Psychedelic Rock The Defining Music Genre Of The 1960 S

Psychedelic Rock: The Defining Music Genre of the 1960’s â€Å"Through all of history, mankind has put psychedelic substances to use. Those substances exist to put you in touch with spirits beyond yourself, with the creator, with the creative impulse of the planet.† says Ray Manzarek, a member of the psychedelic band the Doors. The mid-to-late 60s marked a point when drugs were commonplace throughout life, and music was one of them. Psychedelic rock was often underground and was outshined by the previous British Invasion era, but nevertheless has its roots in the British and American music industry. Not only did bands such as Pink Floyd and the aforementioned Doors shape the way music is looked at by the audience, but shaped how other artists†¦show more content†¦These compositions were usually longer in length than the usual pop songs, which made them less radio-friendly. They were usually over five minutes in length, so the genre kept more obscure than the more radio-friendly pop genre. Psychedelic rock has also branched off to many different subgenres, such as space rock, acid rock, and psychedelic pop. Hard rock, heavy metal, progressive rock, and experimental rock can also be said to have emerged due to psychedelic rock (â€Å"Psychedelic Rock†). Often considered the first of the psychedelic rock bands, the 13th Floor Elevators released their debut album The Psychedelic Sounds of the 13th Floor Elevators in 1965 (â€Å"Psychedelic Rock†). These bands wildly experimented with their sound, which attracted many other new musicians to the genre, and even bands who had established other sounds started to become attracted to the psychedelic rock genre. Bands from the earlier British Invasion era also moved towards the psychedelic rock genre. Bands such as the Beatles and Rolling Stones, with albums Revolver and Their Satanic Majesties Request, respectively, marked a more psychedelic move. The genre later died off in the mid-70s, after many years of declining numbers of fans and material a fter the original heyday of psychedelia. However, for it’s time, the genre affected many, musicians or not. It’s the early 60s. Everything is in the air: love, war, drugs, and sex. A group of teenagers from Cambridge - Roger ‘Syd’ Barrett, Roger Waters,Show MoreRelatedDefining the Humanities Essay1179 Words   |  5 PagesDefining the Humanities Defining the Humanities The purpose of this paper is to differentiate the humanities from other modes of human inquiry and expression. I will define the humanities of a cultural event of music and how music was an expression of what I know about the humanities, art, style, genius, and culture from the 60s. 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Risk And Quality Management Superphone For Brilliant Phones

Risk and Quality Management: SuperPhone for Brilliant Phones: Planning and implementation of the new Superphone Jessica Hutzelmann, Rafael Garcia, Arman Abshar, Andrew Gajich, Kasandra Comeau Table of Contents TASK 1: QUALITY METRICS: IDENTIFICATION AND MANAGEMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 1.2 Define Software Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 2 2.2 Display Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 3.3 Assemble Phone†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 2 4.3 Phone Performance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 2 5.2 Evaluate prototype†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 TASK 2: COST OF QUALITY ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 3 Cost of†¦show more content†¦Risk Priority Matrix:............................................................................................................................... 10 TASK 4: RISK RESPONSE STRATEGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...........11 TASK 5: PARETO DIAGRAM†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..........12 TASK 6: SOLUTION IDENTIFICATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.13 TASK 1: QUALITY METRICS: IDENTIFICATION AND MANAGEMENT This table represents five work packages that were chosen from level 2 of the WBS provided. We have determined these to be critical to the project’s success. For each of the five work packages, we have developed three quality specifications to focus on. Work Package Quality Specifications 1.2 Define Software Requirements 1. Must be 50-60 milliseconds response time 2. Must be lag free 3. Must be able to run java and html 2.2 Display Design 1. Display must function in landscape and portrait mode 2. Nighttime display option (to be less straining on eyes) 3. Multitask split screen to control different phone functions 3.3 Assemble Phone 1. Assemble in India 2. Assembly line work at least 50,000 units/day (depending on current demand) 3. Assembly line workers must be properly trained 4.3 Phone Performance 1. DL speed at least 133.281 mbps or higher 2. Touchscreen sensitivity shouldn’t fade after at least 2 years use 3. Charging battery to full shouldn’t

Unilateral Neglect After Stroke Health And Social Care Essay Free Essays

Behavioral Inattention Test is a common standardised measuring for one-sided disregard and has been widely used as the chief results in many neglect surveies. A systematic reappraisal was conducted in the undermentioned database from January 1997 to June 2012: PubMed/Medline ( 1965+ via EbscoHost ) , PsyhcINFO ( 1806+ ) , Science Direct, CINAHL ( Cumulative Index to Nursing and Allied Health Literature, 1982+ ) , Cochrane Collaboration ‘s registry of tests and PEDro ( Physiotherapy Evidence Database ) .The reappraisal included articles of randomized controlled tests about neglect schemes among stroke patients that addressed Behavioral Inattention Test as primary results in the intercessions. We will write a custom essay sample on Unilateral Neglect After Stroke Health And Social Care Essay or any similar topic only for you Order Now Meta-analysis was done. Consequences Twelve RCTs were identified in our reappraisal harmonizing the inclusion and exclusion standards. The qualities of the surveies were good with average Physiotherapy Evidence Database ( PEDro ) mark of 6.08 A ± 0.81. Different intercessions have been studied in RCTs ; Prism Adaptation ( PA ) appeared to be the most common, with 5 out of 12. The meta-analysis showed that for immediate effects of neglect intercessions, the BIT conventional subtests has a statistically important average consequence size of 0.76 ( 95 % CI, 0.28-1.23 ; p=0.002 ) whereas the BIT Behavorial subtest showed no statistically important average consequence size of 0.37 ( 95 % CI, -0.19-0.91 ; p=0.17 ) , and the BIT ( Total ) showed a modest statistically important average consequence size of 0.55 ( 95 % CI, 0.16-0.94 ; p=0.006 ) . However, the meta-analysis showed that there was no statistically important average consequence size on durable effects for all BIT results. Among all intercessions, Prism Adaptation ( PA ) appears to be more effectual when compared to others based on the BIT results after pooled analysis. Decision Prism Adaptation ( PA ) appeared to be the most common and effectual scheme among rehabilitation intercessions on one-sided disregard and rTMS possibly is a promising attack for intervention of one-sided disregard. Rehabilitation intercessions have positive immediate effects on one-sided disregard as measured by the BIT conventional subtest than that on the behavioral subtest. As shown by the short durable effects, effects of rehabilitation intercessions are frequently transeunt and frequently can non be generalized across clip to daily working. All surveies faced the same failing of lower power with smaller samples and restriction in sightlessness design. More strict surveies should be done before coming to a steadfast decision. Keywords Systematic reappraisal, Stroke, Unilateral Neglect, Rehabilitation, Treatment, Behavioural Inattention Test 1. Introduction Unilateral disregard ( ULN ) is a heterogenous perceptual upset that follows intellectual hemispherical lesion [ 1 ] , particularly after right hemisphere stroke. The most typically characteristic of disregard is failure to describe or react the stimulation presented from the contralateral infinite, including stimulation from the ocular, somatosensory, audile and kinesthesia stimulation even comprehending their ain organic structure parts [ 2 ] . The reported incidence varies from 10 % to 82 % following right-hemisphere shot and from 15 % to 65 % following left-hemisphere shot [ 3 ] . Capable choice standards, lesion site, the nature and timing of the appraisal and deficiency of understanding on appraisal methods are all responsible for the variableness in the reported rate of happening of one-sided disregard after shot [ 1, 4 ] . As disregard involved upset in directing attending, stand foring infinite and commanding motion, it became an obstruction for recovery from shot. Neglect h as a important negative impact associated with functional recovery at place discharge [ 5, 6 ] . Recently more research workers have put attempts on researching the underlying mechanism and the curative methods about the enormous challenge. Different intervention attacks and assessment battery have been developed to measure and rectify disregard. Recent literature shows that interventions for one-sided neglect autumn under two types of behavioural attacks. They are either enrolling the hemiplegic side or limbs to cut down a spacial penchant over the ipsilesional infinite, or bettering consciousness of the contralesional infinite to advance patients ‘ attending [ 7, 8 ] , Up to now, more than 18 methods were put into pattern in these Fieldss [ 9 ] . Surveies based on these attacks have reported changing consequences based on a big figure of outcome steps. Despite the reported quality is moderate for RCTs in neglect rehabilitation [ 7 ] , some attacks appear to be more promising. There were besides remarks that the effects of these new interventions are frequently task-specific or transeunt and frequently can non be generalized to daily working [ 8, 10, 11 ] . It is difficult to state which attack is the optimum rec ommendation for clinical pattern due to deficient grounds [ 9 ] . In add-on, professional healers seldom use these scientifically proved interventions [ 12 ] . The appraisal of ULN in the clinical scene has normally involved in â€Å" pencil-and-paper † undertakings, including line bisection, cancellation undertakings, copying, and pulling [ 13 ] , many RCTs used some of the undertakings as results. The Behavioural Inattention Test ( BIT ) is a criterion-referenced trial for one-sided disregard or ocular inattention in patients enduring from shot or encephalon hurts [ 14 ] . The trial is divided into two classs: the conventional and the behavioural subtests. This survey used the conventional subtest, which is made up of 6 points: line crossing, missive cancellation, star cancellation, figure and form copying, line bisection, and representational drawing. A cancellation subscore was calculated by adding the first 3 cancellation undertakings together and pulling subscore by adding the staying 3 undertakings. This reappraisal aimed to consistently reexamine the updated grounds from RCTs on the effectivity of rehabilitation intercessions for one-sided disregard as measured by the Behavioral Inattention Test ( BIT ) or its conventional ( BIT-C ) and behavioural subtests ( BIT-B ) . 2. Methods 2.1. Database We searched the undermentioned electronic databases: PubMed/Medline ( 1965+ via EbscoHost ) , PsyhcINFO ( 1806+ ) , Science Direct, CINAHL ( Cumulative Index to Nursing and Allied Health Literature, 1982+ ) , and Cochrane Collaboration ‘s registry of tests. We besides hand-searched the bibliography of all surveies ordered in full text. Date of publication was restricted between January 1997 and June 2012. 2.2. Search schemes We used the undermentioned footings for seeking databases ( Cerebrovascular accident OR shot ) AND ( Neglect OR visuospatial disregard OR ocular disregard OR one-sided disregard OR hemisphere neglect OR visuo-spatial disregard ) .We included merely RCTs for grownups with age ( 19 old ages + ) published from: 19970101-20120630, restricted to English linguistic communication. 2.3. Inclusion and exclusion standards Inclusion standards We included: ( 1 ) all RCTs aimed at place the effectivity of any type of rehabilitation intercession to rectify disregard in grownup shot patients as diagnosed with one-sided disregard by clinical scrutiny and/or classical neuropsychological trials ; ( 2 ) Given our intent, we merely considered the surveies which addressed the Behavioral Inattention Test ( BIT ) [ 15 ] as the primary results. The BIT included the conventional subtest ( BIT-C ) and/or the behavioural subtest ( BIT-B ) every bit good as the entire mark of BIT ( BIT ( Total ) ) or both. Exclusion standards: ( 1 ) Observational survey, and instance study every bit good as cross-over design surveies ; ( 2 ) Full text is non available ; ( 3 ) with sample size less than 5 in each group ; and ( 4 ) every bit rated as 4 or less out of 10 by the Physiotherapy Evidence Database ( PEDro ) . 2.5. Quality appraisal The 2 referees ( Nicole, Y.Y.H and Kenneth, F.N.K ) appraised all documents harmonizing to the Physiotherapy Evidence Database ( PEDro ) graduated table. It was developed specifically for measuring the quality of surveies aimed at comparing the effectivity of rehabilitation intercessions [ 16, 17 ] which has been proved to be a valid step of the methodological quality of clinical tests. It was valid to sum PEDro scale point tonss to obtain a entire mark that can be treated as interval degree measuring and subjected to parametric statistical analysis [ 18, 19 ] . There are 11 points in the PEDro graduated table: The first standards point eligibility is non scored which was used as a constituent of external cogency, the other 10 points obtained a entire mark from 10 ( RCT that satisfies all points ) to 0 ( RCT that does non fulfill anyone ) . The PEDro graduated table classify surveies as of high or low qualities based on a cut-off mark at 6 out of 10. High quality means articles that obtain a mark equal to or higher than 6 and low quality surveies score less than 6. 2.4. Data extraction and analysis Each included survey was carefully assessed for inclusion standards, and the necessary information and features of each included survey was ab initio summarized and extracted by the first writer ( first referee ) and was listed on a tabular array. The abstract every bit good as these sum-ups was independently checked and confirmed by a 2nd referee who is the 2nd writer of the manuscript. In instance of dissensions between the referees, the sentiment of the 3rd referee was sought. We calculate Cohen ‘s vitamin D on single consequence sizes for included surveies and compare the comparative effectivity. Meta-analysis one the overall intervention effectivity will be done with Review Manager 5.0. Standardized average difference ( SMD ) was taken as the consequence size and its 95 % assurance interval was computed. Test of heterogeneousness was used to measure the possible heterogeneousness across surveies. If heterogeneousness existed, random-effect theoretical account was used. Otherwise, the fixed-effect theoretical account was used alternatively. The sensitiveness analysis was besides used to measure the impact of the overall intervention effectivity by excepting one test one time at a clip. 3. Consequences Figure 1 shows the choice procedure. The hunts chiefly yielded 201 commendations from 1997 to 2012. After taking extras, 153 commendations were obtained. Based on the rubric and abstract of the articles, 32 potentially relevant articles were obtained. And they were so carefully evaluated by the referees. We identified 25 clinical tests [ 20-44 ] which entered the eventually assessment. Reasons for the exclusion of the other 7 articles were: ( 1 ) they were merely reviews or mechanical surveies, instance studies or other clinical survey design such as multiple-baseline design, cross-over design, ( 2 ) absence of a control group, and ( 3 ) the sample is less than 5 in each group. Finally, 12 articles were included in our reappraisal [ 21, 22, 25-27, 30, 32, 35, 36, 39, 40, 44 ] and other articles were excluded as the BIT was non used as the primary outcome step. Fig 1: Overview of literature hunt and choice procedure The overall quality of the 12 RCTs is just to good ( Table 1 ) . The average sum mark was 6.08 A ± 0.81, with a scope from 5 to 9. 4 of them ( 33.3 % ) were identified with just quality when cut-off line was set at 6 out of 10 based on the PEDro graduated table. Table 1: PEDro tonss of included surveies Items Surveies Eligibility 1: Random allotment 2: Concealed allotment 3: Baseline comparison 4: Blind topics 5: Blind healers 6: Blind assessors 7: Adequate followup 8: Intention-to-treat analysis 9: Between-group comparings 10: Point estimations variableness Mark Quality Nysa et Al. 2008 yes 1 0 1 1 0 0 1 0 1 1 6/10 Good Serino et Al. 2009 yes 0 0 1 1 0 0 1 0 1 1 5/10 Carnival Turton et Al. 2010 yes 1 1 0 0 0 1 1 0 1 1 6/10 Good Mizuno et Al. 2011 yes 1 1 1 1 0 1 1 0 1 1 8/10 Good Ladavas et Al. 2011 yes 1 0 1 1 0 1 0 0 1 1 6/10 Good Robertson et Al. 2002 yes 1 0 1 0 0 1 1 0 1 1 6/10 Good Luukkainen-Markkulaa et Al. 2009 yes 1 1 1 0 0 0 1 0 0 1 5/10 Carnival Fong et Al. 2007 yes 1 0 1 0 0 1 1 0 1 1 6/10 Good Tsang et Al. 2006 yes 1 1 1 0 0 1 0 0 1 1 6/10 Good Harvey et Al. 2003 yes 1 0 1 1 0 0 1 0 1 0 5/10 Carnival Koch et Al. 2012 yes 1 1 1 1 1 1 1 0 1 1 9/10 Good Ferreira et Al. 2011 NO 1 0 1 0 0 0 1 0 1 1 5/10 Carnival Features of the included surveies Descriptions of the 12 articles included in the reappraisal are listed in Table 2. Two surveies [ 40, 44 ] used double-blinded design and others largely were single-blinded tests. Table 2: Features of included surveies Surveies Methods Interventions BIT based Consequences Type Study design Control Groups topics ( N ) shot continuance Treatment government Duration Immediate Long-run Nysa et Al. 2008 Dad single-blind RCT Placebo ( impersonal goggles ) n=16 PA gp=10 CT gp=6 a†°Ã‚ ¤ 4 tungsten Wore brace of goggles fitted with wide-field point-to-point prismatic lenses shifted their ocular field 10A °/0A °rightward and make some fast pointing motions 30min/session four-day-in-row Sessionss 4d BIT-Ci-i?†° BIT-Bi-i?†° follow-upi1m Serino et Al. 2009 Dad single-blind Pseud-RCT Placebo ( impersonal goggles ) ni20 PA gp=10 CT gp=10 a†°?1 m have oning prismatic lenses, which shifted their ocular field 10A °/0A °rightward and indicating motions 30 min/session 10 day-to-day Sessionss within 2 hebdomad 2w BITi+i?†° BITi+i?†° follow-upi1m Turton et Al. 2010 Dad single-blind RCT Placebo ( level field glass ) ni36 PA gp=17 i1 drop-outi?†° CT gp=19 i1 drop-outi?†° a†°?20 vitamin D wore 10 diopters, 6 grade prisms utilizing index finger to touch a bold vertical line on screen one time a twenty-four hours, each working twenty-four hours 2w BITi-i?†° BITi-i?†° follow-upi8w Mizuno et Al. 2011 Dad double-masked RCT Placebo ( impersonal spectacless ) ni38 PA gp=18 CT gp=20 a†°Ã‚ ¤ 3m wore prism spectacless shifted ocular field 12A ° to right and repeat pointing undertakings 20 min/session command, 5 yearss / hebdomad 2w BIT-Ci-i?†° BIT-Bi-i?†° BIT-Ci-i?†° BIT-Bi-i?†° follow up until discharge Ladavas et Al. 2011 Dad single-blind Pseud-RCT Placebo ( impersonal spectacless ) ni30 TPA gp=10 CPA gp=10 CT gp=10 a†°?2m Wore wide-field prismatic lenses bring oning a 10a- ¦ displacement ocular field to right and repeat pointing undertakings 30 min/session one per twenty-four hours, 10 Sessionss 2w TPAi?s BIT-Bi+i?†° BIT-Ci+i?†° CPAi?s BIT-Ci-i?†° BIT-Bi-i?†° No followup Robertson et Al. 2002 LA single-blind RCT silent person device n=40 LA+PT=19 i2 drop-outi?†° PT=21 i2 drop-outi?†° Lanthanum: 152.8A ±142.4 Platinum: 152.1 A ±117.9 utilizing a semi-automatic device for limb activation combined with perceptual preparation 45 min/ session one time a hebdomad 12 Sessionss 12w BIT-Bi-i?†° BIT-Bi-i?†° follow-upi18-24m Luukkainen-Markkulaa et Al. 2009 LA single-blind RCT traditional ocular scanning preparation ni12 LA gp=6 CT gp=6 a†°Ã‚ ¤6 m arm activation trainingiDetermined by the single manus and arm motor position assessed by WMFTi?†° Entire 48 hours of therapy 3w BIT-Ci+i?†° BIT-Ci+i?†° Follow-upi6m Fong et Al. 2007 TR TR+EP single-blind RCT conventional OT ni54 TR gp=19 TR+EP gp=20 CT gp=15 a†°Ã‚ ¤8 tungsten Trunk rotary motion was performed in three different places: supine lying on a pedestal, unsupported sitting on a pedestal, and standing in a standing frame 1 hour/session 5 times /week 30d BIT-Bi-i?†° BIT-Ci-i?†° BIT i-i?†° BIT-Bi-i?†° BIT-Ci-i?†° BIT i-i?†° Follow-up= 60d Tsang et Al. 2009 EP single-blind RCT conventional OT ni34 EP gp=17 CT gp=17 EP: 21.5A ±21.67 Connecticut: 22.18 A ± 15.87 underwent occupational therapy with particular spectacless barricading the right half ocular field 30min ADL +30min NDT for UL/day 4w BIT-Ci+i?†° No followup Harvey et Al. 2003 VF RCT Same activities Without feedback ni14 VF gp=7 CT gp=7 5-25 m experimenter-administered pattern of rod raising with justice centre grids for proprioceptive and ocular feedback 1h/d with 3di?†º so 10 yearss of homebased intercession 3d / 2w BIT-Ci+i?†° BIT-Bi-i?†° BIT-Ci+i?†° BIT-Bi-i?†° follow-upi1m Koch et Al. 2012 Terbium double-blind RCT fake spiral angled 90A ° ni18 TBS gp=9 CT gp=9 a†°?1 m ( 43A ±16d ) 3-pulse explosions at 50 Hz repeated every 200 millisecond for 40 s i80 % AMT over the left PPC 2 essions/di15min intervalli?†º 5 d/week 2w BIT-Bi+i?†° BIT-Ci+i?†° BIT i+i?†° BIT-Bi+i?†° BIT-Ci+i?†° BIT i+i?†° follow-upi1m Ferreira et Al. 2011 Military policeman VST single-blind RCT Conventional PT without any intervention for disregard ni15 MP gp=5 VST gp=5 CT gp=5 a†°? 3 m Volt: The protocol included 4 undertakings: 2 directed to the extrapersonal infinite and 2 turn toing peripersonal disregard ; Military policeman: included 4 undertakings: 2 undertakings of motor imagination and 2 of ocular imagination. 1h/session Twice per hebdomad 5w VST: BIT-Ci+i?†° Military policeman: BIT-C ( – ) VST: BIT-Ci+i?†° Military policeman: BIT-Ci-i?†°follow-upi2m Abbreviations: PA=prism version ; LA=limb activation ; TR= bole rotary motion ; EP=eye patching ; VF=Visuomotor feedback ; TBS=Theta-burst stimulation ; MP=mental pattern ; VST= ocular scanning preparation ; BIT= Behavioral Inattention Test ; BIT-C= BIT conventional subtest ; BIT-B= BIT behavioural subtests ; OT=occupational therapy ; PT=physiotherapy Participants This reappraisal encompassed 277 topics with one-sided disregard. All of them were grownups with right encephalon harm due to stroke ; most of the topics had a diagnosing of first individual right hemisphere stroke. The continuance from the shot oncoming covered from acute stage ( a†°Ã‚ ¤4w ) to chronic stage ( a†°?6m ) , but most surveies were conducted in the subacute and chronic stage after shot. All surveies used similar inclusion and exclusion standards including age, diagnosing of shot ( the lesion location based on CT or MRI ) , right-handed, presence of one-sided disregard identified by either a clinical scrutiny or a standard disregard appraisal battery, and free of any other confusing neurological shortages or rational damages. Interventions Among the 12 surveies included, five [ 27, 32, 39, 40 ] implemented the effectivity of prism version ( PA ) . There were differences in the PA process, one survey [ 27 ] used insistent PA for a short period, and another survey used different feedback schemes in PA ( Terminal prism version, TPA and Concurrent prism version, CPA ) .During TPA, merely the concluding portion of the indicating motion is seeable and prism version relies most strongly on a strategic recalibration of visuomotor eye-hand co-ordinates. In contrast, for CPA the 2nd half of the indicating motion is seeable, and therefore version chiefly consists of a realignment of proprioceptive co-ordinates [ 39 ] . All the five surveies used the same control methods with impersonal goggles. There were two [ 21, 30 ] articles applied limb activation, other articles used different intercessions: visuomotor feedback, practical world, insistent transcranial magnetic stimulation ( Theta-burst stimulation ) . Compared to a old reap praisal [ 45 ] , there was no new intercession reported in this reappraisal in the clip period except the uninterrupted Theta-burst stimulation ( cTBS ) . We included a RCT utilizing rTMS with high quality for the first clip. All surveies investigated individual intervention, except one RCT survey [ 26 ] investigated the effectivity of combinations of two different therapeutics ( trunk rotary motion and eye-patching ) . Duration of intervention period ranged from 3-day [ 29 ] to 5-week [ 38 ] , but for half of the surveies the intervention frequence was 30 min per session, 5 Sessionss per hebdomad, and 2 hebdomads for a entire 10 Sessionss. All intervention were conducted in infirmaries except one [ 22 ] survey involved self-administered home-based pattern for two hebdomads. Outcome measuring In all surveies the results included functional activities and badness of disregard. The functional results included the Functional Independence Measure, the Barthel Index, upper limb motor maps ( the Wolf Motor Function Test and the Modified Motor Assessment Scale ) every bit good as the Stroke Impairment Assessment Set. Apart from the BIT, the result for neglect badness included the Catherine Bergego Scale ( CBS ) , the Bell Cancellation Test, reading and computerized ocular hunt undertakings, and paper-and-pencil disregard trials. There were three surveies [ 32, 35, 36 ] utilizing BIT entire tonss, three surveies [ 27, 39, 40 ] utilizing both the BIT-C and the BIT-B individually as results, two surveies [ 26, 44 ] utilizing both the BIT entire, the BIT-C and the BIT-B as results. Merely one survey [ 21 ] utilizing the BIT-B entirely as the result. Effectss of rehabilitation intercession 1. The optimum intercession for disregard Cohen ‘s vitamin D on single consequence sizes was calculated as the difference between the pre- and posttest agencies for the individual intervention group, divided by the SD of the pretest scores. There were more than one paper about PA, so we pooled the consequence size of PA prior to relative comparing on all consequence sizes. The consequences showed that for immediate effects, PA was the highest one when measured by BIT-C and BIT-B, while CBT was the highest in BIT entire graduated table ; all attacks showed low consequence size in the durable effects ( Table 3a A ; 3b ) . Table 3a: Immediate consequence size of each attack Results Survey Approach Effect size BIT-C Ladavas et Al ( 1 ) . 2011 Ladavas et Al. ( 2 ) 2011 Mizuno et Al. 2011 Dad 1.31 [ -0.26, 2.88 ] ( pooled ) Ferreira et Al. 2011 VST 1.16 [ -0.24, 2.56 ] Harvey et Al. 2003 VF 1.15 [ -0.25, 2.55 ] Tsang et Al. 2009 EP 0.71 [ 0.02, 1.41 ] Fong et Al ( 1 ) . 2007 TR 0.50 [ -0.19, 1.19 ] Luukkainen-Markkula 2009 LA 0.27 [ -0.87, 1.41 ] Fong et Al ( 2 ) .2007 TR+EP 0.19 [ -0.48, 0.86 ] BIT-B Ladavas et Al ( 1 ) . 2011 Mizuno et Al. 2011 Dad 0.86 [ -0.45, 2.18 ] ( pooled ) Fong et Al ( 1 ) . 2007 TR 0.16 [ -0.52, 0.84 ] Fong et Al ( 2 ) .2007 TR+EP 0.15 [ -0.52, 0.82 ] Robertson et Al. 2002 LA -0.08 [ -0.70, 0.54 ] BIT ( Total ) Koch et Al. 2012 Terbium 1.46 [ 0.39, 2.53 ] Serino et Al. 2009 Turton et Al. 2010 Dad 0.55 [ 0.16, 0.94 ] ( pooled ) Fong et Al ( 1 ) . 2007 TR 0.40 [ -0.28, 1.09 ] Fong et Al ( 2 ) .2007 TR+EP 0.18 [ -0.49, 0.85 ] Table 3b: durable consequence size of each attack Items Survey Approach Effect size BIT-C Mizuno et Al. 2011 Nysa et Al. 2008 Dad 0.52 [ -0.07, 1.11 ] ( pooled ) Luukkainen-Markkula 2009 LA 0.38 [ -0.76, 1.53 ] Fong et Al ( 1 ) . 2007 TR 0.26 [ -0.52, 1.03 ] Fong et Al ( 2 ) .2007 TR+EP 0.25 [ -0.47, 0.97 ] BIT-B Fong et Al ( 1 ) . 2007 TR 0.26 [ -0.51, 1.03 ] Fong et Al ( 2 ) .2007 TR+EP 0.22 [ -0.50, 0.94 ] Mizuno et Al. 2011 Nysa et Al. 2008 Dad 0.03 [ -0.55, 0.60 ] ( pooled ) Robertson et Al. 2002 LA -0.23 [ -0.85, 0.40 ] BIT ( Total ) Fong et Al ( 1 ) . 2007 TR 0.27 [ -0.50, 1.05 ] Fong et Al ( 2 ) .2007 TR+EP 0.24 [ -0.48, 0.96 ] Koch et Al. 2012 Terbium 1.97 [ 0.79, 3.14 ] Serino et Al. 2009 Turton et Al. 2010 Dad -0.06 [ -0.57, 0.44 ] ( pooled ) 2. Effectss of rehabilitation intercession versus any control on BIT steps In order to see the overall effectivity of rehabilitation intercessions on disregard, we applied a meta-analysis on all BIT consequences refer to standardised average difference ( SMD ) and 95 % assurance intervals ( CI ) utilizing random-effects theoretical accounts. The comparing consequences of both immediate and durable effects based on BIT were summarized in Table 4 and inside informations of single intercessions are presented in wood secret plan ( fig 2a A ; 2b ) . Table 4 Effectss of rehabilitation intercession versus any control on BIT steps Result or Subgroup Surveies Participants Statistical Method Effect Estimate 1.1 immediate effects 13 547 Std. Mean Difference ( IV, Random, 95 % CI ) 0.57 [ 0.29, 0.84 ] A A 1.1.1 BIT-C 9 209 Std. Mean Difference ( IV, Random, 95 % CI ) 0.76 [ 0.28, 1.23 ] A A 1.1.2 BIT-B 6 183 Std. Mean Difference ( IV, Random, 95 % CI ) 0.37 [ -0.16, 0.91 ] A A 1.1.3 BIT ( Total ) 5 155 Std. Mean Difference ( IV, Random, 95 % CI ) 0.55 [ 0.16, 0.94 ] 1.2 durable effects 9 400 Std. Mean Difference ( IV, Random, 95 % CI ) 0.21 [ 0.01, 0.41 ] A A 1.2.1 BIT-C 5 117 Std. Mean Difference ( IV, Random, 95 % CI ) 0.37 [ 0.00, 0.74 ] A A 1.2.2 BIT-B 5 145 Std. Mean Difference ( IV, Random, 95 % CI ) 0.04 [ -0.29, 0.37 ] A 1.2.3 BIT ( Total ) 5 138 Std. Mean Difference ( IV, Random, 95 % CI ) 0.36 [ -0.21, 0.92 ] Fig 2a Rehabilitation intercession versus any control, result: immediate effects Figure 2b rehabilitation versus any control, result: durable effects Immediate consequence of rehabilitation intercession Fig.2a showed the forest secret plan of the immediate effects of the included surveies. The meta-analysis showed that there was important heterogeneousness across the surveies, the random consequence theoretical account was chosen. The BIT-C had a statistically important average consequence size of 0.76 ( 95 % CI, 0.28-1.23 ; p=0.002 ) . The BIT-B showed no statistically important average consequence size of 0.37 ( 95 % CI, -0.19-0.91 ; p=0.17 ) , and the BIT ( Total ) showed a statistically important average consequence size of 0.55 ( 95 % CI, 0.16-0.94 ; p=0.006 ) . The sensitiveness of each test on the average consequence size was besides assessed by excepting one test one time at a clip. The overall consequence was the same even when any one of the tests was eliminated. Durable consequence of rehabilitation intercession Fig.2b showed the forest secret plan of the durable effects of the included surveies. The meta-analysis showed that there was no statistically important on all results of the BIT-C, BIT-B, and BIT ( Total ) .The impact of each test on the average consequence size was besides evaluated by excepting one test at a clip. The consequence was still non-significant ( p gt ; 0.05 ) even when one of the tests was eliminated. Pooled consequence of PA on disregard Since there was more than one survey on the consequence of PA, we pooled the consequence size of each result ( Table 5 ) . No statistically important consequences were found both immediate and durable effects in all results with important heterogeneousness. Table 5: PA intercession on Disregard Result or Subgroup Surveies Participants Statistical Method Effect Estimate 2.1 immediate effects 5 216 Std. Mean Difference ( IV, Random, 95 % CI ) 0.89 [ 0.27, 1.51 ] A A 2.1.1 BIT-C 3 74 Std. Mean Difference ( IV, Random, 95 % CI ) 1.31 [ -0.26, 2.88 ] A A 2.1.2 BIT-B 3 74 Std. Mean Difference ( IV, Random, 95 % CI ) 0.86 [ -0.45, 2.18 ] A A 2.1.3 BIT ( Total ) 2 68 Std. Mean Difference ( IV, Random, 95 % CI ) 0.59 [ -0.02, 1.19 ] 2.2 durable effects 4 125 Std. Mean Difference ( IV, Random, 95 % CI ) 0.15 [ -0.20, 0.51 ] A A 2.2.1 BIT-C 2 47 Std. Mean Difference ( IV, Random, 95 % CI ) 0.52 [ -0.07, 1.11 ] A A 2.2.2 BIT-B 1 16 Std. Mean Difference ( IV, Random, 95 % CI ) -0.04 [ -1.06, 0.97 ] A A 2.2.3 BIT ( Total ) 2 62 Std. Mean Difference ( IV, Random, 95 % CI ) -0.06 [ -0.57, 0.44 ] 4. Discussion Our systematic reappraisal indicates that there is modest grounds back uping prism version and oculus patching to cut down one-sided disregard in patients with shot, as shown by the BIT-C both in immediate and durable effects. Other surveies proved positive effects with usage of ocular scanning preparation [ 36 ] , visuomotor feedback [ 22 ] , and TBS [ 46 ] . Since Koch et al [ 44 ] , Merely reported the entire mark of BIT and entire tonss of BIT-C and the BIT-B was non available, it is impossible to pull the decision that rTMS was better than prism version in bettering the public presentation of undertakings from the BIT-C and BIT-B for neglect patients. Harmonizing to this reappraisal, the PA seems slope to had the highest consequence size in immediate effects, but the 95 % assurance interval of consequence size crossed over nothing point, so it is no statistically important when it come to the decision. prism version, a bottom-up intercession affecting sensory-motor malleability, was foremost described by Rossetti et al [ 46 ] based on the phenomenon of visuo-motor version. And has been widely used as a paradigm to show visuomotor short-run malleability [ 47 ] .the process consists of have oning an optical prisms and a series of insistent perceptual-motor indicating motions. The possible nervous mechanism underlying the curative consequence is that prism version reduces left spacial disregard by easing the enlisting of integral encephalon countries responsible for commanding normal visuospatial end product by ways of short-run sensori-motor malleability. This technique have produced some betterment in a broad scope of disregard sym ptoms particularly the ocular 1s [ 48-50 ] . However, some opposite consequences were reported [ 51, 52 ] , The inconsistent consequences likely due to the incomparability of intervention setup, continuance of the intervention, differences in the undertakings used to measure prism version effects and the post-stroke continuance. Similar to PA, oculus patching is another underside up compensational intercession for disregard. In our reappraisal, Tang [ 25 ] reported that the 4 hebdomads application of right hemi-visual field patching demonstrated a important consequence with consequence size of 0.71. This technique concentrates the patients ‘ attending on the contralesional infinite by barricading the ipsilesional ocular field, which lessens the disinhibition to the pointing mechanism of the ipsilesional side ensuing from interhemispheric instability. But more good quality RCTs is needed for measuring the existent impact on disregard. The theta-burst stimulation ( TBS ) is a sort of insistent transcranial magnetic stimulation ( rTMS ) which showed comparatively high consequence size as measured by the BIT entire tonss in our reappraisal. Transcranial magnetic stimulation ( TMS ) has become a popular method to excite the human encephalon, Insistent stimulation ( rTMS ) has particularly gained involvement for its curative potency to modify cortical irritability [ 53 ] , which throw visible radiations on the usage of the inter-hemispheric competition theoretical account in explicating the recovery after neglect upset in shot patients [ 54-57 ] . Harmonizing to these surveies, the insistent Transcranial Magnetic Stimulation ( rTMS ) induced and repaired the interhemispheric instability ( a neglect-like behaviour ) in the left or right posterior parietal cerebral mantle in healthy worlds. Based on these findings, some surveies were conducted to research whether this attack may be utile in advancing clinical recovery fr om disregard and the consequence is assuring [ 57-60 ] . Compared to traditional standard cognitive intercession, rTMS can speed up clinical recovery and more effectual in bettering standard trials. And it seemed that the severely patients at baseline benefited more from the intercession. However, the different result measurings and clinical test methodological restriction made it impossible to pull any decision based on robust grounds. This reappraisal can non reply inquiry refering the best beginning clip for neglect rehabilitation intercession, because that most participants of the included surveies were recruited in either the subacute or chronic stages. Merely few surveies implemented rehabilitation to pretermit within one month after stroke [ 26, 27 ] . As most of the self-generated recovery after shot was happened in the first month [ 61 ] , in order to avoid the confounding of self-generated recovery, farther research is necessary to find the effects of an earlier rehabilitation against natural recovery of one-sided disregard after shot. Neglect is the best individual forecaster of long-run functional damage and hapless result in the early phase [ 62, 63 ] , and recent surveies on the mechanism of neglect emphasized more on the secondary alterations of remote web related to attending [ 64 ] . A survey [ 65 ] based on neuroimaging showed that at two hebdomads after shot, the usually functional connectivity be tween left and right dorsal parietal cerebral mantle was disrupted and the grade of dislocation correlated with the badness of left spacial disregard. So it is sensible that patients should get down neglect intercession every bit shortly as possible in the acute phase in order to avoid erudite no-use occurred over the neglect side by increasing multisensory inputs or stimulation to the ipslateral encephalon parts and decelerate down the secondary alteration in the encephalon relation to pretermit. For farther research, we recommend earlier intercession and adequate follow up to maximise the benefit and proctor persist consequence of disregard rehabilitation and functional results. Our reappraisal indicates that the BIT conventional subtests and the BIT entire mark may be used to mensurate the immediate effects on one-sided disregard as the entire average consequence size on immediate effects was 0.76 and 0.57 severally, which can be consider as clinically important [ 66 ] . The BIT behavioural subtests should non be used entirely as an result as we could non establish any satisfactory consequence in the BIT-B as the consequence size is excessively little ( average immediate consequence size=0.37, average durable consequence size=0.04 ) to make any statistical important consequences. Restrictions of the reappraisal The reappraisal exists some restrictions. The quality of the included surveies limits the determination of this reappraisal. Although there was an betterment in the coverage quality as the average sum mark in this reappraisal was 6.08 A ± 0.81 ( ranged from 5 to 9 ) as rated by the PEDro, which is higher than that of the antecedently reported mark 4.56 A ± 1.54 with a scope from 2 to 7, obtained from the overall RCTs in another reappraisal of neglect rehabilitation [ 7 ] . The intention-to-treat analysis is non satisfied by any of the surveies. The sightlessness design is still the most failing of these RCTs. The heterogeneousness of surveies included meant this meta-analysis is less powerful and could non place a conclusive optimum intervention approach.in add-on ; extended hunt may acquire more surveies to beef up the decision. Decision Prism Adaptation ( PA ) appeared to be the most common and effectual scheme among rehabilitation intercessions on one-sided disregard and rTMS possibly is a promising attack for intervention of one-sided disregard. Rehabilitation intercessions have positive immediate effects on one-sided disregard as measured by the BIT conventional subtest than that on the behavioral subtest. As shown by the short durable effects, effects of rehabilitation intercessions are frequently transeunt and frequently can non be generalized across clip to daily working. All surveies faced the same failing of lower power with smaller samples and restriction in sightlessness design. More strict surveies should be done before coming to a steadfast decision. 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My Last Day in Haiti Essay Example For Students

My Last Day in Haiti Essay Everyone has their story. I remember when I left my country Haiti. It was a sad day in my life. I was very unhappy. I just thought that leaving my country wasn’t a good decision for me. In addition, traveling to another country wasn’t easy for a couple reasons. First, I was going to meet different people, and I didn’t know anything about the other country. However, I had my purpose to move forward to another country for many reasons. For example, my education and my financial situation were two of them. Unfortunately, I was feeling sad that day because I was going to miss my family members, my friends, and my culture. First of all, I was going to miss my family members because most of them live in Haiti. In addition, I was afraid for numerous reasons because I had my favorite aunt that I grew up with in Haiti. My aunt was a part in my life because she always cared for me during 22 years. I couldn’t imagine leaving my beloved aunt was going to be easy for me. As well I felt my sadness in that day, and made me cry. She tried to give me her sympathy. I couldn’t accept it because she was my adored aunt. Unfortunately, the time was passing and I took my new life in charge. I just followed my purpose to move on. On the other hand, I started my new life, and forgot every negative idea. Second of all, people usually have trouble when they leave their country because they are going to miss their friends. I was sad that day because I was going to miss my beloved friends. They were amazing. They were coming to see me on my last day in Haiti in my family house. When they arrived, they talked to me and gave me their advice to make me comfortable. They tried to make me enjoy that day, but I couldn’t even feel it. We ate our breakfast together, and I still felt sad in my heart. I thought about how close us to each other. I started to cry, and I couldn’t be happy. As they spoke to me, they kept telling me everything was going to be well. I kept my head outside the window of my house, and stopped talking to them because they augmented my melancholy. They were my beloved friends. They were amusing and fantastic to me. After being with my friends, my aunt, my friends, and I went to the supermarket to say my last goodbye to the seller and the manager. At this moment, I realized how much I was going to miss my culture. I gave the seller and manager big hugs accompanied to a kiss. They missed me. I hawk to buy a big fish with plantain on that moment so that I could remember them. I was going to miss my food custom very much because I liked to enjoy with my family and friends. I thought about my favorite food which was rice and bean. I obliged to say goodbye with my culture. Finally, we got to the airport, then we had to say some more goodbyes including one to my aunt that I felt so attached with because I was living whit her. Scanning my bags didn’t take long and very soon I couldn’t see anyone I knew except my siblings. I boarded the flight and flew to Miami. This was a big plane but I had bigger things to worry about, my siblings. I had a bad depression about leaving my country. These three clues made me sad on my last day in Haiti: my family, my friends, and my culture. I had so many reasons to feel that sadness. I remember everything that I saw in the airport. I was the first to see my dad in twenty-two years, and it was the second time in my life. At the end of my journey, I was very happy when I saw my dad. It was getting pretty dark outside; at least the journey was over

Charles Ponzi Essay Example

Charles Ponzi Essay Name: Course: Instructor: Date: We will write a custom essay sample on Charles Ponzi specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Charles Ponzi specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Charles Ponzi specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Charles Ponzi Charles Ponzi was born in Parma, a city in Italy from a family that had its recognition as being prosperous. He was born as Carlo Pietro Giovanni Guglielmo Tebaldo Ponzi on the third day of March in 1882, to his parents known as Roberto and Maria Ponzi (Dunn, 16). He was infamous for his fraudulent and swindler lifestyles. To date his schemes were regarded as among the worst in the United States resulting in the term â€Å"Ponzi Scheme† for what is considered as Ponzi scheme (Zuckoff, 21). His schemes were synonymous with promises of doubling the funds and the purchase of postal coupons with claims of substantial returns on investments. Ponzi arrived in the United States on November 15 1903, in Boston, in the state of Massachusetts. This was on the vessel S.S Vancouver. He carried with him the hopes of achieving the American dream. He had gambled all of his savings during his voyage into the United States. During his stay in the East Coast of the United States, he performed odd jobs to enable him survive. In Boston, he managed to work as a dishwasher, and he was later promoted to a waiter. However, he was later laid off for claims of theft and shortchanging the restaurant customers. In the year 1907, he opted to move north into Montreal where he sought employment. He was lucky and managed to get employment at a new bank in the city that had just started operations known as Banco Zarossi. The bank’s owner Luigi Zarossi, aimed at tapping into the large Italian consumer market living in the city of Montreal (Zuckoff, 39). The bank at the time issued a 6% return of bank deposits, which was significantly higher than the going market rate at the time. This was one of the main attractions of consumers to the bank resulting in rapid growth of the bank. Ponzi was later appointed as the bank manager of Banco Zarossi (Dunn, 28). However, it became evident to Ponzi that the entity was not as profitable as it implied because Zarossi used funds form newly opened bank accounts to pay for the enormous interest rates. The bank eventually collapsed, was closed, and Zarossi ran away to Mexico with all the funds saved by the populace in Montreal. Ponzi had come into the United States to find employment. Ponzi was later arrested in Montreal for forging a check of $423 that he aimed to use to travel back to the United States. He was later released in the year 1911 and was involved in a crime for smuggling illegal Italian immigrants through the border. He was arrested and sent into the Atlanta Prison where he spent another two years in prison. This prison played a momentous responsibility in influencing him into the world of crime and specifically that of fraud and theft. He befriended an infamous mobster by the name Ignazio Lupo alias â€Å"the Wolf†. In addition, he also befriended a Wall Street businessperson by the name Charles W. Morse who was also in the same prison (Dunn, 33). Ponzi, after release, went back to Boston and married Rose Gnecco in the year 1918. He was unable to find appropriate employment and opted to work in the home product store that was owned by the father to his wife. During this period, he came up with an idea to make money through advertising and started his individual advertising company, which failed. In the same period, a Spanish firm wrote to him with interests in the catalog. The letter was accompanied by an International Reply Coupon that he thought had a weakness that would enable him to make money. An international reply coupon was used by people for payment of postage of a reply after receipt from a correspondent. Such were usually charged at the price tag of the postage from the country where the post originated. The IRC’s could be used to make exchanges for stamps in the country of receipt; hence, there was potential from making a profit by the recipient of the IRC. Thus, the newfound idea by Ponzi could be simply termed as arbitrage, in that an asset was purchased from one country and sold in another country for a massive profit. Ponzi claimed that such exchanges would result in excesses of more than 400%. He began his scheme by sending money to his relatives in Italy to make purchases of the vouchers, and then forward them to the United States. However, this resulted in an alarm by the authorities after he tried to redeem numerous coupons. His scheme materialized, and he began to employ agents and reward them with good commissions for the dollars that they brought in terms of the investments. This spread the word about the rapid growth of the firm that he had started and named Securities Exchange Company. His deposits of the funds collected happened in the Hanover Trust Bank of Boston (Dunn, 73). He hoped to attain a large stake in the bank and bought shares with some of his friends who had helped him in the growth of the scheme. From his previous skills and experience as a bank manager in Montreal, he applied identical tactics used by Zarossi and paid the clients with new deposits of funds with promises of vast returns (Dunn, 36). His scheme, however, brought about suspicion given the short rise to wealth by Ponzi, coupled by the rapid growth of his entity given the short period between inception and substantial returns achieved. His day of reckoning began with the claims from McMaster of the presence of fraud, theft and irregularities from the incriminating evidence found in the financial records held by the Securities Exchange Company. The Post in Boston later published that Ponzi had been earlier involved in crimes such as the forgery and fraudulent activities of the Banco Zarossi, where he worked as the Bank manager. This claims played a vital position in the crash of the Hanover Trust Bank given that Ponzi had borrowed massive amounts from the entity, which he could not repay with his swindled money. In addition, despite the numerous investments that were received by the bank in from of checks, his account was in the negative given his large overdrafts to furnish the interest payments (Zuckoff, 44). The fall of the Hanover Trust Bank was also followed by an additional collapse of another five banks. The investors in his scheme lost amounts estimated to be about $20 million, in the year 1920, which could be translated to about $225 million as at the year 2011. After his arrest, he was almost awarded bail, a decision, which was later withdrawn after more incriminating evidence, came into light that showed he had committed significant financial misdeeds. In addition, he was denied bail because he was considered as a flight risk given the large amounts of investments in his name, which could easily enable him to escape from the United States. The investors of this scheme received less than $30c for a dollar of investment (Dunn, 41) He was arrested and charged with two federal indictments and eighty-six mail fraud counts. With potency for a lifetime in prison, Ponzi pleaded guilty to the charges based on pressure from his wife, in the year 1920. He received a prison term of five years that was to be served in a federal penitentiary, due to his involvement in instigating one of the largest defrauding schemes in the world. He was later released after a period of forty-two months but was immediately rearrested by the Massachusetts State on charges of Larceny. He had been promised by the Federal courts that his guilty plea would waiver any other criminal charges against him in his concoction of the fraudulent scheme. Ponzi sued the state with claims that it did not have any jurisdiction to charge him, given that he was a state prisoner. In the year 1922, in one of the larceny charges hearings, he was self-represented since he had inadequate funds to find proper legal representation. He was able to actualize his smooth talking skills and was found not guilty by the jury. In the second charges, he was charged on five counts of larceny resulting g in a jury deadlock. However, during the third trial he was found guilty by the courts and sentenced to nine additional years in jail. Federal agents worked to have him deported given that he had not obtained American citizenship since his arrival in the United States in 1903. In addition, he was released on bail and fled to Florida and initiated another fraudulent scheme known as the Charpon Land Syndicate with the first words as initials for his name. He sold land to people majority of which was swampy in the county of Columbia. He was indicted by the Grand Jury of the state of Florida, specifically in the Duval County in the year February 1926. He posted bond of $1,500 and was released. He tried to flee but was arrested in New Orleans and served seven years in the state of Massachusetts. After his release in the year 19 34, he was met with an order for his deportation back to Italy given the harm he had caused to the American people (Dunn, 57) Ponzi always stands as one of the greatest concocters of fraudulent schemes in the United States resulting in the infamous term â€Å"Ponzi Scheme† to refer to any fraudulent schemes with promises of high returns. Ponzi was able to disclose the presence of loopholes within the postal industry, which enabled the postal services around the world to find new forms of postage to prevent the presence of fraud. In addition, he also enabled the American populace to proceed with caution in relation to investments that promise suspiciously higher returns than the average market returns on any investment. In essence, his schemes were a valuable lesson for the American society in relation to management of individual funds and the necessity for evaluation of investments and investment entities. Work Cited Dunn, Donald. Ponzi: The Incredible True Story of the King of Financial Cons (Library of Larceny) (Paperback). New York: Broadway, 2004. Print. Zuckoff, Mitchell. Ponzi’s Scheme: The True Story of a Financial Legend. New York: Random House, 2005. Print.

Names of Occupations and Job Titles in Spanish

Names of Occupations and Job Titles in Spanish Chances are that when you start talking with native Spanish speakers, one of the first things youll talk about is your jobs or occupations- or what you hope to do someday. Heres a guide to talking about occupations in Spanish along with a list of the most common types of jobs. List of Occupational Names Many of the job titles below seem familiar, as many are English cognates, having come from Latin. Keep in mind, though, that in a few cases the meanings in similar-sounding titles dont always line up exactly, sometimes because of cultural differences. A secondary-school teacher in Latin America, for example, might be known as a profesor, while in the United States, at least, the word professor is used primarily at the university level. In this list, the masculine forms are given. The feminine forms are given following a slash (/) in cases where they dont follow the rules above. Note also that different words may be used in some areas, or for certain specialties. Accountant- contador, contableActor/actress- actor/actrizAdministrator- administradorAmbassador- embajadorArchaeologist- arqueà ³logoArchitect- arquitectoArtist- artistaAthlete- atleta, deportistaAttorney- abogadoBaker- panaderoBarber- barberoBartender- mesero, cantineroBeautician- esteticistaBiologist- bià ³logoBusinessman/businesswoman- hombre/mujer de negocios, empresarioButcher- carniceroCaptain- capitnCarpenter- carpinteroChemist (pharmacist)- armacà ©uticoChemist (scientist)- quà ­micoChief executive officer- director generalClerk (office worker)- oficinistaClerk (retail worker)- dependienteCoach- ntrenadorComputer programmer- programadorCook- cocineroDancer- bailarà ­n/bailarinaDentist- dentistaDoctor, physician- mà ©dicoDriver- conductorEditor- redactorElectrician- electricistaEngineer- ingenieroFarmer- agricultor, granjeroFirefighter- bomberoFlorist- floristaGeologist- geà ³logoGuard- guardiaHotelier, innkeeper- hoteleroJeweler- joyeroJournalist- cronistaKing/que en- rey/reinaLandlord- dueà ±oLawyer- abogadoLibrarian- bibliotecarioMail carrier- carteroMechanic- mecnicoMidwife- comadronaMinister (politics)- ministroMinister (church)- pastorModel- modelo (no separate feminine form)Musician- mà ºsicoNurse- nfermeroOptometrist- optà ³metraPainter- pintorPharmacist- farmacà ©uticoPilot- piloto (separate feminine form rarely used)Poet- poetaPresident- presidente/presidentaProfessor- profesor, catedrticoPsychologist- sicolà ³gicoRabbi- rabinoSailor- marineroSalesman/saleswoman- dependiente, vendedorScientist- cientà ­ficoSecretary- secretarioServant- criadoSocial worker- asistente socialSoldier- soldadoStudent- estudianteSurgeon- cirujanoTeacher- maestro, profesorTherapist- terapeutaVeterinary- veterinarioWaiter- camarero, meseroWelder- soldadorWriter- escritor Grammar of Occupations Gender One matter of some confusion can be the gender of the occupational names. In many cases, the same word is used to refer to a man as to a woman. For example, a male dentist is el dentista, while a female dentist is la dentista. In some cases, there are distinct forms, such as el carpintero for a male carpenter and la carpintera for a female carpenter. In many cases, both forms can be used to refer to a female. For example, the boss is el jefe if hes male, but either la jefe or la jefa if shes female, depending on the region and, sometimes, whos speaking. Similarly, la mà ©dica is used to refer to a female doctor in some areas, but in other areas la mà ©dico is used and/or might be considered more respectful. In nearly all cases, using la with the masculine form is the safer choice if youre not sure of local usage. Otherwise, the feminine form of the occupations ending in -o are formed by changing the -o to an -a. Occupations that end in -dor are changed to -dora for the feminine. Occupation names that already end in -a are the same in masculine or feminine. Use of the Indefinite Article Unlike English, Spanish does not use the indefinite article- a or an in English, and un or una in Spanish- when specifying someones occupation: No soy marinero; soy capitn. (I am not a sailor; I am a captain.)Mi madre es profesor de ciencia. (My mother is a science teacher.)Felipe Calderà ³n era presidente de Mà ©xico. (Felipe Calderà ³n was president of Mexico.)Se hizo actriz extraodrinaria. (She became an extraordinary actress.) However, the article can be used in other situations, such as when talking about an occupation in general: Un actor es una persona que interpreta un papel. (An actor is a person who plays a role.)El juez condenà ³ a un dentista por hacer extracciones innecesarias. (The judge sentenced a dentist for performing unnecessary extractions.) ¿De dà ³nde saca la inspiracià ³n un escritor? (Where does a writer get inspiration from?) Some occupation names can be used in ways characterize actions rather than referring to occupation, in which case the article can be used. Todos sabà ­an que el despota era un carcinero psicoptico. (Everyone knew the dictator was a psychopathic butcher).Mi moto es un psicolà ³gico, y la velocidad mi terapia. (My motorcycle is a psychologist, and speed my therapy.) Key Takeaways Many occupations names in Spanish are similar to those of English because they both come from Latin.The indefinite article (un or una) is not typically used when referring to someones occupation.Separate feminine and masculine forms exist for the names of some occupations, although their use varies across regions.

Why do consumers purchase fair trade products Discuss Essay

Why do consumers purchase fair trade products Discuss - Essay Example The traditional theories of consumer behaviour were strongly related to the rational aspect of consumers whereas in the present scenario the consumers buy more of justice, intangibility and conscience. The issue of ethical consumerism has gained its importance in the recent times which clearly states that while making purchase decisions the factor of ethics is highly integrated by the consumers. The concept of fair trade can be related to an organized social movement with a goal to help the producers located in developing countries to make the best practices of trading and even to encompass sustainability. The fair trade practices comprise of high environmental and social standards and even advocates a higher price payment to the exporters. It is a kind of trading partnership that is based majorly on transparency, respect and dialogues that secures more of equity in the practice of international trade (Ransom, 2006, pp. 94-95). The major benefit of such fair trade is that it tries to establish the best conditions for trading and even secures rights for those marginalized workers or producers. These fair trade practices usually demands for the support of the consumers in order to raise awareness, campaign for changes, and even support the producers so as to eliminate the loopholes that are in conventional trading. There are certain fair trade organizations such as FLO Intern ational, World Fair Trade organization, Network of European Worldshops, European Fair Trade Association that involves into various forms of ethical marketing programs and aims at selling fair trade products mainly through supermarket channel so as to create a real impact through large volumes of product sales. The fair trade products provide the opportunity to the customers to shop everyday and help to reduce the level of the poverty across the world and develop a bright future (White, Macdonnell and Ellard, 2012, pp. 103-118). The fair trade mark on the

Using Facebook at Work Essay Example | Topics and Well Written Essays - 2250 words

Using Facebook at Work - Essay Example People tend to spend hours and hours of their time stocking other profiles, uploading photos, commenting on photos, updating their statuses and catching up with their numerous friends. Social networking sites like Facebook, Twitter, MySpace, Tagged, etc. although prove beneficial in building up your social network and strengthening relations its use has many adverse effects as well particularly when you are using Facebook while you are at your workplace. Using Facebook at work place has a very few advantages and benefits in comparison to the great many drawbacks and threats it poses to its users as well as the security of the office or the company. Though the use of Facebook is permitted in some companies but many companies have banned the use of Facebook during work hours or limited the access for its users. Advancements in technologies and introduction of smartphones and other multi-purpose devices have made the access to such networking very easy and have brought about problems fo r the offices and companies who do not allow its use. These sites may be of great use if used domestically or at home because it helps you to keep you linked to all your family members, friends, colleagues, workmates and to build new acquaintances but it certainly is not of much use while used during office hours (Sutherland 2011). Executives and managers of many different offices and companies do not allow the use of Facebook to their employees during the office hours. The offices have mentioned in their policy that it is strictly prohibited to use Facebook while at work and can have serious implications if found using in the office. The major reason why the officials are against of using Facebook is that they are major attention diverters. When you get yourself logged into Facebook and start navigating through the page it seems as if the world has stopped behind you and you do not realize how much you have spent just scrolling through pages, visiting

Case study Example | Topics and Well Written Essays - 1000 words - 3

Case Study Example Hertz offer fantastic customer experience in providing best cars and comfort as par as the car hire is concern. The combination of great brand value and the potential financial efficiencies made the Hertz one of the most profitable business leaders in the business. Hertz business was matured and profitable enough to be acquired. The initiative from the CD& R financial partners David Wasserman, Micheal Baiarz and Nathan Sleeper on a capital structure which would have lowered the Hertz capital cost was really beneficial for CD&R. The Hertz was a potential investment opportunity as Hertz business was mature and competitive in all the countries where they had their business fleets. The CD&R’s Consortium is well-known as CCM which includes the Carlyle Group and Merrill Lynch Global Private equity; both of them are the most dominating companies in the business scenario. On August 30th the CCM submitted its final bid of five point four billion dollars including a request that Ford make a certain tax election which would step up the tax basis of Hertz asset. However, there were some several companies who had submitted the final bid on the same date and among them one is the private equity consortium, composed of Bain Capital, The Blackstone Group, Thomas H. Lee Partners and Texas pacific

Organizational controls and structure in business

Organizational controls and structure in business Introduction Organizational structure can be defined as the formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals. (Jones, et al, 2010)  [i]   Organizational structure specifies: The firms formal reporting relationships, procedures, controls, and authority and decision-making processes; and, The work to be done and how to do it, given the firms strategy or strategies Developing an organizational structure that effectively supports the firms strategy is difficult, especially because of the uncertainty about the cause-effect relationship in the global economys rapidly changing and dynamic competitive environments.  [ii]   Organizational Controls Organization Control includes any process designed to assure that organization plans are carried out the way they were designed. Control in the organizational context can be classified as: 1. Strategic controls 2. Financial controls Strategic controls are largely subjective criteria intended to verify that the firm is using appropriate strategies for conditions in external environment and the companys competitive advantage.  [iii]  Strategic controls are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages) Financial controls, on the other hand, are largely objective criteria used to measure the firms performance against previously established quantitative standards.iii Financial controls have two criteria: Accounting-based measures include: Return on investment Return on assets Market-based measures include: Economic Value Added (EVA) Relative use of controls varies by type of strategy. Large diversified firms using a cost leadership strategy emphasize financial controls. Companies and business units using a differentiation strategy emphasize strategic controls. In relation with organizational structure, organizational controls are important to measure the effect caused by a change in the structure. Relationships between Strategy and Structure Strategy and structure have a reciprocal relationship. Structure flows from or follows the selection of the firms strategy but once in place, structure can influence current strategic actions as well as choices about future strategies. Evolutionary Patterns of Strategy and Organizational Structure The relationship between organizations strategy and structure was studied extensively by Alfred D. Chandler in his legendary book Strategy and Structure: Chapters in the History of the American Industrial Enterprise. According to Chandler (1962), firms grow in predictable patterns: First by volume Then by geography Then integration (vertical, horizontal) And finally through product/business diversification Chandler also says that a firms growth patterns determine its structural form. All organizations require some form of organizational structure to implement and manage their strategies. Firms frequently alter their structure as they grow in size and complexity. The three basic structure types are: Simple structure Functional structure Multidivisional structure (M-form) Global expansion structure The following figure explains the change in organizational structure with growth and strategy. D:Chap11graphicsMultidiv_fig 11.1.jpgD:Chap11graphicsFunctional_fig 11.1.jpgD:Chap11graphicsSimple_fig 11.1.jpg Efficient implementation of formulated strategy Efficient implementation of formulated strategy D:Chap11graphicsSalesHigher_fig 11.1.jpgD:Chap11graphicsSalesLower_fig 11.1.jpg Simple Structure A simple structure is where the owner-manager makes all the major decisions and monitors all activities while the staff serves as an extension of the managers supervisory authority. (C. Levicki, 1999). This type of a structure is matched with focus strategies and business-level strategies where firms commonly compete by offering a single product line in a single geographic market. Functional Structure A functional structure is a design that groups people together on the basis of their common expertise and experiences or because they use the same resources. (Jones, et al, 2010) Functional structure supports use of business-level strategies and some corporate-level strategies single or dominant business with low levels of diversification. Multi-divisional Structure The multi-divisional structure (M-form) consists of operating divsions, each representing a separate business or profit center in which the top corporate officer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Multi-divisional structure has three major benefits: Corporate officers are able to more accurately monitor the performance of each business, which simplifies the problem of control Facilitates comparisons between divisions, which improves the resource allocation process Stimulates managers of poorly performing divisions to look for ways of improving performance International Strategies and Worldwide Structures International strategies are becoming increasingly important for long-term competitive success in what continues to become a global economy. The following framework explains how organizations proper in a global economy: Global expansion strategies Global expansion strategies can be understood in terms of local responsiveness and geographical integration within the company. On the basis of these two parameters, four strategies of global expansion have been arrived at. These are: International strategy Multi-domestic strategy Global strategy Transnational strategy International Strategy In case of international strategy, firms decentralize all value-creation functions except for RD and marketing. Multi-domestic Strategy Multi-domestic strategy is oriented towards local responsiveness by decentralizing control to subsidiaries and divisions in each country. Global expansion Strategy Global expansion strategy is oriented towards cost reduction, with all the principal value-creation functions centralized at the lowest cost global location. Transnational Strategy In a transnational strategy some functions are centralized, while others are decentralized at the global location best suited to achieving these objectives. Transnational Global Expansion International integration Multi-domestic Strategy International Strategy Local Responsiveness An observation on structure and strategy The theory developed above is only a guideline to how organizations might structure themselves in their pursuit of growth and global expansion. However, these are not universal rules and many organizations have prospered in spite of structures completely out of sync with those discussed above. Organizations can also use structures which are a hybrid of those detailed above. This study analyses the cases of two organizations, ABB and Semco, which have used contrastingly different structures to implement their strategies. ABB File:ABB logo.svg Asea Brown Boveri (ABB) is seen by more and more global business leaders as the model of the way that organizations will have to operate to thrive in the 21st century-that is, streamlined in structure, rapid in transferring information, having employees who are highly empowered, committed to continuous learning, running world-class HRD programs, and team working and networking globally.  [1]   ABB became one of the most widely admired companies in the world, not because of its products, or its innovative technology, but because of its organizational structure. ABB prided itself on being an organization that its former CEO, Percy Barnevik, saw as being simultaneously global and local, big and small, centralized and decentralized. Formation of ABB: Merger of Asea Brown Boveri ABB was created by the merger in 1987-88 of two companies whose roots lie in the nineteenth century: Asea, founded in Sweden in 1890, and Brown Boveri, established in Switzerland in 1891. The two companies were among the surge of industrial enterprises established towards the end of the 19th century to provide equipment for the rapidly expanding electrical power industry, which involved generating, transmitting, and distributing power, and using it in industrial motors. The strategic commitment to the power industry and to a global strategy was demonstrated in a rapid series of alliances and acquisitions. These moves rapidly extended ABBs international reach into North America and Eastern Europe. The speed with which these acquisitions were integrated into ABB was attributed to the flexibility of its new organization design. Strategic Context ABBs largest business is producing and servicing the equipment for generating, transmitting, and distributing electrical power. The customers in this business are electric utilities around the world, many of which are state-owned or strongly state-regulated. Because national or local governments either directly own or indirectly control the utilities, they had a strong tendency to favor suppliers with a local manufacturing presence, both because local companies are contributing to the local economy and because they can be relied upon for servicing and replacement parts for the complex power systems, any breakdown of which can have enormous costs for local business and for the reputation of the utility. But they have also pressed suppliers to lower their prices and increase the lifetime of equipment, cutting profit margins for suppliers that are unable to achieve greater efficiency in production. ABB is also a world leader in rail transportation systems, such as locomotives, light rail vehicles, and signaling. Again, this is a business in which rail networks are state-owned or state-regulated and subject to the same somewhat contradictory pressures to manufacture locally and to be locally responsive to customers, while achieving efficiency through scale economies and cost savings. A third set of products in ABB is directed to a very different type of customer. Its building systems and industrial production systems are sold to industrial companies, whose concerns are much more focused on price. ABBs businesses require the company to be locally responsive and to maintain a credible local presence in each of its major markets, and simultaneously to be efficient and cost-competitive. Moreover, operating in 140 countries in a wide variety of product lines, many of which are closely related in the eyes of the customer, the company needs to have a high degree of intra-product and cross-product coordination if the company is to capture fully the benefits of its product diversity. However, it also needs to be able to respond quickly to customers and local problems, and to encourage its managers to take responsibility for their units. Organizational Design of ABB One of the first steps taken after the merger of Asea and Brown Boveri was announced in August 1987 was the creation of a task force of five top managers from each of the two companies to generate an organizational architecture for ABB. The task force had agreed on the principal features of the new organization. The structure was to be an international matrix of business and geography. The basic organizing principle was to create highly focused local companies reporting both to a worldwide business manager, who would be responsible for achieving efficiency in that product line and growing the business on a global scale, and to a country manager responsible for coordinating the various businesses within a particular country. In drawing up the shortlists for the high level managers, emphasis was placed on identifying flexible individuals who could cooperate in multi-cultural environments and for whom innovation, risk-taking and the ability to motivate others were almost second nature. One of the goals of the new design was to push accountability, decision-making, and the responsibility for action far down the organizational hierarchy. One of the first steps taken by the new top management was the radical reduction of the company headquarters. Within a few months, the headcount at corporate HQ in Zurich went from over 1,300 professional staff to just over 100. Another crucial step in the process was the design of a company-wide information system, called ABACUS (Asea Brown Boveri Accounting and Communication System).ABACUS collected monthly performance data from each unit, put it into a standard currency (US dollars), and transmitted the information to its main data processing center in Sweden, which compiled the data and passed it to the top managers at the Swiss headquarters and to the designated managers at each level of the company. The basic unit on which performance data are collected for ABACUS is the profit center, the smallest organizational unit in the new organization. Each month they report their performance data to the next highest level of the organization, the local operating company/Business Unit (BU) , which in turn put the data into the ABACUS system. The local operating company composed of two or more profit centers and focused on single business and market. ABBs strategy was to concentrate on radically reducing costs in each site, reducing throughput times, maximizing design and production flexibility, and focusing on local customer needs. The local operating company president had CEO responsibilities for his operations. However, the heads of the local operating companies report to two bosses one was the Business Area manager; the other was the country manager for the country in which the operating company was located. The Business Side of the Matrix: The Business Area The Business Area (BA) manager was responsible for the worldwide strategy and performance of a business.BA management tasks include coordinating technology development, deciding on transfer prices among local operating companies in the BA, transferring expertise within the BA, capturing economies of scale in purchasing, and, perhaps most important, allocation of markets and production to local operating companies. The fact that the BA manager was also the head of a local operating company increased his or her motivation to push responsibility and decision-making down to the local operating companies, on the basis of time pressure, if not personal management philosophy. In addition, they were supported by a BA Board, which assisted the BA manager in setting strategy, reviewing performance, and identifying and addressing key problem areas. The BA Manager selected the members of the Board, and membership varied considerably depending on the nature of the business. The BA Board was an international group, and usually met in a different location for each of its meetings over the course of a year. In addition to the BA Board, the BA had a number of functional councils that brought together key managers in a function for quarterly meetings to assess and exchange internal best practices and to identify and propose solutions for key problems in their area of expertise. For particular problems, the BA Board also formed task forces from among the high-potential younger managers in the BA. The BA manager received monthly reports through ABACUS on the performance of each of the profit centers and operating companies in the BA. The BA manager decided how to disseminate this kind of information across the local operating companies. One of the most important roles of the BA was the dissemination of best practice. Sharing information about performance and exposing managers to different ways of operating, through transfers and through travel help in achieving this. The combination of strict performance requirements with the resources for performance improvement was a powerful driver of change in ABB. The Business Segment The BA managers in turn reported to Business Segment Managers. Business segments were groupings of related BAs. Each segment was headed by a member of the Executive Committee, the highest-level organizational unit in the company. The Country Level The local operating company managers also reported to the country manager of the nation in which it is located. The country manager had profit-and-loss responsibilities for all ABB activities within that country. The country managers task was to realize the potential synergies across the various ABB local operating companies, to present a local face for major projects within that country, to provide the legal and political infrastructure for operations, to coordinate certain personnel development programs, and to make sure that the local political and social environment was understood and considered appropriately in business decisions. The country manager received monthly reports through ABACUS on the performance of each of the local operating companies in the country, and could use these data to identify common problems they faced. The heads of the local operating companies were supported in their contrasting duties to the country manager and the BA manager by a Steering Committee, with representatives from the national company, the BA, and other closely-related local operating companies in the same company. Performance evaluations of the president of the local operating companies were conducted by both the BA head and the country manager. Each share the same basic performance metrics, but each has somewhat different expectations. Managing the Matrix: The Top Management At the top of the company the two dimensions of the matrix met at the level of the Executive Committee, which was chaired by the CEO. The CEO chaired the Committee, and each of the ten Executive VPs had responsibility for one or more of the segments and countries. The extent of their individual responsibilities varied by the scope of their tasks. Each BA manager and each country manager reported directly to a member of the Executive Committee. With ABBs acquisitions, the individual responsibilities assigned to Executive Committee members changed over time, especially in terms of geographies. The major change was on geography: instead of having different members responsible for a portfolio of different national companies, geographic responsibilities were clustered into three regions: Europe, the Americas, and Asia Pacific. Each member was assigned either one of the four industrial segments or one of three geographical regions.The move to make the geography side of the matrix report to Committee members with regional rather than individual country responsibilities also reflected ABBs global strategy. Each Executive Committee member was involved in the annual planning process of each of the BAs and geographic units reporting to him. But as important were their collective responsibilities in charting the overall strategic direction for the company. Extensive communication in a company that operates in 140 countries required a common language, which in ABBs case was English. Communication also took place on a more individual level, between the Executive Committee and their direct reports, and even between the Executive Committee and the heads of the local operating companies. Executive Committee members had access to monthly performance data for all the operating companies, national companies, and business areas for which they were responsible. The ABACUS system provided rapid feedback on changes in the performance of any of these units, and the monthly data were routinely scrutinized carefully at the top of the company. Alignment: Developing the Global Manager One of the key challenges which faced ABB was developing managers who could work effectively in the demanding system. The development of the global managers who could occupy key positions in the Business Areas and at the top of the company on the Executive Committee was the most important task. The global managers should be capable of balancing the often contradictory pulls of being locally responsive and globally efficient, pushing decision-making and responsibility for action down while enforcing accountability and control, and simultaneously encouraging local operating companies to be entrepreneurial while making sure that ABB does not lose the competitive advantage of being a multi-business global company. Keeping this philosophy in mind, such people were developed through the training programs, experience on cross-national teams, and rotation across locations. One of the hallmarks of the cadre of global managers was that they spent a lot of their time travelling internationally. Region Business SegmentExecutive Committee Region Local Operating Company Profit Centers Ce Business Segment Figure 1. ABBs Organizational Structure from 1988-1998 (note: ABB has now moved on from a matrix organizational structure to a more customer-centric organizational structure). Learning from the ABB organizational structure and its impact on its strategy and performance ABBs example clearly shows the example of an organization which can successfully compete on a global level by being both locally responsive as well as paying attention to its global integration strategy. Each local operating company head was given the freedom to operate as the CEO of his business and was free to make his own decisions. By fixing dual responsibility, both to the country manager as well as to the product manager on a global level, ABB was successful in achieving its strategic aim of becoming the leader in the electrical systems and the power generation and distribution business. ABB successfully demonstrated how successful matrix organizations can be. Matrix organizations always had been an important theoretical concept but even other very large organizations with a global presence had failed in implementing it. Matrix organizations were widely touted to be as the organizations of the future in the 1970s and organizations such as Citibank and IBM tried to model their organizations around the matrix structures, but failed, as they found the model too complicated. In fact, ABB was the first company on a global level to implement the matrix organizational model so efficiently. Seeing the success of ABB, many organizations around the world also adopted the matrix structure successfully. The various performance indicators of ABB during the 1988-1996 period clearly showed that when the organizational structure is in sync with strategy of the organization and vice-versa, it results in achieving great results. ABB achieved the co-ordination of 210,000 employees, 310 business units and 5000 profit centers in 140 countries through the matrix structure. This demonstrated the crucial role of linking mechanisms in turning a complex kaleidoscope of grouping patterns into a smoothly functioning organization. ABB simultaneously achieved the goal of acting as a global powerhouse amassing resources know-how on a global scale and responding swiftly to meet the demand of local markets and customers. ABBs net income rose to $1.3 billion in 1996 and its stock price doubled between 1992 and 1996, reinforcing the choice of its organization structure. The SEMCO Model What makes the SEMCO model so interesting is that it for the first 20years it was in operation its structure and culture were autocratic and relied heavily on command and control management styles. However, for the last 20years it has been run democratically. SEMCO is a mode lf how companies who have not yet evolved into democratic cultures can make the transition with credible success. What is also unique about the SEMCO model of democratic organization is how effectively it works in Brazil-a country that is still developing, often unstable and known for economic boons and busts. One could reason that in highly unpredictable environment, command and control corporate structures are even more inadequate for dealing with a dynamic socio-economic climate. Perhaps this is why the SEMCOs adaptive model has been a highly effective model of company Introduction Semco a Brazilian company which manufactures over two thousand different products including industrial pumps, cooling towers etc. and also provides environmental and internet services, saw its revenues growing from $32 million in 1990 to $212 million in 2003.It achieved this growth rate in an economic environment characterized by staggering inflation, and chaotic national economic policy in Brazil. Between 1982 and 1998, Semcos productivity increased nearly sevenfold and profits rose fivefold. Semco was also one of the most sought after Brazilian companies as far as employment was concerned. Turnover among its 3,000 employees was about 1% during the period 1994 to 2004. Repeat customers accounted for around 80% of Semcos 2003 annual revenues. The culture at Semco was unique in the sense that there were no power-packed job titles; employees including top managers themselves did the photocopying, sent faxes, typed letters, and made and received phone calls. There were no executive din ing rooms, and parking was strictly first-come, first-served. Organizational profits were shared with the employees and the salaries were set by the employees themselves. Behind this maverick organization was Ricardo Semler (Semler), the CEO of the company who referred to himself as the Chief Enzyme Officer Wrote Semler, If you ask me to describe it in conventional business terms, Id have to admit I have no idea what business Semco is in. For years, I have resisted defining Semco for a simple reason: once you say what business youre in, you create boundaries for your employees, you restrict their thinking and give them a reason to ignore new opportunities. Semlers way of thinking resulted in an organisation which had no conventional structure, no organisational chart; no fixed CEO, no VPs, CFOs, COOs or CIOs. There was no long term strategic business plans, no career plans, no job descriptions or dress codes for the employees. Some of the important organisational decisions like relocating a unit or acquiring a company were taken on the basis of employees votes. History Semlers father, Antionio Curt Semler, an Austrian-born engineer, migrated to Argentina in1937. A visit to Brazil in 1952 prompted him to think about the prospects a vast, undeveloped country like Brazil presented. During this time, he was working on a centrifuge technology capable of separating oil from vegetables. With an urge to start his own business, he selected the city of Sao Paulo to start his venture, Semco, a contraction of Semler Co, in 1953. Soon after, he obtained a patent for his technology. Through the 1960s and 1970s, Semco was mainly a manufacturer of marine pumps. In the late1960s, ninety percent of the sales of Semco were to the Brazilian shipbuilding industry. Semco was a hierarchical organization with twelve layers of management. According to a Fortune article, Fear was the governing principle. Guards patrolled the factory floor, timed peoples trips to the bathroom, and frisked workers as they left the plant. Anyone unlucky enough to break a piece of equipment wo uld replace it out of his own pocket.According to Semler it was a company with a pyramidal structure and a rule for every contingency. Enter Semler In 1980, at the age of 21, Semler took over as the CEO of Semco. Semlers views on running the company were completely different from those of his father. He felt that the company in its existing form was too rigid. He wanted to replace the old way of doing business and planning with a participatory style of management. But the old guard at Semco was not open to this, with the result that Semler fired two thirds of the top management. Semler started out with a functional organizational structure at Semco. Under this structure, decision-making took a long time and each department took independent decisions that sometimes were not in the interests of other departments. Then, the company shifted to a matrix structure. But, unhappy with its effectiveness, Semler changed the structure of the organization once again. New Organization Structure: From Pyramid to circle Though the company worked on the principle of no Organization structure but it actually had was a very flexible organization structure in the form of 3 concentric circles and few triangles floated in it. The smaller innermost circle would include team of a dozen people the eqivalent of VPs and above Second circle would include the 7- 1o leaders of SEMCOs business units and be called partners. Last immense circles would hold virtually everyone else at Semco machine operators, cafeteria workers, janitors, salesman, security guards and so on. They will be called associates The triangles- They will be distributed around the big circle each enclosing a single person we would call a coordinator. These people would comprise the first crucial level of Management A the marketing,sales and production supervisors, the engineering and assembly area foreman, anyone who had a basic leadership role in our old system. Organizational Culture The replication of business units into smaller units as and when the need arose created units small enough to operate with a commonly shared set of values, philosophy and culture. The organization was bound together by the three interdependent core values: Employee Participation, Profit Sharing and Free Flow of Information. These three values stemmed from the belief that participation in design and implementation of work procedures would give employees control over their work; profit sharing would bring in a sense of ownership; and the availability of information as and when needed would help the employees understand to improve their work practices continuously Leadership and Change Management Semler can be credited with sustaining the radical changes at Semco. He nurtured changes that might have been viewed as taking away his power and authority. He created an empowered environment where employees could innovate continuously. An idea he generated would later permeate to the whole work force. For example, after seeing a company order file cabinets worth $50,000, which were meant only to keep documents which were hardly ever referred to, Semler said that every person in the company should clear his own file cabinets of documen