Essay --

Sigmund Freud is psychology’s most famous figure. He is also the most controversial and influential thinkers of the twentieth century. Freud’s work and theories helped to shape out views of childhood, memory, personality, sexuality, and therapy. Time Magazine referred to him as one of the most important thinkers of the last century. While his theories have been the subject of debate and controversy, his impact on culture, psychology, and therapy is cannot be denied. Freud was born in May 6, 1856 in the Czech Republic. He attended Spurling Gymnasium. At Spurling, he was first in his class and graduated Summa Cum Laude. After studying medicine at the University of Vienna, he gained respect while working as a physician. Freud and a friend were introduced to a case study that resulted in no cause, but they found that having the patient talk about her experiences had a calming effect on the symptoms. That was considered to be the beginning of the study of psychology. Throughout Freud’s time, he came up with many different theories. One of his theories was Life and Death Instincts. This theory evolved throughout his life and work. He believed that these drives were responsible for much of behavior. He eventually came to believe that these life instincts alone couldn’t explain all human behavior. Freud then determined that all instincts fall into one of 2 major classes: the life instincts or the death instincts. Life instincts deal with basic survival, reproduction, and pleasure. Death instincts are apparent after people experience a traumatic event and they often reenact the experience. In Freud’s view, self-destructive behavior is an expression of the energy that is created by the death instincts. Another one of Freud’s theories ... ...a person’s repressed emotions and experiences. It’s commonly used to treat anxiety disorders and depression. (McLeod) Freud also created a number of different works during his lifetime. These works include The Interpretation of Dreams, The Psychopathology of Everyday Life, Totem and Taboo, Civilization and Its Discontents, and The Future is an Illusion. His personal favorite was The Interpretation of Dreams because he said that it contains the most valuable of all the discoveries it had been his good fortune to make. (Cherry) Personally, I believe that Sigmund Freud was a very in depth person. His theories seem to be very accurate and well thought out. Being one of the first people to study this subject, I feel like he set a really good example to other psychologists. He is very interesting to learn about and there is so much more that I don’t even know about him.

Parkinsons Disease Essay -- Health

Parkinson’s disease (PD) is a striatal dopamine deficiency disorder as a consequence of neuronal loss in the substania nigra. It is named after James Parkinson, a British apothecary, who first fully documented its physical signs in 1817. Since then, significant advances have been made in our understanding of characteristic pathophysiology as well as in the medical treatment of different stages of PD. An overview of condition features in terms of epidemiology, manifestations, diagnosis and disease management will be discussed in this paper. I. Epidemiology Parkinson’s disease is a common form of Parkinsonism, affecting as many as one out of every hundred people aged 65 years and over. The disease prevalence increases with age, with approximately 2% of those older than 80 years having PD. It is estimated that the number of patients diagnosed with PD is around 110,000 in the UK. No significant gender predominance has been recognised in most epidemiological studies although some evidence implies that men are more likely to develop PD than their counterparts. Owning to population aging, the incidence of PD is anticipated to rise dramatically in the coming decades. Despite being the second most common neurodegenerative illness after Alzheimer’s disease, the cause of PD remains elusive. To date, a considerable amount of literature has suggested that the disorder may be precipitated by either or both genetic and environmental factors (e.g. ingestion or inhalation of a neurotoxin called MPTP (1-methyl-4-phenyl-1,2,3,6-tetrahydro pyridine). II. Manifestations Parkinson’s disease is classically characterised by the tetrad of clinical features, as follows: bradykinesia or slowness of movement, rest tremor (usually described as pil... ...W, Poewe W, Stocchi F, et al. Rasagiline as an adjunct to levodopa in patients with Parkinson’s disease and motor fluctuations (LARGO, Lasting effect in Adjunct therapy with Rasagiline Given Once daily, study): a randomised, double-blind, parallel-group trial. The Lancet. 12;365(9463):947–54. 10. Rabey JM, Sagi I, Huberman M, Melamed E, Korczyn A, Giladi N, et al. Rasagiline mesylate, a new MAO-B inhibitor for the treatment of Parkinson’s disease: a double-blind study as adjunctive therapy to levodopa. Clin Neuropharmacol. 2000 Dec;23(6):324–30. 11. Oldfield V, Keating GM, Perry CM. Rasagiline: a review of its use in the management of Parkinson’s disease. Drugs. 2007;67(12):1725–47. 12. Chen JJ, Ly A-V. Rasagiline: A second-generation monoamine oxidase type-B inhibitor for the treatment of Parkinson’s disease. Am J Health Syst Pharm. 2006 May 15;63(10):915–28.

Unethical to Terminate Employees Because They Do Not Match

Replacing employees can be very costly for our Healthcare organization there are many different strategies we can develop to help employees who do not match our organizations culture to adapt before we decide to fire them. We first must make sure during the employee selection process that HR is identifying potential employees who pose the relevant skill set for the job applying for along with having similar values of our organization (Sheridan, J.E. , 1992). Next managers at all levels along with supervisors need to revisit their communications and behaviors to ensure they match our organizations values and standards since upper management are the role models of our organization (Fottler, 2011). If upper management is not consistently translating and distributing the cultural norms of our organization how can we expect our frontline employees to do so?Leaders and managers must continually and consistently follow the standards and values of our healthcare organization along with provi ding continuous training, coaching, and education programs to all employees in order to keep it fresh in their minds and will be helpful to employees and the organization since at times the organizations culture can change throughout time. The continuous training, coaching and education will ensure employees are able to keep up with the changes in the culture of our organization (Fottler, 2011).We may also have to revisit and revamp our rewards programs for employees who strengthen the culture of our organization so these employees can also be used as role models to other employees showing them that if they follow the organizations standards and values they will also be rewarded (Glickman, S. , 2008). Our organization would be practicing many unethical practices if we were to just get rid of employees without providing employees the proper tools, training, workshops, coaching and incentives before we fired them since during the hiring process we are to choose employee’s whose values are similar to our organization.In turn employees that we may fire due to their culture not matching up with the organizations may sue us causing us not only financial problems but may affect our reputation negatively (Fottler, 2011). Issues that may arise during the meeting are upper management not wanting to take responsibility for employees not adapting to the culture of the organization. So instead of considering their strategies are not working and revising them they may think that getting rid of the employees are easier than saying that they did ot do all they could to help these employees adapt to our culture. References Glickman, S. (2008). Promoting Quality: The Health-Care Organization From a Management Perspective. from: http://www. medscape. com/viewarticle/568115_3 MyronD. Fottler, R. F. (2011). Achieving Service Excellence: Strategies for Healthcare 2nd Edition. Chicago, IL: Health Administration Press.

The Devil’s Snare

The Devil’s Snare: The Salem Witchcraft Crisis of 1692 By Mary Beth Norton In the Devil’s Snare is a book about the Salem Witchcraft Crisis of 1692 in which the towns people accused women and men of using witchcraft to cause unexplained happenings throughout the town. The men and women appeared to be possessed by the devil, nothing else could explain it. In early times people didn’t understand reason. Especially the Puritans who only saw God’s will and the evilness of the devil.During the Salem witchcraft crisis, Puritans struggled to decipher communal security and find the truth around them. They believed that Satan recruited humans to do his evil and be servants to him, i. e. witches. The witches had a magical power that allowed them to harm others. To protect the community the judges of the town took it upon themselves to hold jury trials and hang the witches as punishment. Many believed the witches were burned at the stake, however that is untrue. The idea of witchcraft seemed to be the only logical answer to the community.Nothing else could possible explain the fires, flood, windstorms, droughts, livestock disease, and epidemics raging through the town. These issues needed an explanation. Puritans could not conceive the notion that this could simply be misfortune, due to their belief in Gods will. Witchcraft was the only explanation because many members of the community dabble in it here and there to spell curses or fortune tell. Although the belief in witchcraft was widespread the prosecution of the witches was sporadic and only a few towns executed the witches.Many towns held trials, because they didn’t want to rush to judgment. However it was not easy to prove witchcraft, until 1692 when things turned for the worse and problems increased dramatically. Desparate for an answer the towns people finally started to believe this was the only explanation. The town of Salem was an already troubled when the happenings began. Me mbers of the town often fought over pretty much anything. The first witches were teenager girls who saw hallucinations; the town took this very seriously.The accusations led to formal charges filed against thirty-eight men and one hundred six women. Prosecutors were able to obtain fifty-four confessions, which was used at evidence to execute twenty people (fourteen women and six men). Mary Beth Norton wrote this book as if she was on a witch hunt herself. She had a one way direction of writing and was not objective to both sides. If she were on the jury of the Salem Witches she would have convicted them herself. I did not like the book because I felt it left me hanging, longing to know the other side of the story.

Strategic Planning, Learning Theory, and Training Needs Analysis

The five phases of the training process model include; Needs Analysis Phase; Design Phase; Development Phase; Implementation Phase, and the Evaluation Phase. The â€Å"Needs Analysis Phase† is to determine each employee’s needs and ask â€Å"What do we want our employees to get out of the program? † This phase will help identify the difference between comparing the company’s current results to the company’s â€Å"expected organizational performances. The performance gap is one way to figure out what is best needed in the training process of the company. Our text states that the â€Å"needs analysis phase begins when there is a performance problem within the organization. Examples of this problem might be: lack of quality, customer dissatisfaction, or reduced profits. If the identified problem is related to employee knowledge, skills, or attitudes, then a training need is indicated. † (Blanchard / Thacker, 2010) It is much less costly to have a gap analysis prepared; than to guess at what the needs are before the training objectives begin. The â€Å"Design Phase is where the needs of the â€Å"training objectives are created along with the factors needed to facilitate learning through content delivery. † This assessment of needs can be linked to the information and then used to â€Å"create the new curriculum of the program objectives. These provide specific direction for what will be trained and how. † The phase of design should allow us to begin to think about our â€Å"operational considerations to the program. We may ask ourselves how the delivery of the program is going to â€Å"influence the business operations† in the foreseeable future. (Blanchard / Thacker, 2010) The Development Phase is described as the â€Å"process of formulating an instructional strategy to meet a set of training objectives as well as obtaining or creating all the things that are needed to implement the training program. † In this stage the materials used can be movies, games, visual aids, etc. The trainer nee ds to be sure they keep the trainees fully engaged with activities to ensure the knowledge is retained. With updated materials and â€Å"revamping of statistical data† the trainee’s should be able to stay focused and interested in the program. (Blanchard / Thacker, 2010) In the Implementation Phase, â€Å"all the aspects of the training program come together,† and the training actually takes place. Some important things to keep in mind are what practices will be discussed; potential leadership skills; addressing classroom rules and class expectations required, and have on hand, a feedback form for the trainee’s to fill out at the end of the program. The Evaluation Phase consists of two types of evaluations. First, â€Å"the process evaluation determines how well a particular process achieved its objectives. † Like, â€Å"did the trainer follow the exact training process suggested? † Second, is the outcome evaluation, which is conducted at the end of the training to determine the effects of training on the trainee, the job, and the organization? † Furthermore, â€Å"if the outputs of the program were less than expected, then changes to the program may be necessary. Companies should establish a systematic evaluation process to enhance the effectiveness of the training. † The company really needs to determine, through the evaluation phase; whether the training enhanced employee’s performance or the company’s performance as expected. (Blanchard / Thacker, 2010) The end results focus on â€Å"both the evaluation process combined with the training unit and has a complete picture of the training from needs analysis to training techniques. It furnishes information about the trainer, and measures learner’s outcomes through reaction, learning, behavior, and results. (Blanchard / Thacker, 2010) Identify three factors that might inhibit HRD managers from developing a strategic planning approach to training. Recommend how these three factors might be overcome. Some factors that may inhibit a HRD manager from developing a strategic plan could be â€Å"the lack of motivation to participate in new learning tasks; a lack of funding available; a lack of clarity on the role of HRD; and perhaps not enough time available for new development in the company. †It is important for every Company in business to be aware of certain factors; in order to accomplish their goals successfully. Blanchard / Thacker, 2010) Overcoming some of these negative factors maybe the â€Å"HRD manager needs to ensure that their HR teams is open and committed to the highest training expectations that are available to every employee’s success. † (Blanchard / Thacker, 2010) The company should be totally â€Å"committed by financing the proper training that is needed for the future success of the company as a whole. † What a business puts into the investment of their employee’s, are most l ikely to surface motivated success for the company. The HRD should clearly clarify exactly what their role is going to entail, right from the start, so there will be full understanding of each employee’s expectations. The company needs to â€Å"dedicate sufficient amount of time each year for the proper training of its employee’s. † Dedication of the company is just as important as the employee’s dedicating their KSA to the company. Compare and contrast the behaviorist and the cognitive approaches to learning. Explain which is more relevant to training. Behaviorist approaches to learning usually are â€Å"focused on people who have specific observable behaviors or habits that they want to change. After understanding the principles of learning, they may even be able to modify their own behavior. † (Blanchard / Thacker, 2010) The Cognitive approaches are concerned with the â€Å"thought process; these people focus on changing the way they think. Our text explains that the cognitive approach suggests that the learner controls learning, and they may come to training with their own set of goals and priorities. † Whereas the behaviorist come to training with a specific goal and believe the â€Å"environment controls the learning outcome. (Blanchard / Thacker, 2010) The two definitely are different in ways, but â€Å"behavioral and cognitive approaches are being used in the same multimedia application. Both involve analysis, decomposition, and simplification of tasks in order to make instruction easier and more efficient† (Jonassen, 1991). Both use â€Å"devices to arouse, attract, and focus attention. Both force learner engagement through interactive decision-making points in the material. Both give importance to intrinsic feedback, though it may be expressed in voluntary help or advice option s in applications with cognitive design. Both value meaningful learning and realistic contexts for application of knowledge and skills† (Atkins, 1993). It is my opinion both are equally relevant to the training programs, depending on which approach one wants to take. Fully explain the purpose of a training needs analysis (TNA). Argue the conditions under which a TNA is always necessary, and offer two examples when a TNA might not be required. The purpose of a training needs analysis is to â€Å"close a gap between what the â€Å"actual organizational performances are and what the expected organizational performance should be. The TNA is represented as having a triggering event, an input stage, a process stage, and finally an output phase. † (Blanchard / Thacker, 2010) The input phase â€Å"consists of three levels of analysis; the organizational analysis focuses on organizational strategies, resources, resource allocation, and the internal environment. The analysis of the organization’s internal environment will help to identify the cause of the organizational performance gap, and will help to decide if training is the appropriate cure. (Blanchard / Thacker, 2010) The operational analysis â€Å"examines the specific jobs to determine and what KSA are necessary to get the job done. This process is known as job analysis, which is a detailed examination of all of the job tasks. Once the tasks are identified, then a decision can be made as to what KSAs are necessary to do the job competently. † (Blanchard / Thacker, 2010) The operational analysis â€Å"examines specific jobs to determine and what KSA are necessary to get the job done. This process is known as job analysis, and it is a very detailed examination of all of the job tasks. Once the tasks are identified, then a decision can be made as to what KSAs are necessary to do the job competently. † (Blanchard / Thacker, 2010) The person analysis; is the final stage that actually† focus on those in the job who are not meeting the performance requirements. Data on individual employees may come from a number of data sources, but the two most common sources are performance appraisals and efficiency tests. By incorporating the three levels of analysis, organizational, operational, and person, the identification of the performance gap should be complete. From here decisions can be made as to whether a training need or a non-training need has been identified. † (Blanchard / Thacker, 2010) The TNA is always necessary when the organization notices performance problems, because they need to know what the causes are, so they can be corrected in a timely manner. For most â€Å"training situations, use of the TNA will increase the relevance and effectiveness of the training. It ensures wise use of training funds, delivers the appropriate training to the right people, and contributes to the fulfillment of organizational goals. Diversity, language, retirement, and â€Å"turnovers are all factors that might contribute to a performance gap. † (Blanchard / Thacker, 2010) According to chapter 4 in our text; â€Å"TNA might not be necessary when an organization is trying to communicate a new vision or address a legal concern, which would include all employees to be present in the training program. † When the organization has d ecided to conduct â€Å"team building skills for a more positive performance outcome†; all employees will be trained in this case; there is no need for a TNA to be done. (Blanchard / Thacker, 2010) Reference Blanchard N. & Thacker J. (2010) Effective Training: Systems, Strategies, and Practices, Pearson Education, Inc. / Prentice Hall, Upper Saddle River, New Jersey Martin G. L. & Pear J. (2002) Behavior Modification: What It Is and How to Do It, 7th ed. New York: Prentice-Hall, Retrieved on April 25, 2011 from http://www.ryerson.ca/~glassman/behavior.html SBI Conduct a TNA to test and find out if training is the best solution Retrieved April 25, 2011 from http://www.leopard-learning.com/tna.html Jonassen, D.H. (1991). Objectivism versus constructivism: Do we need a new philosophical paradigm? Educational Technology Research and Development, 39(3), 5-14. Atkins, M.J. (1993). Theories of learning and multimedia applications: An overview. Research Papers in Education, 8(2), 251-271.Retreived on April 25, 2011 from http://www.ct4me.net/multimedia_design.htm

Introducing Walmart into Saudi Arabia Essay Example | Topics and Well Written Essays - 2500 words

Introducing Walmart into Saudi Arabia - Essay Example This research will begin with the statement that Saudi Arabia is regarded as one of the largest food exporters in the Gulf countries. The market of Saudi Arabia has many barriers to entry since it requires the huge investment in establishing infrastructure, forming efficient distribution system, building brand name and also a considerable capital base for supporting the new entry. However, it can be portrayed that WalMart enjoys these advantages globally owing to its ability to invest the required amount for successful entry. So, in order to enter the market of Saudi Arabia, WalMart has to outline the estimate of investments to be made. The estimation is totally based on local requirement and competition. For understanding requirements of local Arabs and examine competitors in the market, WalMart should undertake an efficient market survey. The market survey will highlight the demand for the local Arabs and kind of products that they prefer most, besides indicating to the purchasing power of customers. The competitor analysis is the most important part of a market survey. The competitors and their business aspects will be critically analyzed by WalMart so as to identify strategies that they follow. The strategies followed by competitors allow WalMart to comprehend the exact likings and lifestyle of Arabs. Interviews with local Arabs will reflect their tastes and preferences as well as help in building trust and confidence. WalMart aims at selling most essential goods, which fulfills the basic need of any individual. The company does not highlight any particular product group and sells a wide-ranging set of products, thereby serving a diversified customer base. It can be noticed that many companies based in the United States (US) have ignored cultural beliefs of the targeted foreign markets and as a result, had encountered huge challenges that in turn led to the collapse of these companies. Nonetheless, it is extremely necessary for WalMart to consider all preva iling religious beliefs and traditions while preparing for entry into the Saudi Arabian market. It is observed that Saudi Arabia imports the largest amount of goods from the US, which highlights the fact that American products do not contradict social beliefs and traditions of the Arabs.

Duty to rescue Essay Example | Topics and Well Written Essays - 1500 words

Duty to rescue - Essay Example Statute should be passed which would impose civil and/or criminal liability for a failure to rescue. The duty to rescue should be imposed as a mandate subject to criminal and civil liability because it is a positive obligation which can benefit people. This duty finds support in the utilitarian principle. This principle is a normative theory which â€Å"explains all of morality and political justice in terms of positive obligation – the single positive obligation to benefit people as much as possible† (Murphy, 2001). In this case, the utilitarian principle emphasizes that the morality of actions is based on the obligation to benefit people. The earliest philosophers and economists Jeremy Bentham and John Stuart Mill discuss that actions are right if they bring happiness and they are wrong if they bring about the opposite of happiness. In this case, happiness should be brought to the one performing the action and the person affected by such action (West, n.d). In fulfill ing one’s duty to rescue, benefit and happiness is surely brought upon the rescued; and happiness is also felt by the rescuer. Based on this theory, legislation which imposes civil and/or criminal liability to those who fail to rescue is justified because it benefits the rescued and the rescuer. Granting that the benefit to the rescuer may also be based on an egoistic need to make oneself look or feel good, this egoism still does not negate the validity of the duty to rescue. Based on the utilitarian theory, â€Å"it is possible for the right thing to be done from a bad motive† (West, n.d). Therefore, even if a person’s motive in rescuing may be bad or selfish, it still does not diminish his obligation or duty to rescue. The very essence of utilitarianism is rounded up in the query, â€Å"What ought a man to do?† The answer is that he ought to act in order to produce the best possible