My Reaction Essay Example for Free

My Reaction EssayThis novel was written to remind us the bad things that Jose Rizal experienced during his snip by the Spanish. From the very start of this novel, the first plan of ournational hero is, towrite this novel with the help of his countryman that is also suffering to the hands of the Spanish, only when suddenly he failed to do it with the help of his countryman, because his countryman lose their hope in fulfilling their dreams to have freedom in the hands of the Spanish colonies. Jose Rizal did not deliberate up, because he continue write this novel without the help of his countryman, and he decided to write it by himself only.The first chapter of this novel was entitled the paging, where in, in this chapter say the lifestyle of Don Santiago de los Santos also known as Capitan Tiago, he was from Binondo and he was the step father of Maria Clara according to this chapter. In this chapter, the other characters was begetter sibyla, Padre Damaso, and Tangent Guevarra . According to this chapter, Capitan tiago invited the said characters to go to his house and have asimple gathering, but suddenly it came to a fight between Padre Damaso and Tenyente Guevarabecause of the ereheng namatay.It illustrates the rotten placement of governance, the illicit ways of the church and the unfavorabletradeof the privilege class. The Noli also relates how the government, the church and the privilege class manipulate the people. The government deprives the youth ofeducationand how they use the peoples ignorance to their advantage. The treacherous friars by means of God and faith controlled the people. Making them dummies of all sorts. On the other hand, the privilege class used their elite status to get ahead of everybody, by hook or by crook employing the me first attitude.In the Noli, the weak and dispossed seemingly lose hope resulting to unfortunate deaths (as the case Pilisopo Tasyo) and sometimes insanity. (as the case of Sisa)Hence the crush formed a bro therhood that hopes to liberate the country by use of force. To no avail, due to disorganization and lack of arms, each and every attempt at resistance failed. In Noli, the character of Juan Crisostomo Ibarra was introduced, an intelligent and promising young man who has high hopes of changing the course of the country.

Selecting An Automated Library System For Finnish Research Libraries Essay Example for Free

Selecting An Automated program depository subroutine library System For Finnish Research Libraries Essay1 The Present Situation All Finnish donnish libraries and a number of other Finnish research libraries afford used the VTLS software during the 90s. The contract with VTLS Inc. was signed in 1988 and execution of instrument took dapple during the following years. A uni? ed profits called Linnea was created, consisting of the local installations and a common physical union catalogue which all were connected by the powerful academic data transmission ne iirk FUNET. The VTLS-based network, now called Linnea1, was very advanced when built a decade ago, and it has served Finnish libraries well. VTLS Inc.has also been a trusty companion of Finnish academic libraries during these ten years. Creation of the union catalogue Linda in early 90s was an ambitious project. Not only was data from all academic libraries loaded into a hit database software development was also needed. For example, a duplicate control algorithm was designed in Finland and implemented by VTLS. VTLS actual numerous unique consortium takes which enabled the libraries to use the Linda database ef? ciently for copy cataloguing purposes.Depending on the library, 50-90% of MARC records can be copied. ILL localisation is also very ef?cient, because Linda contains summary-level serials holdings from about 400 Finnish libraries. The Automation Unit of Finnish Research Libraries, created in the Ministry of Education in 1974, was instrumental in the implementation, development and running of the Linnea network.In 1993 the Unit, with all its projects and resources, was moved to the internal Library, where the Division of Library Network Services is now managing the Linnea1 network, functioning as a common agency for the academic libraries. In this capacity the study Library is also responsible for the parvenue-fashioned steps toward Linnea2, as the next multiplication network is call ed.2 Selection of a New Automation System To re-start the need for a freshly generation software we can say that all library scheme vendors are building so-called third generation library systems with relational database and Client/Server technology, graphical drug user interface and web gateways, the ability to search multiple databases simultaneously, multimedia support and support for internationally accepted standards such as Z39. 50, Unicode, Edifact and ISO ILL, to meet the growing needs of the users.It was also evident that the classic VTLS system was coming to the end of 530 Annu Jauhiainenits life-cycle and would not be certain further since VTLS Inc. is concentrating on their new system, which is called Virtua. The Finnish academic libraries eat up since early 90s enjoyed the bene? ts of being a consortium. The ten years of VTLS use have taught the libraries and all parties intricate that co-operation is power, evening if it is not always easy or simple.Because of the great success of Linnea1, thither was no need to revise the basic service philosophy when despicable to a new system. Libraries were satis? ed with the system and the work ? ows and with co-operation with one another(prenominal).When the present VTLS system was purchased, the Ministry of Education funded the acquisition of both software and hardware. This time the universities had to ? nd the property out of their own budgets. Nevertheless, both the universities and their libraries wanted to ensure the bene? ts of the present common approach. Libraries also were open to totally new technical and organizational solutions if they should prove more than favourable both functionally and economicalally. Libraries clearly wanted to avoid transplanting old patterns into a totally new environment. Everything had, therefore, to be looked at from a new perspective.Three major issues had to be tackled the selection of the software, the future database or network architecture and the m aintenance of the hardware. 2. 1 Selection of the Software The Linnea libraries started to look for a new-generation library system about four years ago. The National Library was asked by the directors of the Finnish academic libraries to survey the systems either on the market or being developed at the time. A motionnaire was compiled and sent to the vendors who had recently been shortlisted in corresponding procurements in Europe or in the U. S.The vendors were asked about their database management system, database structure, standards, various functions and features, the user interface, languages and formats, training, support, prices and future plans. Procuring a new library system for a liberal network is a major project which is regulated by European matrimony statutes. When the value of the contract exceeds the threshold, which is 200,000 euros at the moment, the procurement has to be advertised across the European Union. Of the three alternative types, the restricted proc edure seemed to be the most adapted for the Linnea2 project.When VTLS was selected in the late 80s, the selection process was handled by the Automation Unit of Finnish Research Libraries alone, without much involvement from the libraries themselves. This approach was quite raw(a) at the time, because there was little experience of library automation in the libraries. More than ten years after, the situation was completely different. Libraries were well acquainted with at least one library system and, most importantly, they knew what their needs were and what they wanted of the new system.The resources of the libraries were welcomed by the National Library, which, as the service facility of the academic libraries, had the task of coordinating the process and pulling everything together. Selecting An Automated Library System for Finnish Research Libraries, Linnea2 531 The procedure started of? cially in April 1998 and the tenders were received in July. At this point, tenders were in vited for software only, another procurement was planned for the hardware once the software had been chosen. During the fall the tenders were evaluated thoroughgoing(a)ly.Attention was paid to the technical structure and the technical solution of the system, references from present and future users of the system, the operate and the support offered by the vendor and the quality and the completion of the various functions and modules. Four systems were shortlisted based on these criteria. They were Horizon, Innopac, Taos and Voyager. These four systems had been show to ful? l our requirements best in the ? rst signifier of the selection process. At the beginning of the second phase the four short-listed systems were all on the same line.In nine months we had to ? ndout which of the four was functionally the most suitable and economically the most advantageous for the local databases as well as the union and national databases. The systems were ? rst demonstrated to a swelled co mpany of library representatives. The next step was to get our hands on the applications.The National Library, together with the four vendors, organized the testing of these systems. This was the part of the evaluation in which the plowshare of the libraries was most signi? cant. Over 70 people from the libraries and the computing centres of the universities participated in testing, which took about three months.A number of testing groups, each specializing in different functions, i. e. cataloguing, circulation, acquisition, OPAC, and so on listed the merits of the systems, without have it offing how the other groups ranked them. Objectivity was the main guideline here. In addition to the ranking list, the groups also produced lists of open questions. Answers to these questions were sought in two ways, done site visits and negotiations with the vendors. A group of six people, representing both the National Library and other libraries as well as the university computing centres, visited libraries using these systems, both in Europe and in the U.S.The site visits were essential in ? nding out how the systems worked in real life. During these nine months of evaluation the National Library negotiated with the four vendors (Dynix GmbH, Innovative Interfaces Inc, information Research Associates Inc and Endeavor teaching Systems Inc) in several ways and on several occasions. The vendors came to Helsinki a number of times and we went to their headquarters once to communion with the development staff, support staff and the company management. There was also constant discussion via email whenever any questions about the functionality of the systems needed to be answered.An essential feature in selection processes was a fair and objective treatment of all parties involved. Since every step was documented, we would have been able to reconstruct the process, should it have proved necessary. We have been told both by many foreign colleagues and by the vendors that th e Finnish library system selection process has been the most thorough ever carried out. It is clear that when purchase a system for all major research libraries of a country we are dealing with a much more serious issue than fulfil the needs of just a genius library.When the different parts of the selection process were drawn together, Voyager, by Endeavor Information Systems Inc. proved to ful? l the criteria best. Voyager was found to be a complete, integrated system that was ? nished in the essential, traditional functions 532 Annu Jauhiainen needed by the libraries, but which however is being further developed to meet the new needs and changing technologies. It ? ts both individual Linnea libraries and the Linnea network well. Local services can be streamlined and their scope extended. But centralised services allow for also bene?t from Voyager via its consortium-driven functions. Increased ef? ciency is largely based on improved networking since Voyager supports both Z39. 5 0 and ISO ILL. The company, Endeavor Information Systems Inc. had also been thoroughly investigated by an economic expert and found to be sound and stable, with good prospects. An example of the dif? culties in anticipating future changes is that Endeavor has since then been sold to Elsevier Science, raising a number of question marks. The National Library proposed to the libraries that Voyager should be chosen, which was unanimously accepted.The National Library was asked to conclude the negotiations with the company, and was also empowered to sign the contract on behalf of all universities and other bodies combat-ready in the purchase. This happened on February 4, 2000. 2. 2 The Network Architecture One of the important ratiocinations in Linnea2 was whether to merge existing databases or to keep the current structure. Discussions with Endeavor experts make it clear that although it is technically realizable to merge databases, actually doing this would be timeconsuming and expe nsive.The technical merits of such action would be limited, since Voyager databases can be merged into a realistic union catalogue by using the Z39. 50 Information Retrieval protocol. Politically there was quite a draw play of reluctance among libraries to merge databases, even though Voyager makes living with a dual-lane database much easier than our present system. A decision was, therefore, made to retain the 24 databases in Linnea2. The next question was how many servers an optimal solution for the Linnea2 network would require. In the present Linnea1 network there are 17 HP3000 servers for the 24 databases.The number of servers was never really discussed during the implementation of Linnea1 because of the limitations of the reckoner technology of the time. How far can one go in centralisation? The answer depends on three factors, the available data transmission network, the capabilities of the software and the state of the computer technology. The Finnish Academic and Rese arch Network, FUNET, is already at present a key factor for the Linnea network. Without the infrastructure provided by FUNET it would not have been possible to use the Union Catalogue Linda as a cataloguing tool in a way we have done since the early 90s.A shared server is not possible if there can only be one database on the server. The Voyager software allows an unlimited number of databases on a single server. However, practical experience from other Voyager consortia made it clear that there should not be more than about 5-7 databases on a single server, since a large number of databases means that much time may be needed for Oracle and Voyager updates it may take several days to update many large databases, and during the process all the databases must be shut down. Selecting An Automated Library System for Finnish Research Libraries, Linnea2.533 More importantly, if all databases are dependent on the same hardware and operating system process, severe problems would have an impa ct on every library simultaneously. Fortunately, new server technologies make it possible to have a single server and still avoid this problem there are servers that can be internally split into several logical (and physical) parts. both(prenominal) Sun and IBM, which are the platforms Voyager supports, can deliver cluster-like computers, which can be separated into logical parts called domains (Sun) or nodes (IBM).Each part has its own operating system process and dedicated hardware from network card to processors. To the operators and users, the server looks like a cluster of computers. So there were no technical constraints on choosing the network architecture freely. Linnea libraries were eager to ? nd out whether centralisation would save money. In the 90s the resources and budgets of the Finnish academic libraries have been cut this is unfortunately a problem common to all kinds of libraries everywhere in the world.At the request of the universities three scenarios were analy sed centralised model all databases placed on a single machine semi-centralised model 3-5 servers decentralised model the current number of servers Cost analysis was based on both purchase price and the total woo of ownership, calculated for ? ve years. After a thorough analysis of the various options, Sun E10000 was chosen as the server system. The decision to go for Sun was based on technical merit and price. Both Endeavor and Oracle use Sun machines as their development platforms this fact was also taken into account.The Linnea2 server will initially have 28 400 MHz CPUs. According to Endeavor, this is enough for 1400 active users, or more than 5000 concurrent users, about twice as much as now. Both Endeavor and we felt that an ample safety margin is needed in order to avoid performance problems. Of course buying a lot of CPUs is not enough there may be other bottlenecks. The E10000 will have 24 GB of memory and 800 gigabytes of mirrored ? ber disk dedicated to Voyager databa ses. The universities had target an upper limit for the total purchase price of the software and hardware, including conversion of the databases.Because of the unfavourable exchange rate of the US dollar, the National Library felt change magnitude pressure to arrive at a low-price solution. We found out that even if list prices may tell you a different story, for a big client like our consortium it was cheaper to purchase one big server system than a number of smaller ones. But bargain prices are not automatically offered. We managed to establish a competition between Sun and IBM in real terms because both companies saw Linnea2 as an important project.After the server was chosen, the decision was made to outsource the maintenance of the new server to the Center for Scienti? c Computing, CSC, a non-pro? t company owned 534 Annu Jauhiainen by the Ministry of Education. It hosts Finnish supercomputers and maintains the FUNET network. In antagonism of better maintenance coverage and better support from the hardware vendor, maintenance costs will diminish a lot compared with Linnea1. Basic maintenance of the 17 HP3000 servers takes about three man-years, but we estimate that a single E10000 will require less than a man-year.If this estimate is correct, we will save about two manyears or even more because managing a UNIX system is generally believed to be more time-consuming than managing an HP3000 computer. Thus we have good evidence for the claim that an truthful approach to server architecture has enabled us to combine signi? cant savings with important technical improvements. Being a consortium helps a lot libraries buying systems only for themselves will not be able to utilise new technology with similar ef? ciency. It is easy to understand from this point of view why library consortia are becoming more common in the US and nearly European countries.Finland has been one of the pioneering countries in this area, and our experiences from such co-operation a re very encouraging. 2. 3 effectuation At present we are in the middle of the implementation phase. Building Linnea1 and implementing VTLS took several years, but this time all 24 databases will migrate from VTLS to Voyager during a fairly short period of time, April-August 2001. This means that everything has to be scheduled very carefully and the schedules have to be kept. We have a joint national implementation project, and each library has its own project.There are three parties in all of these projects the Linnea libraries, the core group in the National Library and Endeavor Information Systems Inc. and all of these parties have to work together seamlessly. Endeavor is doing some software development for us. In general we are buying the system off the ego and didnt want as many customizations as in the VTLS time, for we have seen the problems raising from localization, but there are some things that could not be avoided. pedagogy is a vital part of implementation. We use the train the trainer method, so that Endeavor is training only the trainers.This way we get customized training for Finnish local needs, and also save quite a lot of money. Endeavor has converted several VTLS databases before, but in spite of that, testing the loads is important. Early tests for some sites were carried through in the fall and at present we are doing test loads for all databases, to make sure that the production conversions will be successful. 3 Conclusion The cornerstone of this process has been co-operation, the will to pull together. This is not enough nevertheless there also has to be a workhorse, to pull everything together.This is important, especially when there is no higher authority to manage the process, as was the case when Linnea1 was built and the Ministry of Education took care of the Selecting An Automated Library System for Finnish Research Libraries, Linnea2 535 negotiations and funded the upstanding process. This time university libraries felt the ne ed to start the process of acquiring a new system together. They were willing to make an effort to ? nd a new solution to improve the quality of their services, as well as to use their scarce resources for the evaluation, which was seen as bene? ting all.They were also willing to ?nd the money to concede for the new system, with everything included. The Linnea2 consortium was build from below, the National Library acting as the workhorse but not as a higher authority. This was a successful approach. In order to continue this success, there must be a formal organisation for the consortium.That is why the Linnea2 consortium has just been established, with a formal organisational structure and bylaws. The thorough selection process for a new automation system for the Finnish research libraries has not simply been a question of technology and technical expertise, which the National Library has been responsible for.It was even more a question of policy and cooperation. Many things may b e possible technically, but politically they are not, unless you know how to handle them correctly and diplomatically. Sometimes our neighbours in the Scandinavian countries say that libraries in Finland ? nd it easier to co-operate than libraries in other countries. Of course, this is not true. Libraries in Finland are as individualist as libraries everywhere. They also have their particular local needs. But there is obviously a will to co-operate, as dif? cult as it may be at times.

Indigenous health as an important issue in Australia

autochthonic wellness as an important issue in AustraliaPerspectives on nursing Health, Culture And Society. This essay will discuss Indigenous wellness as an important issue to the Australian familiarity and the problems that Indigenous Australian may bewilder within the current health c are system. This will firstly analysis in depth the historical, pagan, social and political factors that save affected the healthcare for the Indigenous Australians. Secondly, some strategies that may improve the health care system.Indigenous Australians culture is complex and diverse. The autochthonous culture of Australia is the oldest living cultural history in the origination dating back at least 50,000years. The reason why its survived this long is their ability to adapt and change over time. primevals keep their cultural heritage wealthy and alive by passing their knowledge, arts, rituals and performances the passing from one generation to the next. The fundamental hygienicbeing o f the Aboriginal population is their land, its environment that sustained by the hatful and culture, across-the-board of spiritual wellbeing. Aboriginal people were hunter-gathers who foraged for uncultivated plant and wild animals. The traditional diet was high in carbohydrates, proteins and nutrients and low in fat and sugars. However, modern Aboriginal diet are heavily westernised and tend to be high in fat and sugar and low in carbohydrate, fibre and nutritional value.The valet Health Organisation, social determination of health (SODH)are defined as the fundamental structures of social hierarchy and the socially placed conditions these structures create in which people grow, live, pull in and age. The structural organisation for the Aboriginal people is to settle them with housing, employment, precepts and health services so they can live in a well presented environment. Health interventions fall in a clinical focus on individual behaviours such as diet, condom use, exer cise, alcohol, etc despite the fact that when structural issues such as poverty is not addressed. Poverty, as represents most Indigenous people as lower socio economic status shows flatulent behaviour, smoking, poor diet and physical activity which put a risk for numerous health problems. Indigenous people have been victims of societal and racism since colonial times. The dominant culture promotes exclusion, inclusion, inferior conditions or assimilation (loss of individual, quaint culture). Though education is available it is often unmet to the needs of the indigenous children resulting to have low enrolment rate, poor school performance and high dropout rate which increment the vulnerability to child labours. It is important to have tradition Indigenous education to be acknowledged and valued. Literacy for the Indigenous must be proficient in their take in languages but also to the nation language. Also education should include the land establishment forms of livelihoods that usual involve the land to understand the tradition competencies. The underinvestment in health care in areas in which Indigenous people live is collectible to rural/remote nature. There are a number of cultural barriers that rule out access to health care. Indigenous languages are often difficult leading to poor communication amongst nurse and patient. The may experience discrimination by the staff. The traditional land is vital source of material and spiritual well being serving a crucial resource for their reproduction. The loss of land due to polices of dominant culture creates a social problem. The restored relationship to the land is central to restore sense of identity, social status and political power as well as economic, food security, rehabilitation of land. It is important for health care workers to have a degree of cultural competence and work with traditional healing modalities to even up cultural safety.In 1788 European settlers colonised Australia. Upon settlemen t, the aboriginal people lost their land, their social and economical structure and in general, their way of life. Since colonisation Indigenous Australians have experienced extreme levels of loss, grief, disempowerment, cultural alienation, and loss of identity (Australian Institute of Health and Welfare, 2002, 2003 Hunter, 1993) The trauma suffered by the stolen generations as a result of the assimilation policies of the Australian political sympathies has direct relevance to the psychological adjustment of indigenous Australians when considered within the framework of attachment theory. Attachment theory is the quality of early parent-child bonding, as well as the infants actual experience of the relationship with their parents has important implications for psychological and emotional adjustment later in life. (Strahan, 1995).There is enough evidence to suggest that Aboriginal people do not have the same degree of access to many of the health services as other Australians. This implies negative implications for the outcomes of Indigenous health. The access of primary(a) health care is compromised or obstructed as they are more likely to present care later stage meaning more unhealthy state. I was shocked by the poverty, disadvantage and a medical model of care working downstream patching local people up and direct them home again without any longer term, preventative care. The issues are not only health services offering primary health care but also acute care providing in hospitals and specialists services. Issues such as distance, transport, affordability, availability, language, and cultural stability are all potential hindrances to access health services. Transport, long hold time, cost to be some of the most commonly cited barriers. Indigenous people also feel disempowered and are less likely to use health services. It is also very important to note that communication difficulties come from those living in remote areas. However the presence of an Aboriginal health worker can be a strong determinant in whether an Indigenous person will access health services. It is important that primary health care services are run by Aboriginal communities to aim to offer health care in a culturally appropriate setting. This causes to a major source of providing education and training for staff. Indigenous health workers and nurses are to provide primary care services based to interlinked with a holistic Indigenous specific definition of health that states Aboriginal Health is not just the physical well being of an individual but is the social, emotional and cultural well being of the whole community in which each individuals is able to achieve their full potential thereby about the total well being of their community. It is a whole -of- life medical prognosis and includes the cyclical concept of life- death-life (NAHS, 1989) It is also important to build a shared understanding of how community input will inform policy or closing making p rocesses. Numerous attempt to define Indigenous mental health concepts, the common theme has consistently been the holistic nature of health and wellbeing. The word punyu (Ngaringman) encompasses some(prenominal) person and country. In fact caring for the country has been associated with improvements in wellbeing. Suggesting that for Indigenous people our identity as human beings remains tied to our land , to our cultural practices, our systems of authority and social control, our intellectual traditions, our concepts of spirituality, and to our systems of resource ownership and exchange. Destroy this relationship and you damage- sometimes irrevocably-individual human beings and their health(cited in Burgess et al.,2008,p.2).On February 13 2008, the Prime minister of religion of Australia, Mr Kevin Rudd, offered an apology to members of the stolen generation. The apology attracted words and gestures of gratitude, relief, pride and sorrow. Also for some closure to a painful emotion al wound. This let the healing begin it was an act of hope, haughtiness and respect acknowledging the existence and impacts of past policies and practices of forcibly removing indigenous children from their families. The apology represented that the past of mistreatment and blemished chapter in our country to reconcile indigenous and non indigenous people to a better future. The Prime Minister and opposition leader Brendan Nelson both pledged to close the 17 year life expectancy gap between Indigenous and non- Indigenous Aboriginals by 2030. Promising that Indigenous Australians to have access to same quality health services. As Mr Rudd said he is determined to make a difference. Curtins University professor of health economics, Gavin Mooney said it is important that Aboriginal people are involved in the process It is important to involve the indigenous and ask what they want. As it is important to ensure that the voice of ordinary Aboriginal people to be heard and what it is that they want.In conclusion .. the services of Aboriginal health .. Aboriginal and Torres Strait Islander peoples health disadvantage needs to be considered in the broader context of social disadvantage, inequality and exclusion, political marginalisation and the historical currents of colonialism. In order to find strategies for health services for the Indigenous Australian need to take account of historical, social, cultural and political factors in order to understand the health disadvantage faced by Aboriginal peoples in contemporary society. This enhances our knowledge of unequal health outcomes between Aboriginal and non Aboriginal people by concentrate on the impacts of social structures and cultural appropriateness of health care services.

Car Service Business Plan Marketing Essay

car serving Business Plan Marketing EssayThe Business Plan is a professional study that analyzes a likely lying-in, also highlighting the benefits that may get from establishing such(prenominal) project. In profit to bring the necessary warnings of the con typefacered risks magnate be occurred. This is besides giving a replete analytic view in order to minimize the establishing and operational costs in the start out stage of the project. Moreoer the plan pull up stakes release its take conclusion to the owners advising whether to begin the project or privycelled.The propose of this business plan is studying the possibility to establish and operate a new Car Service Center in Abu Dhabi, the Capital of United Arab Emirates. We lead concentrate on the fiscal aspect, proving the profitability of the project. With reviewing the relative business aspects such like Marketing and Management.The Car Service center allow for serve small and medium range of private saloon cars of providing them the basic figure auto valuates for maintaining their cars and keep them running. The project will be inwardly Abu Dhabi City, but not at the industrial town Mussafah, a suburb of Abu Dhabi City.II. Business DescriptionPrivate cars Saloon fit as the main transportation mean in the end of the twenty-century. It is integrated with the human privacy nature for e reallybody in this time. Moreover, the high income per capita in UAE (Which is estimated to be about UAE Dhs. 65,000 per capita) is driving people to fulfill their personal inquires. However, transportation is one of the main essential things of these needs. That gives the enforcement to every family to drop their own private car.By the end of the seventies, Abu Dhabi municipality consistent the entire car advantage workshops to move from Abu Dhabi Island. Therefore the Municipality established a new industrial suburb at the West Side of Abu Dhabi Island. The new Industrial bea called Mussafah and it ha d been accommodated with all infallible infrastructure that might be needed for a modern industrial bailiwick.However, the distance Abu Dhabi city center to the new industrial playing argona Mussafah is about (30) kilometer. That is considering a far distance to the routine car servicing to the people living in Abu Dhabi. Therefore, we ar suggesting having our new car military service center at a new unique location located beyond Al-Maqta Bridge on the right side of the main Alain Abu Dhabi Road. However, it is required to have a necessary license approval from the concern local authorities at Abu Dhabi Municipality. That is expected to be not easy to get from the first attempt, all the same it is not impossible.III. Product and ServiceThe car service center will offer two major things as products and services to its variable customersServicing AutomobilesThese elevator cars are in the range from small to medium size of in the main Japanese and Korean cars in addition to separate running cars in the town such like European and Ameri kitty cars. This service will include ever-changing all the automobile fluids (Motor oil, Transmission fluid, Brake oil etc), replacing consumable items which is charge the car running safely (Brake pads, sparks, plugs, Fuses, lamps), fixing the flavourless tires. In addition to fixing the minor problems that might occur to the automobiles.Spare PartsThe car service center will have compact sales counter for the consumable spare split. These spare parts which are using in performing the routine daily jobs for the closely common Japanese and Korean cars. Besides that, the sale counter will have some of the decorative accessories items.RefreshmentsThe customer lounge will be furnished with some self-service refreshment machines. These machines might include coffee, tea and hot chocolate machines, soft drinks and cold water machines, in addition to biscuits and chocolate candies machines.IV. Service OperationEstablishi ng a state of art place to offer a remarkable service for saloon automobiles at Abu Dhabi City is the old-timer objective of this plan.The car service center is suggested to be at a unique place where it is easy to get, and not far from the city, as it should be within the metropolitan area of Abu Dhabi city. Therefore, the ideal place can be immediately after Al-Maqta Bridge on the right side of the main Alain Abu Dhabi Road. That area already contains several car agents like BMW Motors in addition to agents and distributors of major automobile spare parts and car accessories.The area of the suggested place will not be less than (500) strong meters. That should contain the pursuanceWorkshopIts area will be around (200) square meter. It will be furnished with the necessary backbreaking and light equipment to perform the required mechanical jobs. Moreover, it will include a small tool store with area of (9) square meter.Administration SectionIts area will be around (55) square m eter. Which will contain a manager office with area of (12) square meters, accountant office with area of (9) square meter. along with that the reception area will be with an area of (20) Square meters a compact kitchen with an area (4) square meters and a small store with an area of (6) square meters.Customer waiting loungeIts area will be estimated at (20) square meters. It will be furnished with nice compact sofas. Along with that, some self-service refreshment machines will be distributed there. These machines might include coffee and hot chocolate machines, soft drinks machines, biscuits and chocolate candies machines, beside a small tail end to be with an area of (4) square meters. In campaign of the customers waiting lounge will be a sales counter for the major spare parts, which is required to perform the project job. Along with the spare parts some auto decoration accessories can be offered. Back of this counter a spare parts store will be located with an area of (6) squa re meters.Staff AccommodationThe upper side of the customers waiting lounge and the administration section can be utilized as a cater accommodation place. It might contain three bedrooms, small living room, kitchen and two bathrooms.V. Market AnalysisThe stigma market is broadly based and is defined as the middle material body person who owns a saloon car (mainly Japanese or Korean). Since the customer of this sociable class of the society is wildly known that he is taking care of his car to keeps it running in safely manner with minimum cost. However, the customers from high class who usually having European and American cars are servicing their car with the main cars agents.V.I Market SegmentationThe market for the car service center is not curiously segmented as a potential customer base. However the customers categories can be included with the following according to its importanceEmployed lag with field of study oil and gas companies.Employed staff with official staunchs such like Governments ministries, departments and authorities.Professional staffs such like Engineers, Doctors, Lawyers, Accountants, etc.4) Employed staff with semi authorities authorities such as national banks, governments own companies (i.e. ETISALAT), insurance companies, etc.These market segments are widely known that they do not want to have their time for going to the far place of the Industrial area Mussafah. In addition that they are willing to deal with a professional reputable firm that can take care of their automobiles. Besides they are worries to keeping their car running smoothly and safely.V.II Market NeedsThere is an important underlying need for the car service center at a particular location with offering basic car servicing facilities at a very honest price with a professional modernize firm.There is a real need for a highly professional car-servicing provider. That is having valuable high techniques service might be offered to the assign target market.Ther e is also a particular need for care service, which is relatively close to the customers.V.III Industry AnalysisHaving an automobile and maintaining it in a satisfactory level has become more expensive than ever. We find people we can conclude that people are still willing to acquire cars. As the standard of living in UAE has become very high comparing to the past. The family requirements are pressing to have a car in front of each house. Those requirements include taking the children to their schools, going for shopping with the family at afternoon. In addition to the living places are become little far from working places as the new modernize suburbs of Abu Dhabi city are spread in all directions out of the city (Al-Maqta, Um-Alnar, Shahama, Rahba, Bani Yas, Al-Wathbah and Jurn Yafour, etc.). Moreover, the new announced long weekends for most of the employed staff to UAE add its own remarkable value. This new weekend is forcing the families to go out of town during it. Specially, when the new attraction tourist facility have been spread in other UAE cities such like Dubai, Sharjah, Al-Ain, etc.V.IV CompetitorsOur car service center will face direct competition from several service providers, which can be concluded as per the following1) Gasoline Service placeThese place are belonged to Abu Dhabi Oil Comp each for Distribution (ADNOC FOD). Some ADNOC FOD Gasoline stations are providing the basic automobile servicing facilities, like changing the consumable fluids. In addition to that, some of them are having the automatic car washing facilities.a) StrengthsThese stations are distributed all over Abu Dhabi City. They are enjoying the prestige and reputation of a respectful oil service national company.b) WeaknessThese stations are providing the service of changing the motor and brake oil only. They are not having the facility to change other fluids such like transmission fluids. They are also can not replacing any of the consumable items such like brake pad s. Their staffs are not well-trained and professional technicians. They are classified as helpers more than technicians are. In addition to that their space which is available for the service is very limit. It can only accommodate two cars at a time.2) Fixing Tires Shops in the TownIt is by Abu Dhabi Municipality local laws, that all the workshops, which are being classified as industrial category, have to be located out of Abu Dhabi City. They have to be in the assigned Industrial area Mussafah, however small shops (One door shop only) are allowed to perform their jobs in the town. These shops can only provide the service of fixing flat tires and changing motor oil.a) StrengthsThese shops are very close to customers as they are distributed all over town. However, they are offering very competitive prices, as their overheads are very low.b) WeaknessTheir offered services are too limited (Changing motor oil and fixing flat tires). The workers in these shops are not professionals at a ll. Moreover, they are suffering from space limitations outside their shops.3) The Industrial Area WorkshopsThese workshops are located at the Industrial Area, which is called Mussafah. These workshops are ranged from small shops with one door shop (fixing tires and changing motor oil) to very big workshops that are having more than (15) staff.a) StrengthsThe bargaining in selling prices be highlighted the reputation of these workshops, besides the availability of all integrated automobile maintenance facilities in these workshops from light and minor problems too complicated and major problems.b) WeaknessThey are suffering from the far distance between Mussafah and Abu Dhabi City. Besides, the nonprofessionally and not well-trained staff is the image of their reputation in the market. This leads that customers are losing the performance satisfactions of their jobs.VI. Marketing StrategyCar service center will develop the project by beginning with few employees to reduce costs. All employees will be very motivated, resulting in a positive and strong firm culture. This culture will carry over to all new staff, which is a prime objective for the expansion of Car service center.The first year of service may be possible the mainly significant, as Car service center plans to establish strong social intercourses with customers. These relationships will help as Car service center to grow and take on in this industry.Car service center will focus on three local geographical markets, the Um Alnar residential complexes, Al-Maqta residential suburb and North side of Abu Dhabi Island.Offering special coupon prices for the proposed customers will also integrate a particular marketing plan. Car service center will build up a character in favor of quality as well as customer service.VI.I Pricing StrategyOur customers are especially sensitive to value of the work you are doing it for them. The car service center should guarantee that prices as well as service are alleged to be good estimate to the customer. Our Car services center is a firm that is positioned for impulse servicing Price may be to meet up the demand curve. On the other hand, Car service center is not scared of best pricing a best product.VI.II Promotion StrategyThe car service center will put into practice a well-built sales promotion strategy. Moreover, advertising might be as secondary option, as the Sales promotions along with public relation strategies to encourage an image of community involvement for car service center, moreover to limit environmental impact.Advertising budgets is a continuing progression of commission gear to endorse the center brand name moreover maintains the car service center at the forefront of each local marketing area.VII. Management make-upThe management in the Car service center accepts as true very powerfully that relationships ought to be forthright, effort must be structured by means of sufficient room for creativeness, and also pay might be ade quate via the amount as well as quality of work finished.VII.I Organization chartWorkshop ManagerAccountantPublic Relation OfficerSales Supervisor Technician SupervisorTechnician/Assistants/ attendants(4)VII.II Operation TeamWorkshop ManagerHe will be responsible for the workshop affairs and control the technical side of the whole firm. He should be very well oriented and experienced in the auto industry and his education not less than Technical Secondary School Certificate. Being an Arab nationality will be added advantage. However, he should possess good position spoken/reading and writing. He has to have valid UAE driving license.AccountantHe will be responsible for the bookkeeping daily routine procedures, preparing the banking statements, conducting the currency flows and stock controlling. He should have a degree in accounts with adequate experience in a similar position for the same industry and known with the computer accounts and having typing skills. He will follow up the official duties towards the different government departments. Having UAE driving license will be added advantage.Technician (2)They should have splendiferous experiences in the Auto Industry, and preferred to be Arabs nationalities. That will make them communicate easily with Arab customers. However English language will be extra benefit. In accumulation they might have UAE driving license.Salesman/StorekeeperHe will be responsible for the spare parts counter and sales activities besides arrange between customers and the workshop. He will keep control of spare parts in the store. His education has to be minimum secondary school and have a university degree is an advantage. He should be an Arab and speaking English very well. In addition he might have a UAE driving license.Assistant/Helper (4)They should have good experience in the auto industry.IX. Failure FactorsThere are some factors that will affect severely on the growing of any Business Project when the management will ne glect them. Therefore, it is highly advised to study them very carefully. However these factors can be included by the following1- Inefficient controls over costs and quality of product.2- Under-pricing of goods sold.3- Bad relations with customers or suppliers.4- Failure to promote and maintain a favorable public image.5- Inability of management to reach decisions and acts on them or failure to keep pace with management system.6- Reluctance to seek professional assistance.7- Inadequate insurance.8- Loss of impetus in selling.9- inadequacy of staff training and knowledge of merchandise.10- Bad personal relation.11- Inability to cope adequately with competition.12- Failure to anticipate market trends.13- Loose control of liquid assets.14- meager working capital or incorrect gearing of capital borrowing.15- Growth without adequate capitalization.16- Bad budgeting.17- Ignoring data on the company financial position.18- Inadequate financial records.19- Over-borrowing or using too much credit.X. CONCLUSIONAs we have mentioned in the beginning that the auto service markets in Abu Dhabi City is a very prosperous market and has its noticeable advantages. As the project is having a good opportunity to successes, but the use of a high degree of leverage increases financial risk of not being able to meet debt service payments as they come due. Because of the key role played by the debt financing in most development projects, the financial risks are often substantial. The financial costs become the major carrying cost for any investment project.However this business plan is encouraging to enter this market with taking in consideration the marketing and finance remarks that have been explained in detail.

Systematic approach to recruitment and selection,

Systematic approach to enlisting and cream,Systematic approach to recruitment and extract, and its efficacy in attracting diverse workforce within the adequate opportunities involution judicial frameworkIntroductionIn modern organizations, diversity management has become synonymous with bewitching and make up opportunities mesh, even though conventional context of equal opportunities is closely related with legal aspects of treatments of potential and current employees. at present, diversity management activities be grounded in monitoring of direct and indirect contrariety and interventions to reinforce fair treatment of women, ethnic minorities, the aged and the disabled. Therefore, the fairness paradigm has become the benchmark for managing differences and must be congruent with business objectives. This paradigm emerged from the perspectives that organizations call for a diverse workforce to re-think and re-define primary tasks related to strategies including organ izational objectives, goals, markets, products and resource allocations (Cornelius, Gooch and Todd in Noon and Ogbonna 2001). Diversity management is different from equal opportunities, yet it is ground on the same foundation. competent opportunities amplify policies and practices that reflect the external legal framework and offer chances for rival. In human resource management, this is usually inherent in the practices of recruitment and selection, and at times in training and development. The basic premise is to ensure that equal opportunities should be given to people who ar in competition with each other for areas of employment and selection, regardless of their age, sex activity, race or dis strength. The objective is non to elicit equal outcome.When implemented within the organizational framework that follows dogmatic approach to human resources management, the fine line between equal opportunities and diversity management, at times, becomes blurred. Consequently, org anizations are often found striving for a balance in maintaining diverse workforce within the realms of the equal opportunity laws to achieve equality and organizational strategic objectives. Given the blurring definition of diversity and equal opportunities in employment, critics get under unmatchables skin overbearing approach to recruitment and selection less appealing as strategic human resource management component. Others argue that as a vital component of HRM, recruitment and selection accommodates for both external and internal environmental change. In the ensuing discussion, the researcher shall evaluate the extent of the validity of this debate, and determine how piquant overbearing approach to recruitment and selection is in acquiring diverse workforce in organizations, and how successful organizations have been in integrating equal opportunities practices. full of life Evaluation of Systematic Approach to Recruitment and SelectionRecruitment and selection processes are essential for strategic HRM involving and including suppose identification, job description, interviews, selection and orientation. It involves complex techniques and skills that attend decision-makers in selecting applicants for achieving organizational objectives, as well as personifies the organizational values, culture, behaviour and discipline. Recruitment and selection processes are ground on systematic evaluation of personalized and original values, interpersonal skills, problem solving ability, attitude and behaviour of candidates, and examen them whether their attributes are congruent with the organizational values and objectives. Testing the type of employees the firm is or so to hire helps determine the type of personality and how to mould them to the organizational culture. Selection decision is often based on a host of situationors pertaining to job match, ability, professional qualifications, personal abilities, as well as employee&aposs personality to mat ch with the organization (Cornelius, Gooch and Todd in Noon and Ogbonna 2001). This traditional approach (also known as systematic approach) has evolved over the years and become refined as strategic recruitment and selection processes. Traditional approaches to recruitment and selection in earlier organizations based on psychometric models often assess applicant&aposs performance with job fit whereas in modern organizations the systematic approach to recruitment and selection processes is strategic in nature, even though the foundation of the system has go forwarded congruent with traditional approach (Beardwell and Holden 2003).Experts (Beardwell and Holden 2003 Thornhill et al., 2000) believe modern systematic approach to resourcing organizations has harmoniously integrated general organizational strategies and processes kind of than merely focusing on job-specific criteria. As a result, recruitment and selection processes have strategic implications, starting from how resourc ing offers competitive advantage in the short run to valuing employees as organizational as destines. The processes are aimed at achieving organizational objectives aligned with long-term organizational strategic vision. Components of systematic approach to recruitment, which include job analysis, job descriptions, development of competence frameworks, identification of person specifications and accountability, as well as advertisement, executive search, and Internet recruitment provide alternatives and ease to the process of recruitment for organizational resource acquisition.Alternatively, traditional approach to selection has remained somewhat similar to the preceding methods. For example, earlier recruitment processes have heavily relied on evaluation criteria, reliableness on validity of candidate information, techniques of interviews and psychometric tests. Selection has also been based on matching job types with work styles done simulated evaluation tests. Today these compon ents of selection are conducted in the same manner but often aided by the use of information technology systems and refined by consolidation of organizational objectives. Nevertheless, the fact remains recruitment and selection processes play critical roles in resourcing organizations and pooling of work skills. According to Beardwell and Holden (2003), HRM processes such as recruitment and selection are no longer viewed as the best-fit approach but have changed to resource-based view or best practice approach. This makes them imperative for supporting corporate strategies and organizational change management by acting as a lever for competitive advantage for organizations.Not only this, systematic approach to recruitment and selection has been set out to enable organizational management to establish frameworks for performance management. It is at this initial stage that managers determine roles, responsibilities, and performance outcomes to match with the or so fitly skilled an d motivated candidates for achieving organizational objectives. Moreover, basic principles for systematic approach to recruitment involve setting competitive framework for candidates to gauge future performance. For instance, evaluation and testing processes involve simulated tasks, psychometric tests, and validation of qualifications. It is through these simulated tests that managers gauge attitudes, behaviours, personality, and interaction with the candidates to determine job and candidate match. Selection is based on meritoriousness defined by the job specifications, private commitment, and suitability for the positions within the company. The objectivity is to combine worker attributes, skills, and abilities, and fit it within the organizational policies, procedures, and cultural frameworks, and thereby not to waste efforts and resources in conflict, power relations, subordination and normative institutional clashes in the future (Lucas 2003).In this regard, one could observe that systematic approach to recruitment, selection integrates external environmental factors like legal frameworks in policies, and procedures to ensure organizations establish a direct relationship with the candidates, job market and the legal environment. From this perspective, systematic approach to recruitment and selection processes is also said to have contributed to promoting and establishing trends for fair employment. However, critics do not have a consensus on fair statistical distribution of representations of individuals where recruitment and selection processes are concerned. For example, Cornelius, Gooch and Todd (2001) are of the view that traditional equal-opportunity practices usually have unequal outcomes, depending on the culture of the organization, as well as the type of workforce unavoidable for the job. For example, gender and age discrimination are likely to become issues for unequal employment in industries where workers are required to be male of young age such as the logging industry. Commitment towards equal opportunity for fair representation of groups of individuals in recruitment and selection processes does not add value but rather hinders achievement of organizational objectives. Consequently, systematic approaches to recruitment and selection are not really effective in resolving strategic HRM issues pertaining to establishment of legal frameworks. Yet, one cannot deny the fact that organizations have not benefited from the systematic approach to pursue fair treatment and equal opportunities for employment. It is the essence of the systematic approach to recruitment, which takes into account of the ever-changing environment, as well as business strategies that makes it dynamic, and thereby is effective in resolving management issues of diversity.Attraction of diverse workforce and implementation of equal opportunities employmentThere are many factors that are responsible for making an organization attractive for employees. o rganizational reputation recognized for its fairness, culture, wage and talent pool, for example, are draw for candidates. Similarly, job attractiveness is also dependent on the processes of recruitment and selection, and goals and ideology of the organization. In most organizations today, having a diverse workforce is no longer a luxury but a necessity and even a competitive advantage. A diverse workforce is essential in pooling skills and qualifications for achieving organizational strategic objectives in today&aposs complex business environment (Sims 2002). Diversity, many claim, is distinguishable from equal opportunity as it serves the self-interest of organizations rather than social justice. It involves pursuance of policies that wager the demand of labour pool, and thereby gain the best qualifications from employees. It makes the economic justification for hiring individuals valuable in terms of business requirement, and labour market supply. It takes into account of the denotative need for employee satisfaction, which would lead to quality in productivity and increasing the talent pool direly required by dynamic organizations (Noon and Ogbonna 2001).Diversity is intrinsically linked with equal opportunity, according to experts (Thornley 2003). They argue that the labour market is typically characterized by competition where individuals compete for employment based on commutative justice. Free competition is universal and the reward for it is employment. Candidates vie for positions in organizations through display of qualifications, academic performance, ownership of skills, attitudes, and positive behaviours. Employers, on the other hand, form benchmarks for employment based on organizational requirements, policies and procedures in recruitment and selection. Employers are also mandated to follow government policy to benchmark wages, inflation and competitiveness for fair distribution of income and wealth. The government controls fair distributio n of income by implementing policies of equal employment opportunities to eliminate formal and informal discrimination based on gender, age, race and disability. In the UK, this practice is regulated by the EOC and through legal Acts often tends to constrain organizations for implementing fair employment.Despite critical objections to the efficacy and strategic nature of systematic approach to recruitment and selection, management of organizations cannot deny the fact that HRM processes have integrated diversity and equal opportunities policies and procedures to avoid adverse effects of the law. The EOC has formulated laws such as the Employment Act 1989/2002, Sex Discrimination Act, fair to middling Pay Act, Disability Discrimination Act 1995, Race Relations Act 1976, Employment Relations Act 1999 and the Employment Equality Regulations 2003 to curb discrimination of applicants for employment based on their gender, race, age and disability. To ensure that these laws are implemente d within organizations, organizations have started to invest heavily in HRM processes congruent with the prescribed legal frameworks set by the EOC and the government. For most organizations, investment in these processes are necessary for compliance, while for others it is the long-term objective-achievement efforts as they view making their organization attractive to potential talents a strategic activity in itself. Consequently, HRM processes have been devised based on objective testing of candidates. Recruitment and selection models used for evaluating job performance, personality tests, cognitive ability tests, as well as testing of job knowledge take into account of achievement and skill proficiency. Organizations no longer depend on individual interviewer impressions to select and match candidates based on qualifications matching with job criteria. Instead, candidates are being tested for their abilities, skills and knowledge correlating with job performance regardless of the ir sex, age, race or disability (Hough and Oswald 2000). Furthermore, organizations are also using integrity tests and self-reports to check reliability and validity of counterproductive work behaviours. These systematic methods of recruitment and selection are based on the premise that effective recruitment leads to smooth functioning of organizations and successful recruitment and selection is based on finding the justly person with the right skills, expertise and qualifications for achieving organizational objectives and contributing towards organizational values. For this purpose, a fair and consistent system of recruitment helps lessen the burden of employee conflict, turnover, absenteeism and dismissals.According to the Workforce Development computer programme (2004) in the UK, for organizations to develop leadership capacity in their respective industry, they must develop skills and capacity of workforce, organizational performance management framework, pay and rewards syst em and, most importantly, ensure that equal opportunity and diversity practices are aligned with the entire recruitment and selection processes. The focus on abilities and aptitudes, and not stereotypes, would help lead to fair judgements about individuals based on their merits rather than their gender, age, race or disability (EOC 2006).ConclusionFrom the above discussion, one can conclude that the strategic nature of the systematic approach to recruitment and selection has made it the ideal tool for today&aposs organizations to gain a competitive advantage in acquisition of skills and a diverse workforce. Strategic HRM requires that processes be in line with internal and external factors affecting organizational dynamics. For this purpose, these processes have to be flexible to accommodate change in the business environment. Two of the main factors that have been affecting modern organizations are equal employment opportunities and diversity. Self-interest for competitive advantag e, as well as legal mandates have motivated organizations to invest in HRM processes and techniques to promote diversity and equal opportunities employment. These are evident in the various techniques used in recruitment and selection tests, as well as policies for hiring candidates. The practice is not isolated but rather has become the benchmark for organizations to attract a diverse workforce and remain aligned with the legal framework. Despite critics arguments, one could conclude that the traditional approach to recruitment and selection in today&aposs organizations is objective in providing the required competitive advantage and strategic edge for competing in the highly dynamic business environment.ReferencesBeardwell, I. Holden, L. and Claydon (2003) Human Resource Management A Contemporary Approach. Fourth Edition. FT Prentice Hall.Employers Organization for Local Government (2004) Workforce Development Planning Guidance Document May 2004. Employers Organization for Loca l Government, Online accessed on 12 January 2007 from http//www.idea-knowledge.gov.uk/idk/aio/4465769.Equal Opportunities Commission (2006) Recruiting Staff Guidance for Managers and Supervisors, May 2006. Equal Opportunities Commission.Hough, L. M. and Oswald, F. L. (2000) Personnel Selection Looking toward the Future-Remembering the Past. Annual Review of Psychology. pp. 631.Lucas, R. E. (2003) Employment Relations in the Hospitality and tourism Industries. Routledge New York. pp. 84Millmore, M. (2003) Just How Extensive is the Practice of Strategic Recruitment and Selection? Journal of Management pp. 87Noon, M. and Ogbonna, E. (eds) (2001) Equality, Diversity and Disadvantage in Employment. Palgrave Basingstoke, England. pp. 32.Sims, R. R. (2002) Organizational Success through Effective Human Resources Management. Quorum Books Westport, CT. Publication Year pp. 107Storey, J. (1992) Developments in the Management of Human Resources, Oxford Blackwell.Thornhill, A., Lewis, P., Millm ore, M. and Saunders, M. (2000) Managing Change A Human Resource Strategy Approach, Harlow fiscal Times, Prentice Hall.Thornley, C. (2003) Labour market policy and inequality in the UK in Industrial and Labour Market Policy and Performance Issues and Perspectives (eds) Cofey, D and Thornley, C., Routledge New York. pp. 83

Ephedra: Asking For Trouble? :: Botany

ephedra Asking For Trouble?A member of the phylum Gnetophyta, the Ephedra genus is a perennial, dioecious shrub that reaches 1 1/2 to 4 feet tall (7). There are multiple species of this genus that inhabit the desert regions in certain parts of the world. The three species E. sinica, E. intermedia, and E. equisetina are found in Asia, particularly chinaware and Mongolia. Ephedra distacha is from Europe. India and Pakistan are home to E. gerardiana. North American species consist of E. nevadensis (Mormon tea), E. viridis (desert tea), E. americana, and E. trifurca (7). It takes an average of four years for the shrub to achieve maturation (10) and is harvested in the fall (11). Ephedra has been used medicinally for hundreds, even thousands of years in the regions where it grows.For more than 5000 years, Ephedras stems have been dried to cure multiple ailments in China. The first records of its use can be found in a Chinese compilation of herbs called Shen Nong Ben Cao Jing (11), which dates back to the first century A.D. (5) E. sinica, called Tsaopen-Ma Huang (2), is the most rough-cut species used. Ma Huang refers to the stem and branch, whereas Ma Huanggen refers to the root and rhizome. Ma Huang was used primarily in the treatment of the common cold, asthma, hay fever, bronchitis, edema, arthritis, fever, hypotension, and urticaria (hives). Ma Huanggens effect is believed to oppose that of the stem and branches. Its use was limited to the treatment of plush night sweating (7). Ma Huang was believed to relieve other ailments such as headaches, urinary tract infections, and venereal diseases (10). The Chinese prepared Ephedra different ways, such as extracts and compresses. However, the most common preparation of Ma Huang was as a tea. The stems were dried in the sun and either broken into pieces or crushed into a powder. It was then boiled in a mixture of honey and water. Sometimes it was boiled until only the residue remained, and then consumed (8).Tea appe ars to be the most common preparation of Ephedra as a medicine in India and North America as well. In India and Pakistan, the stems of E. geradinia were used to treat asthma (8). An ancient exhibition of Hindu sacred writings called the Rigved gives mention of a drink called soma. Soma was a juice made from Ephedra and was believed to promote longevity (6).

Essay on the Ibos Sacred Relationship in Chinua Achebes Things Fall A

The Ibos Sacred Relationship in Things Fall Apart   The Ibo heap had a very sacred relationship with their landscape. Their entire existence depended on their environment and character was sacred to them. This is unlike the English who came to the lower Niger with imperialistic goals of civilizing these unrefined people. The Europeans were more technologically advanced, but in this progression they lost touch with nature and the spiritual connection with this significant aspect of the world. The Ibo on the other glove personified nature and turned to deities as well as ancestral spirits for guidance in their survival against unexplainable and often uncontrollable forces. When hardships arise they set out to appease their gods and their spirits through sacrifice and ritual. Nature is a major theme of the religion of the Ibo and spirituality is very closely associated with the earth.   Nature was also consulted in times of conflict between tribesmen. When Uzowulu was accu sed of beating his wife excessively her family took the case to the egwugwu, or the spirits of the club sons, of the original father of the clan, which gave rise to the nine villages in the clan. These spirits were in reality men in the tribe wearing masks, but all of the villagers put their faith in the idea that these bodies argon in fact occupied by spirits of ancestors who will offer advise in a time of hardship. With the commencement of the hearing of Uzowulu before these mask spirits he touches the ground as a sign of submission to the higher powers. While Uzowulu will only listen to the decision of the egwugwu because they are beyond any mortal, he overlooks the fact that these decision-makers are really his fellow villagers. This fai... ...landscape in which these people live. To kill a royal python is such an unfathomable crime, that there is not even a punishment prescribed for the act, and when the convert kills the python the people do not even think that it could hav e possible been done intentionally. This reveals the significance of nature as sacred.   All aspects of the landscape were made sacred because these people greatly depended on nature for survival and many aspects were inexplicable, so they were given supernatural explanations to tutelage in an otherwise unattainable resolution. This people were greatly misunderstood by colonialists who sought to civilize them and attempted to thrust Christianity upon an uninterested audience to aid in the control and pacification of a people that apparently already had a worthy explanation and understanding of the world in which they lived.