The History of Public Health and the Role free essay sample

The History of Public Health and the Role of the Community/Public Health Nurse When considering the evolution of healthcare and the role of the nurse in the United States, many people might first consider this in the context of the hospital setting. While the history of acute care is an important area to consider, it is imperative that equal attention be given to the history of public health and the role played by the urse in this segment of the healthcare continuum. The purpose of this paper is to outline the history of the public health nurse and to specifically look at the role of nursing in home health and hospice. History of Public Health Nursing In the late 1800s there was a large number of people living in poverty throughout the world, with New York City being no exception. Lillian Wald was a pioneer of the public health movement whose role as a public health nurse in New York City was born out of true necessity. We will write a custom essay sample on The History of Public Health and the Role or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Wald believed that public health nurses must treat social and conomic problems, not simply take care of sick people (Fee Bu, 2010, p. 1206). In the latter part of the 19th century, there was an increasing understanding about the science behind communicable disease and the importance of educating people regarding disease prevention to reduce the spread of illness (Stanhope Lancaster, 2012). Settlement houses were one avenue used to reach the community in need and teach disease prevention strategies, along with helping this population gain access to social services often including childcare, public kitchens, public baths, and shelter for the homeless. In 1893, two trained nurses in New York City, Lillian Wald and Mary Brewster, established the Henry Street Settlement. This led into the development of the Visiting Nurse Service of New York City (Stanhope Lancaster, 2012). Walds work as a nurse in the public health realm continued and she emerged as the established leader of public health nursing during its early decades (Stanhope Lancaster, 2012, p. 27). 3 Historically, public health nurses have worked to improve the quality of life of population targeted by this profession is still consistent with this premise in the 21st entury. Public health nurses in this day and age still work with vulnerable groups, but also with the general public. In public health nursing today, high-risk, vulnerable populations are often the focus of care and may include the frail elderly, homeless individuals, sedentary individuals, smokers, teen mothers, and those at risk for a specific disease (Kulbok, Thatcher, Park, Meszaros, 2012, para 3) Impact on Nursing Practice The role of the community or public health nurse in regards to hospice care is the position to be elaborated upon for this assignment. Generally, in order for a patient to qualify for healthcare coverage for hospice care, they must have a life expectancy of six months or less. Traditionally, people have considered patients with cancer to be the primary recipients of hospice care, but most any terminal disease process should qualify for this in home end of life care if the patients needs can be adequately met. There are also hospice care facilities where the patient is either transferred to a unit specified for this level of care, or a patient with a shorter life xpectancy might be considered to be receiving hospice care on a regular unit while only palliative measures are being taken. For the purposes of this assignment, the focus is being kept on hospice in the home setting. Hospice care delivered in the community is either primary care or secondary care, depending on the specific situation. The patients primary physician might refer the patient to the hospice care team who may then take over the primary care role. Another scenario is that a hospice team could be consulted to assist with care, yet he primary physician would remain responsible for the routine decisions about patient care (Weckmann, 2008). The primary care 4 provider, be it hospice care physician or primary care physician, must strive diligently to communicate clearly with the patient and family about desires and expectations for end of life care. There are may be ethical dilemmas that arise in the hospice setting that could be worked through more easily if the patients wishes are made clear. The decision to provide hydration and or nutrition parenterally or enterally when a patient cannot at or drink for themselves can often pose a dilemma. At what point should this life prolonging sustenance be stopped? At what point is this ordinary humane care, and when does it become an extraordinary measure that prolongs life and therefore perpetuates discomfort. The home hospice nurse can play a vital role in assuring that this issue is addressed as early and thoroughly as is feasible given the individual situation. It is important to gently encourage the patient and family to have these conversations before the patient is unable to communicate their wishes (Lamers, 2013). Summary The community health nurse in a hospice care practice setting plays a key role in as possible. The evolution of hospice care has enabled terminally ill individuals to feel some sense of control over their situation, which can help afford a sense of peace for the patient and help with the grieving process (Holdsworth King, 2011). When a patient receives end of life hospice care, the team focuses on the patients quality of life and comfort level, not on curing or fixing the disease process. The home hospice nurse should work toward affirming the patients life and help them to view eath as a natural life process.

Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle

People ‘come of age’ differently. The short story â€Å"Greasy Lake† by T.Coraghessen Boyle, is certainly a story about coming of age, which revolves around lessons learned the extremest, harshest and toughest ways. The story is specific and universal at the same time. The characters are upper-middle-class young people who realize their natural selves through events which happened due to their careless behaviour and distraction of their ideals. People are different and their reactions to life’s events are different as well. There are two types of people: people who get life’s experience from somebody else’s mistakes, learning from those mistakes, and people who learn from their own experience, making their own mistakes. The last ones are stupid enough not to accept the life experience of others. To come to the realization they need something really bad, which is out of the ordinary, to happen to them. How different people come of age depends not only on age, but also on certain circumstances, such as having a family or being an orphan or previous life experience. Due to those factors different events might be significant for coming of age. In this short story the main characters are upper-middle class people, but they behave unlike upper-middle class people trying to imitate something unusual, which is not accepted by their social status group. â€Å"We were all dangerous characters the n. We worn torn–up leather jackets, slouched around with toothpicks in our mouths, sniffed glue and ether and what somebody claimed was cocaine. †¦ We read Andre Gide and strike to elaborate poses to show that we didn’t give a shit about anything.†(Boyle 35). This is a kind of a rebelling attempt, which youth always undertakes. It is a kind of a protest against social programming, which is always imposed by the older middle-upper class generations. But in this story the main characters go too far, so lessons they had to re... Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle People ‘come of age’ differently. The short story â€Å"Greasy Lake† by T.Coraghessen Boyle, is certainly a story about coming of age, which revolves around lessons learned the extremest, harshest and toughest ways. The story is specific and universal at the same time. The characters are upper-middle-class young people who realize their natural selves through events which happened due to their careless behaviour and distraction of their ideals. People are different and their reactions to life’s events are different as well. There are two types of people: people who get life’s experience from somebody else’s mistakes, learning from those mistakes, and people who learn from their own experience, making their own mistakes. The last ones are stupid enough not to accept the life experience of others. To come to the realization they need something really bad, which is out of the ordinary, to happen to them. How different people come of age depends not only on age, but also on certain circumstances, such as having a family or being an orphan or previous life experience. Due to those factors different events might be significant for coming of age. In this short story the main characters are upper-middle class people, but they behave unlike upper-middle class people trying to imitate something unusual, which is not accepted by their social status group. â€Å"We were all dangerous characters the n. We worn torn–up leather jackets, slouched around with toothpicks in our mouths, sniffed glue and ether and what somebody claimed was cocaine. †¦ We read Andre Gide and strike to elaborate poses to show that we didn’t give a shit about anything.†(Boyle 35). This is a kind of a rebelling attempt, which youth always undertakes. It is a kind of a protest against social programming, which is always imposed by the older middle-upper class generations. But in this story the main characters go too far, so lessons they had to re...

Valence Definition in Chemistry

Valence Definition in Chemistry Valence is typically  the number of electrons needed to fill the outermost shell of an atom. Because exceptions exist, the more general definition of valence is the number of electrons with which a given atom generally bonds or number of bonds an atom forms. (Think iron, which may have a valence of 2 or a valence of 3.) The IUPAC formal definition of valence is the maximum number of univalent atoms that may combine with an atom. Usually, the definition is based on the maximum number of either hydrogen atom or chlorine atoms. Note the IUPAC only defines a single valence value (the maximum), while atoms are known to be capable of displaying more than one valence. For example, copper commonly carries a valence of 1 or 2. Example A neutral carbon atom has 6 electrons, with an electron shell configuration of 1s22s22p2. Carbon has a valence of 4 since 4 electrons can be accepted to fill the 2p orbital. Common Valences Atoms of elements in the main group of the periodic table may display a valence between 1 and 7 (since 8 is a complete octet). Group 1 (I) : Na in NaClGroup 2 (II) : Mg in MgCl2Group 13 (III) : Al in AlCl3Group 14 (IV) : C in CO (double bond) or CH4 (single bonds)Group 15 (V) s are N in NH3 and P in PCl5Group 16 (VI) : O in H2OGroup 17 (VII) s: Cl in HCl Valence vs Oxidation State There are two problems with valence. First, the definition is ambiguous. Second, its just a whole number, without a sign to give you an indication of whether an atom will gain an electron or lose its outermost one(s). For example, the valence of both hydrogen and chlorine is 1, yet hydrogen usually loses its electron to become H, while chlorine usually gains an additional electron to become Cl-. The oxidation state is a better indicator of the electronic state of an atom because it has both magnitude and sign. Also, its understood an elements atoms may display different oxidation states depending on the conditions. The sign is positive for electropositive atoms and negative for electronegative atoms. The most common oxidation state of hydrogen is 8. The most common oxidation state for chlorine is -1. Brief History The word valence was described in 1425 from the Latin word valentia, which means strength or capacity. The concept of valence was developed in the second half of the 19th century to explain chemical bonding and molecular structure. The theory of chemical valences was proposed in an 1852 paper by Edward Frankland.

The History of Australian Mining Assignment Example | Topics and Well Written Essays - 1500 words

The History of Australian Mining - Assignment Example Even in those early years trading routes were established which crisscrossed the country. The people also used coal for cooking and heating and it is mentioned in the dream stories of the Awabakal people who lived in the area of modern Newcastle. Modern day mining though began following the arrival of European settlers on the east coast seaboard in 1788. In the early days of the new colony Hawkesbury sandstone was quarried and shaped of use in early buildings at Sydney Cove. The incomers soon spread and the first discovery of coal occurred near Newcastle area in 1791, due to the activities of runaway convicts, including William Bryant. This discovery led to further investigations of possible sources and within a few years coal was being mined in several areas both north and South of Sydney. At first ship owners only collected coal from the surface at New castle. This they then shipped from 1798 onwards to the larger community at Sydney. The following year enough coal was available to allow its export to India. Half a century later in April 1851 gold was found by gold was made by John Lister and William Tom at Ophir, in central New South Wales. An associate of theirs Edward Hargraves, showed their gold to the then Colonial Secretary. It was Hargraves who claimed the reward of  £5000 for its discovery . Lister, Tom and the Rev. W.B. Clarke received only  £500 each. It seems however, according to recently discovered correspondence that the government had already acknowledged that there was gold to be found at Ophir.

Impact of Class Size on Students' Achievement Essay

Impact of Class Size on Students' Achievement - Essay Example Class size is an issue that is largely at the center of the school system, especially since it influences not only the size of classrooms but also the number of teachers in a school (and by extension in the country), hence, it is naturally a concern to parents, teachers, school administrators, the government and all other stakeholders in the education sector (Mosteller, 1995). The research that has been conducted concerning the impact of class size on students’ achievement is particularly wide- and far-reaching, but has on several occasions yielded different and sometimes even conflicting results, thus raising the question, what in fact is the impact of class size on students’ achievement? Another question that arises is whether class size has similar impacts across the grades in elementary education (if impacts are found to be present), and finally whether any present impacts of class size on students’ achievement are residual after the students are integrated back into regular-size classes. Some studies have concluded that class size does have an impact on learning while others dispute this, and this fact alongside the research questions make this an interesting and important area of inquiry. A review of relevant literature based on the premise that class size has an effect on students’ achievement is the backbone of this inquiry, alongside the implications of this literature review and their potential applications in an actual school setting. The literature on the effects of class size on students' learning achievement was collected through a search in education journals, databases and relevant sites. This review consists of primary sources and secondary ones that were obtained after refining the search to focus on the impact of class size on elementary school education.... ievement is particularly wide- and far-reaching, but has on several occasions yielded different and sometimes even conflicting results, thus raising the question, what in fact is the impact of class size on students’ achievement? Another question that arises is whether class size has similar impacts across the grades in elementary education (if impacts are found to be present), and finally whether any present impacts of class size on students’ achievement are residual after the students are integrated back into regular-size classes. Some studies have concluded that class size does have an impact on learning while others dispute this, and this fact alongside the research questions make this an interesting and important area of inquiry. A review of relevant literature based on the premise that class size has an effect on students’ achievement is the backbone of this inquiry, alongside the implications of this literature review and their potential applications in an actual school setting. Literature Review The literature on the effects of class size on students' learning achievement was collected through a search in education journals, databases and relevant sites. This review consists of primary sources and secondary ones that were obtained after refining the search to focus on the impact of class size on elementary school education. A great deal of work has been done in this area over the last three decades, with conflicting results; most studies have suggested that reduction in class size leads to considerable improvements in student learning, while others conclude that class-size reductions may not bring with them any appreciable or significant effects (Pritchard, 1999). Besides this, the other matter that arises is the model of investigations into class size.

The New American Desk Encyclopedia Essay Example for Free

The New American Desk Encyclopedia Essay Both Alexander Hamilton and Thomas Jefferson have large, enduring legacies in American history. While Hamilton is largely responsible for the United States becoming an economic giant with an economy based on finance, manufacturing, and trade, I admire Thomas Jefferson more, particularly for his broad, considerable intellect and his challenging views on human liberty. Modern America admittedly fits Hamilton’s vision much more than Jefferson’s. After serving as Washington’s aide-de-camp, Hamilton organized the infant United States’ economy and foresaw a capitalist America not unlike Britain’s, which dominated world trade and had a growing number of factories, abundant capital, and vast commercial enterprises. (Jefferson’s rural nation of yeoman farmers was a noble vision but not realistic in the modern world then taking shape. ) Hamilton was also a strong advocate of federalism, which gave the centralized national government far more authority than the one conceived in the Articles of Confederation. However, he was no friend of broad democracy, known in his time as an unscrupulous elitist and ambitious social climber who adhered to what today seem like outdated notions of â€Å"natural aristocracy† maintained by â€Å"enlightened self-interest† (New American Desk Encyclopedia 548-549). He openly mistrusting the American public (which he considered â€Å"a great beast† and little more than an unruly mob) and opposed the Bill of Rights, the basis for American civil liberties (which Jefferson’s protege Madison wrote). For believers in broad democracy and individual liberty, though, Jefferson is by far the more admirable figure. The First Amendment is perhaps his greatest legacy, stemming from his statutes on religious freedom in Virginia and firm belief in church-state separation. He was also a believer in freedom of the press, claiming to prefer a nation where there was a free press and no government, rather than vice versa (Countryman 69-71). The Declaration of Independence is almost entirely his creation as well, a vivid, articulate piece of writing that has influenced democratic thought worldwide. It helped inspire the French revolution less than a generation later, and even the United States’ past enemies have invoked it, including Ho Chi Minh, who based Vietnam’s 1945 independence declaration on Jefferson’s document. He was also a superior intellect, known as one of the colonies’ best minds while still a young man. Jefferson was a gifted writer, skilled diplomat, believer in liberty (his ideas on the subject were progressive for their time), architect, inventor, creator of the University of Virginia (revolutionary in its time for offering a wholly secular higher education), and amateur scientist who commissioned Lewis and Clark to explore the newly acquired American West. He was also a contradictory figure, as an educated, affluent slaveholder who wanted a rural nation of free yeoman farmers enjoying widespread democracy. He was also accused of siring at least one child by his slave, Sally Hemings. (In his defense, the Declaration of Independence’s first draft contained a strong condemnation of slavery, which other Southern delegates made him remove, and he was himself ambivalent about the practice. ) While Alexander Hamilton helped make the United States prosperous and economically powerful, Jefferson played an even greater role in helping make it a democracy (albeit a limited one compared to democracy today), setting an example of a civil society based on the rule of law and individual liberties that other nations would follow over the next two centuries. His lasting legacy helped shape the meaning of liberty and democracy, which became a worldwide phenomenon during the late twentieth century, helped change the world’s politics, and helped define modernity itself. REFERENCES Anonymous. The New American Desk Encyclopedia. Third edition. New York: Signet, 1993. Countryman, Edward. The American Revolution. New York: Hill and Wang, 1985. Davis, Kenneth C. Don’t Know Much about History. New York: Avon, 1990.

Summary of Max Webers The Protestant Ethic and the Spirit of Capitalism

Summary of Max Webers The Protestant Ethic and the Spirit of Capitalism Max Weber's The Protestant Ethic and the Spirit of Capitalism is a study of the relationship between the ethics of ascetic Protestantism and the emergence of the spirit of modern capitalism. Weber argues that the religious ideas of groups such as the Calvinists played a role in creating the capitalistic spirit. Weber first observes a correlation between being Protestant and being involved in business, and declares his intent to explore religion as a potential cause of the modern economic conditions. He argues that the modern spirit of capitalism sees profit as an end in itself, and pursuing profit as virtuous. Weber's goal is to understand the source of this spirit. He turns to Protestantism for a potential expla...

Employee Management, Inventory and Purchasing System

Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we em ployed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner.In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager.Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management's effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; co mmunicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff.Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educat ional workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business.Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skillsHuman Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasi zes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues.Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders.They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk , business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEMThe current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail.As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be document ed.Once there is a need to purchase a new item, the purchasing department must be notified. The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenanceThe Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Descrip tion, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, D eprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: ItemCharacteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteris tics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Rem arks, PlanCost, Employee ID Inventory Table : 2NFDisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| |Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| D onationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNoLostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| |POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Det ails: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NFSupplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field N ame| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| |ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NFField Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| N o| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary KeyIndex_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable|PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDate| DATE| No| No| End Date| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNoIndex_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cas cade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No|ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_0 1 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on Brand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No|PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram

Human Resource Management Case Study Essay

1. Ch 1, page 60-61, question 4: What is â€Å"evidence based HR†? Why might an HR department resist becoming evidenced based? The concept of â€Å"evidence based HR† is using specific tools (key performance indicators) to help clarify course of action, identify errors or omissions, and align HR to corporate strategy. It is a decision-making process combining critical thinking with use of the best available scientific evidence and business information (Rousseau & Barends 2011). It forces HR professionals to measure their efficiency and effectiveness quantitatively. In addition, it presents a clearer way to share information with colleagues in a systematic way. One tool that is used is Critical Path Analysis, which helps illustrate the minimum time needed to complete a process. Another method is process mapping, which can help determine needed steps/tasks and enable users to systematically follow the process outlined. Utilizing these tools helps develop uniform, consiste nt operating procedures, which results in a more efficient system. Two key characteristics of evidence based HR are a focus on business strategy, taking into account financial and organization performance measures that are most critical to the company and then using quantitative methods to identify human capital strategies that drive those outcomes; and standards of evidence, in which criteria is used to determine the importance of various relationships which can be used to better design employee strategies. An example is the measurement of employee productivity and work quality against organizational goals. Evidence based HR forces human resource professionals to systematically gather, utilize and evaluate information based on results. In addition, it causes HR professionals to be precise and utilize valid evidence. To do this, HR professionals must evaluate evidence to determine its’ worth. Furthermore, it involves change and systematic work skills, which often causes resistance. However, at the same time evidence based HR allows HR professionals to be viewed as a source of competitive advantage and as a department that creates value by maximizing the use of the company’s most important resource, its’ personnel. It also elevates the importance of employees as a resource beyond the HR department and increases the value of the department to the entire organization, and most importantly utilizes statistical evidence to â€Å"find the critical human levers for improving business results† (Gibbons & Woock 2007). 2. Ch 2, page 99,-100 question 4: How can strategic management within the HRM department ensure that HRM plays an effective role in the company’s strategic management process? When strategic management within the HRM department is used to ensure that HRM plays an effective role in the company’s strategic management processes, it will basically force HRM to review their mission, their goals and their objectives. These factors will have to be in-line with the strategic processes of the company. The two have to be in-sync when they are handled through strategic management. It integrates HRM into the company and the strategic processes from HRM are then also integrated into the strategic management processes of the company. HRM becomes a more active, effective department and both HRM and management then work as a unified team towards the company’s mission, objectives, and values. It creates the most productive and opportune environment for customers and the company. When we look at it from the opposite spectrum, if strategic management is not in place within the HRM department, it will create a state where the company is less efficient because although strategic management is being used throughout the company, it is not being used within the HRM department. When we strategically manage HR, we become involved with the employees from a strategic basis. By doing so, we are better able to handle the resources needed for the employees and to provide our employees with more, like better benefits, more comprehensive compensation packages, and related items. The employees are encouraged in their work because they are being motivated by the strategic management of HRM and what it’s doing to provide for them – the employees. Due to the greater encouragement, it reduces employee turnover and increases efficiency. This causes the company to be able to fulfi ll their goals and objectives that have been both created and managed through the strategic management process. 3. Ch 3, page 147-148, question 3: Many companies have dress codes that require men to wear suits and women to wear dresses. Is this discriminatory according to disparate treatment theory? Why? The process of establishing if an action/policy is discriminatory can be very challenging. However, a number of theories seek to differentiate actions that constitute  discrimination and those that do not. Disparate treatment Theory is amongst the most commonly used theories that have been used to ascertain whether an act or policy amounts to discrimination or not. The theory argues that one is subject to discrimination if they are treated less favorably than others are in similar situations (Bent, 2011). Many companies have dress codes that require men to wear suits and women to wear dresses. This has raised a debate on whether such policies are discriminatory or not. Based on the Disparate Treatment Theory, such a policy cannot be considered as discriminatory. Men and women cannot be on the same platform in that they both dress differently. Even if people from both sexes were allowed to determine whatever they dress, there is no way that men would dress exactly as women (Belton, 2004). The most important consideration as to whether the policy that commits men to wear suits and women to wear dresses amounts to discrimination would call for the scrutiny of the motive. Many companies that take up such a policy are not inclined to punishing or discriminating against women. Rather, they attribute the policy to the need for sanity and decency at the work place. In a world where dresses for women can expose some of the most sensitive parts of their body, the need for regulation cannot be ignored. Furthermore, one cannot claim that putting on dresses is less fashionable as compared to putting on suits. The design and fitting of the dress and the suit would determine whether one is neat or not. From all these considerations, the disparate treatment theory rules out the possibility of the policy that requires men to put on suits and women dresses as discriminatory to women (Bent, 2011). 4. Ch 4, page 185, question 6: What are the trade-offs between the different approaches to job design? Which approach do you think should be weighted most heavily when designing jobs? There are three major approaches to job design: the engineering approach, human approach, and the job characteristic approach. Each is valuable in its own way, but there are trade-offs that occur depending upon the approach, which is taken. With the engineering approach (also called the task approach), there is a lot of repetition. This can lead to boredom. In this approach, there is specialization to the task, and employees are not encouraged to learn more or improve the job. Because jobs designed using this approach have employees typically set at a  particular station, each employee is basically a wheel in a cog, executing part of a task and passing it on to the next station. There is little interaction between employees and often the job is paced according to a machine (part of an assembly line). It is difficult to take pride in one’s work since there is not a finished product. Employees do not have a say in their work, tools or methods used. However, work is performed accurately, by the best person selected for the job, in a procedural, systematic way. This increases specialization thus leading to higher output. The human approach increases employees’ job satisfaction and emphasis motivators like responsibility, advancement, and recognition. In addition, importance is placed on working conditions, pay, job security, and employee relations. The psychological needs of employees are paramount in designing jobs, which increases employee satisfaction, but does not necessarily guarantee satisfaction or performance. Another approach, job characteristics, is based on the idea that employees will perform better if motivation and rewards are built into the work. As such, the work is designed to offer a variety of activities so employees can use different skills, tasks are executed in a manner that there is completion of an identifiable piece of work, there is work of importance, employees have the ability to work based on their knowledge, not as part of an assembly line, and there is feedback in regards to the work. This is optimal, however, drawbacks of this approach include needing to find people who are motivated to find best practices, who can work independently, and who do find motivation at work. The approach which should be weighted more heavily is dependent on the job. In the case of making an automobile or similar repetitive task, one would want to utilize an engineering approach, since the work is repetitive, precise, and focused on output. In most other cases, the job characteristics approach seems logical since it is likely to lead to better, more satisfied employees. It would be important to give sufficient feedback to help manage the employee toward optimal performance utilizing this approach. Ultimately, efficiency and productivity are key, so motivation must be included in some form to produce better results. The job characteristics approach appears to take in regards more factors (skill variety, task identity and significance, autonomy and feedback) to produce greater results. References Bent, J.R., (2011). The telltale sign of discrimination: probabilities, information asymmetries, and the systematic disparate treatment theory, University of Michigan Journal of Law Reform, 2011, Volume 44, Issue 4, p. 797 Belton, R. (2004). Employment discrimination law: cases and materials on equality in the workplace. Thomson/West Bobinski, D. (2004). The role of HR in strategic planning. Management Issues. Retrieved from: http://www.management-issues.com/2006/5/25/opinion/the-role-of-hr-in-strategic-planning.asp Campion, M.A. & Thayer, P.W. (1987). Job design: Approaches, outcomes, and trade-offs. Organizational Dynamics, 15(3), 66-80. Gibbons, J. M., Woock, C. (2007). Evidence-Based Human Resources: A Primer and Summary of Current Literature. The Conference Board, Retrieved from: http://www.conference-board.org/ Mashete, P. (2008). Approach to job design. Human Resource Knowledge. Retrieved from http://hrknowledge.blogspot.com/2008/01/approach-to-job-design.html Noe, R., J. Hollenback, B. Gerhart, Wright P. (2013) Human resources management (8th ed.) New York: McGraw-Hill Higher Education. Rousseau, D. M., Barends, E. G. R. (2011). Becoming an evidence-based HR practitioner. Human Resource Management Journal, 21(3), pages 221–235.

The Dangers of Ecstasy essays

The Dangers of Ecstasy essays Ecstasy is becoming one of the most widely used drugs in America. In fact, 35% of teenagers say that Ecstasy is easy to get(1, Drug Dangers). In a 1998 MTF study, 5.1% of 10th graders and 5.8% of 12th graders had used ecstasy at least once within the past year(2, Drug Dangers). Ecstasy is the street name for the drug MDMA or 3, 4-methylenedioxy-methamphetamine(3, Designer Drugs). It is also called X, E, XTC, Adam, lovers speed, and essence(4, Designer Drugs). Ecstasy was originally developed by a German chemical company in 1912(5, Designer Drugs). It was originally intended to be a diet pill, but it is not known if it was ever used as one(6, Designer Drugs). In 1965, Ecstasy was brought into use once more by Alexander Shulgin. He and a group of fellow psychiatrists used it during psychotherapy to promote openness, empathy and awareness(7, Designer Drugs). Between 1977 and 1985, approximately  ½ million doses of Ecstasy were used for treatment of anxiety, depression, schizophrenia, and rape-related trauma(8, IBB). In the early 80s, Ecstasy began to make its way onto college campuses and into nightclubs, however, at the time, the drug was still legal(9, Designer Drugs). In 1985, the Drug Enforcement Agency banned Ecstasy(10, Designer Drugs). It wa s then placed in the most restrictive category of illegal drugs because tests had shown that it might cause brain damage (11, Designer Drugs). Ecstasy is most widely used at raves huge gatherings with trance music, special lighting effects, and lots of dancing(12, Designer Drugs). It is also used at parties, at concerts, and with small groups of friends(13, Drug Dangers). Ecstasy is used for many of the same things that amphetamines are used for primarily activities that require motivation, concentration, energy or creativity. Doing homework, writing, studying,...

How to Find a Job With Public Relations Expert Ryan May

How to Find a Job With Public Relations Expert Ryan May Ryan May has 12 years of public relations experience under his belt, and it’s taught him quite a bit about finding a job, something he shares among other insights on the Minnesota Public Relations Blog. We spoke with Ryan about what PR can teach us about a job search. What can job seekers learn from public relations?Public relations or PR is a unique industry, as it touches on so many different industries. To be in PR means you have to be prepared to learn about every industry your clients need.How important is your online footprint? Can you really lose out on a job thanks to a tweet?Having a strong online footprint is very important, but ensuring that it is strategic and thoughtful is more important. Don’t post stuff to social media that is not good for your long-term reputation. Job seekers have definitely lost out on job opportunities because of their tweets or Facebook posts.What mistakes  do you see employers making when they’re looking for job candidates? Employers often overlook excellent candidates because they don’t have a high enough GPA. If a candidate has a solid B average and has been working three jobs while going to school, they should not be overlooked because they don’t have a 3.5 GPA.What are some urban legends you’ve seen floating around about hiring mistakes these days, and is there any truth to them?There are plenty of urban legends about today’s job search. My favorite is that the more resumes you send out, the better your odds of finding a job. This idea is completely wrong. Find a job you want, and then thoughtfully work on networking your way into the job.What should everyone looking for a job be doing to better promote themselves?Not everyone needs a blog, but everyone today should have a website to outline their skills.

Children killers Annotated Bibliography Example | Topics and Well Written Essays - 500 words

Children killers - Annotated Bibliography Example hs Prophet†, the author, Sina illustrates that Kony Joseph proclaimed himself as one of the spokespersons of God before ruling over the Ugandan people. After gaining the trust of the people, Kony Joseph then takes advantage of the children and orders them to become soldiers and participate in child-sex activities. The act makes the Uganda people to hate Kony since he misleads the young children into activity that they dislike. Twesigye, Emmanuel, the author of the book, â€Å"Religion, Politics, and Cults in East Africa: Gods Warriors and Marys Saints† argue that Kony Joseph was a spiritual leader before being brutal to his own people. The author identifies that at first all the Ugandan citizens promoted the works done by the Lord’s Resistance Army movement since it was fighting for the human rights. However, the movement later begun rejecting own people and participated in brutal family murders. In the book, â€Å"Unarmed and in Harms Way, My Obsession with Ending Violence† the author, Hoffman Ben mentions that Joseph is responsible for numerous deaths in the entire east African society. Hoffman later identifies in the book that Kony has contributed to numerous wars in diverse nations such as Southern Sudan, Central African Republic and Congo. For reasons of contributing to the wars, the international criminal court is charging Kony as a criminal. In the book, â€Å"Living with Bad Surroundings: War, History, and Everyday Moments in Northern Uganda†, the author, Finnstrom, identifies that most of the children in Uganda have turned into participating into criminal activity. Since the LRA has recruited almost all the young children into soldiers, the children are forced to participate into wars. Finnstrom identifies that the children that deny the offer of the job are killed or the ears, lips and the nose are cut off. The author of the book, â€Å"Social Torture: The Case of Northern Uganda, 1986-2006†, Dolan identifies that Kony was a raised up Christian by the