007, LG, whose Zenith Electronics came up with 8VSB, introduced (with Harris Group) its Mobile-Pedestrian-Handheld (MPH) system. As the broadcast networks began making their content available online, mobile DTV meant stations would have another way to compete. Sinclair Broadcast Group tested A-VSB in fall 2006, and its KVCW and KVMY were participating in the mobile DTV product demonstrations at the NAB show. A-VSB had worked in buses at the 2007 Consumer Electronics Mobile television Show. ION Media Networks started a test station on channel 38, which was to be used for digital LPTV, to use for a single-frequency network (SFN). In some areas, more than one TV transmitter would be needed to cover all areas. Mobile DTV could have been used at that time because it would not affect HDTV reception. A single standard, however, had to be developed.[11] At the Consumer Electronics Show in January 2009, the first prototype devices from LG and other manufacturers were demonstrated, including receivers for cars from Kenwood, Visteon and Delphi. It was announced that 63 stations in 22 markets would debut the service in 2009. Gannett Broadcasting president David Lougee pointed out that many of those attending the inauguration of Barack Obama would likely hear him but not see him; had the new technology been in place, this would not have been a problem.[12] In April 2009, the Open Mobile Video Coalition, made up of over 800 broadcast stations, selected four test stations: Gannett’s WATL and ION’s WPXA-TV in Atlanta, and Fisher Communications’ KOMO-TV and Belo’s KONG-TV in Seattle. WPXA had begun mobile DTV broadcasting on April 1. The others would start in May.[13] Later in 2009, ION said it was making available HDTV, standard definition and Mobile DTV streams using its affiliates in New York City and Washington, D.C. The â€Å"triple-play† concept was part of an effort to create a Mobile DTV standard. At the time, only those with prototype receivers could pick up the streams. ION Chairman and CEO Brandon Burgess said mobile DTV lets stations â€Å"think beyond the living room and bring live television and real time information to consumers wherever they may be.†[14] The Advanced Television Systems Committee started work on mobile DTV standards in May 2007, and manufacturers and sellers worked q uickly to make the new technology a reality. The OMVC persuaded LG and Samsung to work together starting in May 2008 so that differing systems (possibly a self-destructing format war) would not delay or kill the technology. Early in July 2009, the ATSC Technology and Standards Group approved the ATSC-M/H standard for mobile DTV which all members green-lighted October 15. The public could be using the new devices by 2010, though watching TV on cell phones seemed unlikely in the near future since telephone manufacturers did not yet include that capability. The technology was expected to be used for polls and even voting.[15][16] By the end of the year, the ATSC and the Consumer Electronics Association began identifying products meeting the standard with â€Å"MDTV†.[17] Paul Karpowicz, NAB Television Board chairman and president of Meredith Broadcast Group, said This milestone ushers in the new era of digital television broadcasting, giving local TV stations and networks new opportunities to reach viewers on the go. This will introduce the power of local broadcasting to a new generation of viewers and provide all-important emergency alert, local news and other programming to consumers across the nation.[16] Later in July, the first multi-station tests began in Washington, D.C., while single stations in New York City and Raleigh, North Carolina already offered mobile DTV. The OMVC chose Atlanta’s WATL and Seattle’s KONG as â€Å"model stations† where product testing could take place. 70 stations in 28 media markets planned streams by the end of 2009. The Washington test would involve WPXW-TV, WUSA, WDCA, WRC-TV, WHUT-TV, WNUV in Baltimore, and WNVT, a part of MHz Networks, a multicasting service. All of the stations would have two of more channels each, with â€Å"electronic service guide and alert data† among the services. 20 sellers of equipment would use these stations to test using the existing standard, but testing the final standard would come later, and tests by the public would happen in 2010, when many more devices would be ready. Obviously, manufacturing large numbers of the devices could not take place without the final standard. LG, however, began mass-producing chips in June. ION technology vice president Brett Jenkins said, â€Å"We’re really at a stage like the initial launch of DTV back in 1998. There are almost going to be more transmitters transmitting mobile than receive devices on the market, and that’s probably what you’ll see for the next six to nine months.† Devices would eventually include USB dongles, netbooks, portable DVD players and in-car displays.[18] White House officials and members of Congress saw the triple-play concept in an ION demonstration on July 28, 2009 in conjunction with the OMVC.[19][20] Another demonstration took place October 16, 2009 with journalists, industry executives and broadcasters riding around Washington, D.C. in a bus with prototype devices. Included were those who would be testing the devices in the Washington and Baltimore markets in January 2010.[21] On August 7, 2009, BlackBerry service began on six TV stations–WISH-TV in Indianapolis; WAVY-TV in Hampton Roads, Virginia; KRQE in Albuquerque, New Mexico; WANE-TV in Fort Wayne, Indiana; WALA-TV in Mobile, Alabama; and KXAN-TV in Austin, Texas. 27 other stations will eventually offer the service, and LIN TV, which developed the BlackBerry service, has an iPhone application planned.[20] By October, 30 stations were airing mobile DTV signals, and that number was expected to be 50 by year-end. Also in the same month, FCC chair Julius Genachowski announced efforts to increase the amount of spectrum available to wireless services.[16] Also in August, WTVE and Axcera began testing a single-frequency network (SFN) with multiple transmitters using the new mobile standard. The RNN affiliate in Reading, Pennsylvania had used this concept since 2007.[22] Richard Mertz of Cavell, Mertz & Associates says VHF won’t work as well for mobile DTV because a 15-inch antenna or some other solution would be required, although he has heard from people who had no problems. An amplified antenna or higher power for the transmitting station would likely be needed, as well as repeater stations where terrain is a problem.[23] Lougee, whose company planned testing in its 19 markets in 2010, said the chip designs with the new devices made targeted advertising possible.[21] In December 2009, Concept Enterprises introduced the first Mobile DTV tuner for automobiles. Unlike earlier units, this one will provide a clear picture without pixilation in a fast-moving vehicle, using an LG M/H chip and a one-inch roof-mounted antenna. No subscription wil be required.[24] Also in December, the Consumer Electronics Association hosted a â€Å"plugfest† in Washington, D.C. to allow manufacturers to test various devices. More than 15 companies, and engineers from different countries, tested four transmission systems, 12 receiver systems, and four software types.[17][25] On December 1, News Corp. chairman Rupert Murdoch said mobile DTV would be important to the future of all journalism, and he planned to offer TV and possibly newspaper content in this way.[26] At the January 2010 Consumer Electronics Show, NAB head Gordon H. Smith disputed the idea that broadcasting’s days were numbered, calling mobile DTV the proof over-the-air television would continue its popularity. He said people would use cell phones and other devices to watch, and broadcast technology would be the best way to do this. Wireless broadband, which some wanted to replace broadcasting, would not be able to handle the demand for video services.[27] ION’s Burgess showed off one of the first iPhones capable of receiving mobile DTV, while ION’s Jenkins showed an LG Maze and a Valups Tivit; the latter sends signals to the iPod Touch and will soon work with the Google Nexus.[28] Sinclair Broadcast Group director of advanced technology Mark Aitken said the mobile DTV concept of multiple transmitters would help free up spectrum for wireless broadband in rural areas but not large cities. He also explained to the FCC that mobile DTV was the best method for sending out live video to those using cell phones and similar devices.[29] The OMVC’s Mobile DTV Consumer Showcase began May 3, 2010 and lasted all summer. Nine stations planned to distribute 20 programs, including local and network shows as well as cable programs, to Samsung Moment phones. Dell Netbooks and Valups Tivits also received programming.[30] On September 23, 2010, Media General began its first MDTV service at WCMH-TV in Columbus, Ohio and had plans to do the same a month later at WFLA-TV in the Tampa Bay, Florida area and five to seven more stations in its portfolio.[31] On November 19, 2010, a joint venture of 12 major broadcasters, known as the Mobile Content Venture, announced plans to upgrade TV stations in 20 markets representing 40 percent of the United States population to deliver live video to portable devices by the end of 2011.[32] Brian Lawlor, a Scripps TV senior vice president, said that, in September 2011, Scripps stations would offer an â€Å"app† allowing people with an iPhone or iPad to see emergency information (e.g. weather bulletins) in the event of a power outage.[33] In 2012, a number of stations plan to conduct tests of the Mobile Emergency Alert System (M-EAS), a system to deliver emergency information via mobile DTV.[34] In January, 2012, the MCV announced that MetroPCS would offer MCV’s Dyle mobile DTV service. Samsung planned an Android phone capable of receiving this service late in 2012.[35] At the end of 2012, Dyle was in 35  markets and capable of reaching 55 percent of viewers.[36] At the NAB show in April 2012, MCV announced that 17 additional television stations will launch mobile DTV, bringing the total to 92, covering more than 55% of US homes. Included are stations in three new markets – Austin, Texas, Boston, Massachusetts, and Dayton, Ohio.[37] In September 2012, WRAL-TV announced rollout of a Mobile Emergency Alert System based around mobile digital television technology.[38] A process called Syncbak uses cell phones rather than TV spectrum.[39] References [1] [2] [3] [4] Looking for TV Genius? | Red Bee Media (http:/ / www. tvgenius. net/ blog/ 2011/ 01/ 31/ 4-ways-smartphones-save-tv/ ) Clive’s achievements (http:/ / www. sinclair-research. co. uk/ about-srl. php) Sinclair Research Video and TV gear (http:/ / www. retrothing. com/ video_tv/ index. html), Retrothing.com NYTimes.com via Yahoo! Finance: Mobile TV Spreading in Europe and to the U.S. (http:/ / biz. yahoo. com/ nytimes/ 080506/ 1194771946810. html?. v=18), May 6, 2008 [5] 3G UK: The service is based on the Golden Dynamic Enterprises Ltd. (http:/ / www. 3g. co. uk/ PR/ March2006/ 2732. htm)’s â€Å"VOIR Portal† (http:/ / findarticles. com/ p/ articles/ mi_m0EIN/ is_2006_Dec_4/ ai_n16881105) and follows the 3GPP standard 3G-324 M. The same service is also deployed to Philippines in 2007. [6] ZDnet: BT ditches mobile TV service (http:/ / news. zdnet. co. uk/ communications/ 0,1000000085,39288247,00. htm), 26 July 2007 [7] Broadband TV news: MFD hands back German T-DMB licence (http:/ / www. broadbandtvnews. com/ ?p=4682), May 1, 2008 [8] The Register: DVB-H rockets ahead in Italy (http:/ / www. theregister. co. uk/ 2006/ 07/ 28/ dvbh_success_in_italy/ ), 28 July 2006 [9] OMVC announces sizable growth in number of MDTV stations at CES | RF content from Broadcast Engineering (http:/ / broadcastengineering. com/ RF/ OMVC-mobile-DTV-presence-announces-growth-CES-01192012/ index. html) [10] Thompson, Mark (2010-06-03). â€Å"mobile tv cell phone networks:† (http:/ / mobitv. com/ technology/ managed-service-platform). Broadcasting & Cable. . Retrieved 2010-06-03. [11] Dickson, Glen (2007-04-14). â€Å"NAB: Mobile DTV Hits the Strip† (http:/ / www. broadcastingcable. com/ article/ 108538-NAB_Mobile_DTV_Hits_the_Strip. php). Broadcasting & Cable. . Retrieved 2009-07-21. [12] Dickson, Glen (2009-01-11). â€Å"CES: Broadcasters’ Mobile DTV Moment† (http:/ / www. broadcastingcable. com/ article/ 161893-CES_Broadcast ers_Mobile_DTV_Moment. php?rssid=20102& q=broadcasters+ mobile+ dtv+ moment). Broadcasting & Cable. . Retrieved 2009-12-03. [13] Dickson, Glen (2009-04-20). â€Å"NAB 2009: Broadcasters Set Mobile DTV Test Markets† (http:/ / www. broadcastingcable. com/ article/ 209447-NAB_2009_Broadcasters_Set_Mobile_DTV_Test_Markets. php?rssid=20068& q=broadcasters+ set+ mobile+ dtv+ test+ markets). Broadcasting & Cable. . Retrieved 2009-12-17. [14] Dickson, Glen (2009-06-29). â€Å"ION Broadcasts Mobile DTV in N.Y., D.C.: Hails Its Digital TV â€Å"Triple Play†Ã¢â‚¬  (http:/ / www. broadcastingcable. com/ article/ 307120-ION_Broadcasts_Mobile_DTV_in_N_Y_D_C_. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-02. [15] Dickson, Glen (2009-07-06). â€Å"ATSC-M/H voted to proposed standard status† (http:/ / www. broadcastingcable. com/ article/ 307463-Mobile_DTV_is_Almost_Official. php?rssid=20065& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-08. [16] Dickson, Glen (2009-10-16). â€Å"Mobile DTV Standard Approved† (http:/ / www. broadcastingcable. com/ article/ 358341-Mobile_DTV_Standard_Approved. php?rssid=20292& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-10-16. [17] Dickson, Glen (2009-12-16). â€Å"ATSC Launches Certification Program For Mobile DTV† ( http:/ / www. broadcastingcable. com/ article/ 440764-ATSC_Launches_Certification_Program_For_Mobile_DTV. php?rssid=20102& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-17. [18] Dickson, Glen (2009-07-13). â€Å"Special Report: Mobile DTV Heats Up† (http:/ / www. broadcastingcable. com/ article/ 314792-Special_Report_Mobile_DTV_Heats_Up. php). Broadcasting & Cable. . Retrieved 2009-07-15. [19] Dickson, Glen (2009-07-22). â€Å"ION, OMVC Organize DTV Showcase in D.C.† (http:/ / www. broadcastingcable. com/ article/ 316065-ION_OMVC_Organize_DTV_Showcase_in_D_C_. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-22. [20] Eggerton, John (2009-08-07). â€Å"LIN TV Develops Blackberry App For Mobile TV Service† (http:/ / www. broadcastingcable. com/ article/ 326796-LIN_TV_Develops_Blackberry_App_For_Mobile_TV_Service. php?q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-08-11. [21] Eggerton, John (2009-10-16). â€Å"OMVC Doe s Mobile DTV Tour† (http:/ / www. broadcastingcable. com/ article/ 358415-OMVC_Does_Mobile_DTV_Tour. php?rssid=20103& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-10-23. [22] Dickson, Glen (2009-12-18). â€Å"WTVE Tests SFN For Mobile DTV† (http:/ / www. broadcastingcable. com/ article/ 441031-WTVE_Tests_SFN_For_Mobile_DTV. php?rssid=20065& q=digital+ tv). Broadcasting & Cable. . Retrieved 2010-01-13. [23] Jessell, Harry A. (2009-09-24). â€Å"Digital VHF Needs A Power Boost† (http:/ / www. tvnewscheck. com/ articles/ 2009/ 09/ 24/ daily. 2/ ). TVNewsCheck. . Retrieved 2009-10-15. [24] Gilroy, Amy (2009-11-09). â€Å"First Mobile DTV Car Tuner At $499† (http:/ / www. twice. com/ article/ 388144-First_Mobile_DTV_Car_Tuner_At_499. php/ ). TWICE. . Retrieved 2009-11-10. [25] Dickson, Glen (2009-12-02). â€Å"Mobile DTV Picks Up Speed† (http:/ / www. broadcastingcable. com/ article/ 394993-Mobile_DTV_Picks_Up_Speed. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-03. [26] Eggerton, John (2009-12-01). â€Å"Murdoch Says Mobile TV Is Key to Future† (http:/ / www. broadcastingcable. com/ article/ 391233-Murdoch_Says_Mobile_TV_Is_Key_to_Future. php?rssid=20070& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-03. [27] Dickson, Glen (2010-01-07). â€Å"CES 2010: Broadcasters Tout Mobile DTV Progress† (http:/ / www. broadcastingcable. com/ article/ 442953-CES_2010_Broadcasters_Tout_Mobile_ DTV_Progress. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2010-01-13. [28] Dickson, Glen (2010-01-09). â€Å"NAB Shows Off New Spectrum Applications† (http:/ / www. broadcastingcable. com/ article/ 443352-NAB_Shows_Off_New_Spectrum_Applications. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2010-01-13.

Admitting the Holocaust essays

Admitting the Holocaust essays Admitting the Holocaust by Lawrence L. Langer is a collection of essays about the Holocaust and how it is perceived in literature by our culture. Langer explores oral testimonies, diaries and fiction that consider the devastation of the Holocaust a central theme. He takes a look at human values in the light of that devastation. He exhibits the concern between literature and testimony. His hope is that the Holocaust experience will not be sentimentalized in the various forms of literature and media. Langer wants the Holocaust to be presented as it really was evil. Throughout his book Langer makes reference to various other writers novels and articles about the death camps. He criticizes such authors as William Styron and Bernard Malamud. According to Langer (Beyond Theodicy: Jewish Victims and the Holocaust and Malamuds Jews and the Holocaust Experience,), too many historical and cultural representations of the Nazis murderers try, by portraying the Jewish victims as dignified martyrs, to introduce the notion of spiritual redemption into the accounts of atrocities that need to be confronted without moral oversimplification. He rejects the works of Malamud who found in suffering a source or spiritual strength, a moral advantage.In the essays A Tainted Legacy: Remembering the Warsaw Ghetto and Ghetto Chronicles: Life at the Brink Langer criticizes accounts that present heroism, suffering and religious experience as a central theme. He writes: Jews were destroyed by humans, not God ... in a historical, not religious, moment of suffering ... whether they chose or not, men died for nothing. He finds it unimaginable that any sane person could write, It is a great privilege to have been chosen to bear this. (Etty Hi...

Bull Run (The Battle of 1st Manassas)

Bull Run (The Battle of 1st Manassas) Essay The first major battle of the Civil War was fought in Virginia, near the Manassas, Virginia railway junction. The armies in this first battle were not very large by later Civil War standards. The Federal forces under Brigadier General Irvin McDowell were organized into four divisions of about 30,000 men. These divisions were commanded by Tyler, Hunter, Heintzelman, and Miles. The Confederate command structure was somewhat more stable, including two armies, with no division structure and thirteen independent brigades under Bonham, Ewell, Jones, Early, Jackson, Smith, Bartow, and a cavalry brigade under Stuart. The Confederate Army of the Potomac was under the command of Brigadier General Pierre G. T. Beauregard, and the Army of the Shenandoah was commanded by Brigadier General Joseph Johnston. These two forces would equal McDowells Strength.One thing that was odd was that each commander had planned to initiate an attack on the other side with an attack on the enemys right flank and a massed attack on the opposite flank. Had this been done at the same time, and both been successful in their purpose, the two armies would have pivoted around each other ending up in each others rear, able to march unopposed to Washington or Richmond. McDowell had planned to use Tylers division as the diversionary attack at the Stone Bridge, while Davies brigade did the same at Blackburns Ford. At the same time, Hunters and Heintzelmans divisions would cross Bull Run at Sudley Springs and attack from the north. McDowells troops involved in the flanking column, reached their jumping off positions two and a half hours behind schedule. Tylers and Davies attacks at the Stone Bridge and Blackburns Ford were already well under way, and the Confederate high command was beginning to sense an advantage because the Union attacks were not pressed very hard. When Beauregard was notified that Federal troops were massing on his left flank, he realized that this must be the main attack so began to shift his own troop dispositions. The Federals had about 18,000 men in the main attack column and it was only thanks to the quick reactions of Colonel Shank Evans and his small brigade that Beauregard did not suffer a major disaster. He quickly moved his small force to Matthews Hill to block the Federal move. Sounds of the fighting drew other brigade commanders to Evans aid on their own initiative. Brigadier General Barnard Bee and Colonel Bartow joined Evans defensive line and deployed their men to his right to extend and strengthen it. The Confederate position was still badly outnumbered however, and eventually the weight of those numbers began to be felt. With Tylers division threatening the right flank and rear of the Confederate position after having forced a crossing at the Stone Bridge, and their left flank now being overlapped by Federal reinforcements, the three Confederate brigades broke to the rear, heading toward the cleared plateau of the Henry House Hill. Unfortunately for the Federals, they were slow to follow-up their success and allowed the Southern brigade commanders to rally the remnants of their units behind Jacksons brigade which had just arrived and formed a line of battle on the reverse slope of Henry House Hill. In the meantime, McDowell ordered two artillery batteries to advance to silence the defensive fire. Ricketts Battery and Griffins Battery advanced to well within musket range of the Confederate positions near the crest of the hill. These batteries were counterattacked by Confederate infantry and overrun. The loss of the guns became a focal point for back and forth attacks and counterattacks by each side, with the possession of the guns changing hands several times. Finally having accumulated enough units to not only stabilize the Confederate lines, but also overlap the right flank of the Federal lines, the order was given for a general advance by Beauregard. This attack caved-in the Federal right and what began as a fairly orderly retreat turned into a disorganized rout. The equally tired and inexperienced Confederates however, were in no shape to conduct an effective pursuit, so the battle ended. READ: Restaurant Business Essay The Federals lost about 3,000 casualties (killed, wounded, and captured or missing), and the Confederates suffered about 2,000.

Explore the concept of accountability with regards to the registered Essay

Explore the concept of accountability with regards to the registered nurse having the responsibility of delegating care to suppo - Essay Example In this way, the burden of each and every activity in the hospital or any health care facility is not solely carried by few individuals but rather designated to many other individuals who have the appropriate knowledge and skill in performing hospital duties. Furthermore, errors committed in giving health care will be minimized if not avoided because of mastery of the skill to the tasks that has been designated to the assistants. In everything that has been done, it is the patient’s best interest that is taken into account. A patient has put the trust in our hands for us to deal and treat his disease, thus it is just necessary to return the trust and be their advocates in promoting their well-being. In this text, support workers are team members whom tasks are delegated to by the registered practitioners. Support workers may represent health care assistant, rehabilitation assistant or technician, therapy assistant, assistant practitioner or technical instructors. Registered pr actitioner on the other hand pertains to a registered professional who usually delegates the task i.e. the Health Professions Council (HPC) or the Nursing and Midwifery Council (NMC) (CSP, 2006). Discussion The health care practitioners are bound within the scope of both the criminal and civil courts so as to assure that what they are doing are within the limits of legal requirements especially since they are dealing with human life. Registered health care providers are responsible to their acts of health practice and patient care thus must conform to the conditions and terms set by the regulatory and professional bodies. Currently, heath support workers do not have professional registrations (Department of Health, 2004; Scottish Executive Health Department, 2004). When a registered health care provider has delegated tasks to a support worker, it is to note that the registered practitioner must understand the skill and knowledge needed to perform the delegated assignment. It is the registered health care provider’s responsibility to delegate a task and on the other hand, the support worker is responsible for taking the assigned job sand also for the actions he/she used for accomplishing the specific task. This principle applies when the support worker has sufficient knowledge, judgment, and skills in carrying out the delegated task given that the task is bounded within the standards and conduct set at the work place. Meanwhile, supervision and feedback regarding the task must be appropriately delivered by the registered professional (Mackey & Nancarrow, 2005). Delegation, Accountability and Responsibility Delegation is the process undertaken wherein a registered health practitioner distributes a task to a support worker who is believed to be capable in fulfilling the work. With delegation as basis, the support worker is trusted with the obligation for the task. In a stricter sense, delegation is different with assignment. In delegation of task, the supp ort worker is responsible for the task and the registered health practitioner is held accountable to the support worker. In assignment, both the responsibility and accountability for a specific task passes from one person