Power Versus Domination Essay Example for Free

Power Versus Domination Essay Although Foucault’s methodology of archaeology and genealogy of knowledge contribute greatly to the study of history of knowledge but contrary to general facts of social science. Foucault’s archaeology and genealogy of knowledge produce outstanding works such as History of Madness and History of Sexuality. But, in fact, in theory and practice of social change there is no relation between power and domination. But on the other hand, Foucault’s methodology makes us more sensitive to relation between power and domination. Thus, why is obviously contradict to general fact of science. Foucault with the method of archaeology and genealogy proved that the history about the healing of the mad in ancient times and now is under the influence of power and domination. In Foucault’s History of madness he tried to explain about how to heal ‘mad people’. In the past, treatment of mad people were exiled to a desert island. Meanwhile, the treatment is more human than the people made by being placed in the ‘clinic’. But because of power and domination this treatment is more restrained treatment or even torture. That why, Foucault’s methodologies contribute to the history of knowledge. However, Foucaults methodologies contradict the reality of social science. the general fact of science showed that there is no relation between power and domination. In short, power is not to dominate, and domination is not to support power. Power does not control all aspects of life whether personal life or social. It showed by the existence of ‘human right’. The reality of social science tends to ignore the power in the world of science. For me knowledge is a neutral, objective and innocent. So, Foucault’s methodologies are opposed to the assumption that knowledge is a neutral, objective and innocent.

Porsche company changes and breakdown

Porsche company changes and breakdown Much has changed for Porsche over the past few years. Negative market forces combined with questionable strategic moves have the iconic sport car company fighting for its life. Markets forces such as escalating fuel prices during the summer of 2008 followed by the global financial crisis have significantly suppressed demand for gas-guzzling, high-end specialty vehicles. In concert, Porsche has overstretched itself with new product introductions and an attempted takeover of rival Volkswagen. Porsche has left itself with limited strategic options. This case describes the market conditions affecting the global auto industry, presents Porsches resources and poses options for the future. As of early 2008, Porsche was celebrating a JD Powers highest quality rating for the second year in a row and 7 years of strong financial performance after near-bankruptcy in the late 1990s (see Exhibit 1)  [1]  . Porsche was again seen as a leading, high-end car company. The rest of the industry had been consolidating into fewer than 10 large, multi-brand conglomerates. Against this backdrop, Porsche was defiant about not losing its independence. However, the road forward has been full of hazards. The global economy turned downward during the second half of 2008 and the slump has continued into 2010. Porsche almost went out of business the last time the US economy lagged for an extended period in the early 1990s. Porsche must formulate its strategy carefully. Their expansions into the sport utility and sports sedan segments and attempt to take over Volkswagen have been risky, even careless moves. What should be Porsches next move in light of the rapidly changing global auto industry and Porsches current internal challenges? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and become a broader player to rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product, the 911, and focus on its engineering expertise? The global auto industry has suffered greatly from the worst US financial downturn since the 1930s. Two US auto giants, General Motors (GM) and Chrysler, have filed for Chapter 11 bankruptcy protection and there has been a new wave of mergers and acquisitions. Industry growth and leadership are shifting to China and India, and environmental technologies are leading innovation in the global auto industry. Excess car making capacity worldwide has increased sharply in the past few years. Amid weak demand, Japanese automakers have frozen or delayed new capital investments and have stepped up such efforts as lifting productivity at factories, with the goal of boosting their profitability. Toyota Motor Corp. is struggling to remain profitable as its sales have fallen by around 20% from 2007s record tally of 9 million units. Honda Motor Co. has decided to delay new plant construction until 2012 or later from the originally planned 2010. These moves are also driven by anticipation that GM and Chrysler will emerge from their bankruptcies as meaner, leaner competitors. GM has announced plans to bolster its profitability by consolidating production to support global sales of around 6 million vehicles a year, a roughly 30% decline from its worldwide sales in 2008  [2]  . New rivals have appeared with Fiat, an Italian automaker that ranked 10th in global sales rankings in 2008, taking a stake in Chrysler. In addition, the Canadian auto parts maker Magna International Inc. entering into car manufacturing through its agreement to acquire Opel, a German unit of GM. In addition, as Americas auto companies lose market share due to declining demand, Chinese auto sales have increased steadily, China is likely to pass Japan soon as the worlds largest car maker. Chinese companies have focused on acquiring production expertise as well as brand cache by bidding on Fords Volvo and General Motors Saab and Hummer. China has a reputation as a copycat manufacturer. Therefore, acquisitions offer reputation to some of Chinas 100 car companies which unknown to most people outside of China  [3]  . For example, Ford sold Jaguar and Land Rover Indias Tata Motors Ltd. in 2008 for $1.7 billion. This positions an Asian company as a potential world leader at the low-end with the $2,500 Nano and at the high-end with two global icons in Jaguar and Rover, positioning it to compete with BMW, Mercedes-Benz and Audi  [4]  . 2008 was the worst year in a decade for the US auto industry as demand slowed because of tightening credit, higher gasoline prices, and rising unemployment. Continuing declines in sales are likely for the foreseeable future in North America and Europe, while growth is projected in India, China, and Brazil. The global auto industry has been consolidating because on high costs and low demand and profitability. There were 42 independent, global car companies in 1960, and this shrunk to only 17 by the year 2000. In the medium to long term, environmental technologies will likely be instrumental in carmakers success. Germanys Daimler AG has taken a stake in Tesla Motors Inc., a U.S. electric car venture firm. Another German company, Volkswagen, has tied up with Chinese battery maker BYD Co. to bolster its ability to develop electric vehicles. BYD announced in late 2008 that it had succeeded in developing a commercial model plug-in hybrid vehicle. The Chevrolet Volt and Nissan Leaf are due to hit the market in 2011  [5]  . Porsches Resources Porsche, with over 12,000 employees in 2008, is the smallest German automobile builder, but the largest sports car specialist in the world. Sales in the 2007/2008 reached nearly 99,000, including approximately 45,000 Cayennes and 31,000 911s. Net income climbed over $6.3 billion in 2007/2008  [6]  (See Exhibit 1). The company was founded in December 1930, when Dr. Ferdinand Porsche, with 12 close associates, established an office in Stuttgart for design and consultation on engines and vehicles. By 1932, Porsches design office had developed the torsion bar suspension element that is still in use in automobiles around the world. In 1934, the Porsche Company was commissioned by the manufacturers association to design a utilitarian car of normal dimensions but relatively low weight, to be achieved by new basic measures. Prototypes of this car were on the road by the end of 1935 but World War II postponed mass production of the vehicle. After the war, Volkswagen started production of the car, which came to be known as the VW Beetle. In 1972, when the 15,007,034th unit left the VW Wolfsburg assembly line, this Porsche-designed vehicle had displaced the Model T Ford as the all-time automobile production leader  [7]  . After World War II, Dr. Porsche was commissioned to build the most modern formula race car in the world. This car started to win international road races by 1948, and based on this car design, Porsche started building the 356 sports car (see Exhibit 2) in rented production space in Stuttgart for sales through Volkswagens international network of dealers and importers. While the original plan called for only a modest production of 500 cars, sales of the 356 Porsche eventually reached an overall total of 78,000 vehicles. The success of the 356 model was followed by design of the Porsche 911 (also shown in Exhibit 2) that initially went into production in 1964. The 911 had sales, through 2008, in excess of 600,000 vehicles and was the most successful rear-engine sports car in history  [8]  . In the 1970s internal car developments included the Porsche 928, with the first all-aluminum V-8 engine, that started production in 1977, and the Porsche 924, targeted as an introductory model below the 911 model. The 924 was originally developed for the Volkswagen, but they lost interest after the 1973 energy crisis. Porsche sold the car under its own name and, with sales of 100,000 units in only five years; it became the most successful Porsche of all time. Porsche continued its tradition of active involvement in racing competition. Dr. Ferry Porsche, chairman and son of the companys founder, claimed, competition entries in racing and rallying aided technology for our production cars. Designers felt that after only a few months, and often after only weeks or even days, racing provided answers to whether new technical measures were the right ones. Porsches RD work flowed into its production cars, and was the basis for extensive sales of engineering capabilities to outside customers  [9]  . German counterparts such as Mercedes, BMW and Volkswagen dwarf Porsches production volume of about 95,000 cars per year. In 2007/2008, Mercedes and BMW sold over 1,000,000 units and Volkswagen in excess of 1,500,000 cars  [10]  . Porsches small production volumes, however, still have to accommodate great diversity. Each car is built to a customers order, and has to conform to different national and state regulations. Choices included right-hand and left-hand steering, automatic and manual transmissions, and many other options. Porsche customers frequently traveled to the Zuffenhausen plant in the northern district of Stuttgart to watch their car actually being built. Since 1972, the companys technical development has been located in a large RD center outside of Weissach, a small town about 20 kilometers from Stuttgart. To maintain its technology leadership, Porsche has invested, at Weissach, in a minimum scale of expensive capacity, including a test track, crash center, wind tunnel, motor engine test facility, and pollution test equipment. A large number of designers, engineers, technicians, and mechanics are employed to support continual innovation. With its extensive commitment to advanced technology development and its small production base, Porsche spent 15 percent of its car sales revenue on RD, a much higher figure than the 4-6 percent typically spent by other car companies. The large investment in technology development capabilities required that Porsche sell some of its equipment, design, and engineering capabilities to other car companies  [11]  . Porsche still assembles a large proportion of its cars by hand on the same site where company patriarch Ferdinand Porsche built and delivered the Volkswagen Beetle in 1937. There have been modifications, of course, especially since 1991 when Wiedeking was hired to oversee production and materials management. One shocker: He forced the company to choke down nationalist and institutional pride and bring in Japanese consultants to teach Porsche not only how to build cars better, but also how to build better cars. In the upholstery shop, craft workers soften leather with heat guns and use hand tools of their own making to caress the hide smoothly onto curving dashboards and door panels. They get the leather from workers at sewing tables. In a nearby building, a technician uses a hand wrench to apply what he suspects his power wrench or a robot might not just the right amount of force on bolts that will hold an exotic, six-cylinder Porsche engine together when some over-enthusiastic driver revs it into the danger zone. When the wrench wielder and co-workers complete the engine, it gets hauled off to one of a dozen dynamometer chambers. There, testers run it through a demanding routine for approximately 20 minutes. Charming and eccentric as Porsches factory is, it is perhaps no more than a curiosity next to less-visible enterprises that the automaker relies on for independence: Weissach, restructuring, and partnerships. Porsches Weissach RD center is responsible not only for Porsches own auto technology and innovation, but also additional profits from work it does for others. Weissach developed, for instance, a cockpit for the Airbus jetliner, a minivan for General Motors, the guttural sound of modern Harley-Davidson motorcycle engines and their low-emission performance. Porsche does not report Weissach earnings separately. Some industry analysts suppose they account for most of what the financial reports call other operating income about 12 percent of total operating income. But Weissachs biggest contribution is not on the financial statement. Weissach is staffed by 2,200 engineers and technicians, meaning that highly paid professionals are one-quarter of Porsches total head count. Too expensive for us alone, says Anton Hunger, Porsche spokesman. Yet other automakers are comfortable renting Porsches engineering brains because the tiny sports-car maker is unlikely to be a rival. Restructuring in the late 1990s was painful as Porsche has cut 25 percent of its workers. And though much handwork remains, Porsche has halved the worker-hours necessary to build the 911 Carrera, and relies more on Japanese-style, just-in-time parts delivery. About one-third to total parts is the same on Boxster and 911 Carrera. And the Boxster S gets its upgraded handling and performance from 911 Carrera parts. In 1992, Porsche was selling three dramatically dissimilar models: rear-engine, six-cylinder, air-cooled 911; front-engine, V-8, water-cooled 928; front-engine, water-cooled, V-6 968. Literally not one common part. Incredible. Not even the lock system, says Manfred Ayasse, financial spokesman  [12]  . As of 2009, Porsche sold only 5 vehicles, Boxster, 911 Carrera, Cayenne, Cayman, and Panamera. The 4 automobiles are six-cylinder, high-performance, high-priced sports cars. In an industry bent on more and more segments, this is an anomalous approach. However, Porsche is an expert at bringing out ever-more-desirable iterations, raising prices for the upgraded versions and earning much higher profits. The enhanced models do not cost much more to manufacture than the base models. Boxster made its debut late in 1996, its $41,000 price putting a new Porsche within reach of more buyers than can afford a $66,000 Carrera. The Boxster S joined the lineup in 1999, starting at around $49,000. Its appeal is chiefly a bigger engine. At the same time, the standard 2000 Boxster received enhancements that could support a price increase. Its engine grows to 2.7 liters from 2.5, and horsepower rises to 214 from 204  [13]  . The 911 Carrera is a case study in Porsches genius. The current generation was launched in late 1997, as a coupe. A pricier convertible came in early 1998. Even more-expensive all-wheel-drive versions, called Carrera 4, were added in late 1998. In 2000, Porsche offered a turbo-charged 911 Carrera. Turbo Porsche models have the brilliant high-performance credentials and legacy to command six-figure prices. Also possible is a targa-top 911, which would have a removable, hard-roof panel for those who like the breeze but dislike folding convertible tops. Porsche has recently added an S version to the 911 Carrera line-up, just as it did with Boxster. Even though Porsche says it will never merge, its not above partnerships. For example, it co-owns, with Daimler-Chrysler, Car Top Systems, the company responsible for the folding tops on Porsche, Mercedes-Benz, and Saab convertibles. And Audi manufactured the now-discontinued 924 and 944 sports cars for Porsche. The automaker has decided to outsource more manufacturing so it can boost sales, and enjoy the extra earnings that it should bring, without investing in expensive expansion. Porsche calls it the virtual factory approach. The factory in Stuttgart can manufacture only 30,000 cars a year. It is surrounded tightly by the city, limiting sprawl room. But Porsche considers the original brick factory historic and could not bring itself to replace it with a modern facility. Thus, playing well with others becomes a survival tactic. Since late 1997, most Boxster sports cars sold in the US have been made at Valmet Automotive, a car factory in Finland that also builds Saabs. The automaker helped Valmet modify its tooling and production system to accommodate the Boxster, and Porsche has quality auditors there to ensure Valmet Boxsters match Stuttgart Boxsters. The logic is impressive, says Deutsche Banks research report on Porsche: It is the design, the technology, and the brand that make a Porsche stand out. These are core competencies for Porsche. The production itself, which is more or less a commodity competency, may as well be outsourced to Valmet or VW at a lower cost than Porsche could achieve with its highly paid workforce.  [14]   In 2002, Porsche began selling Cayenne, which it developed in collaboration with Volkswagen. Porsche sells the Cayenne for around $60,000, and VW sells its version, the Touareg, for around $35,000. The two companies shared the development costs and VW manufactures both vehicles. This allows Porsche to get some of the development costs paid by VW, and Porsche does not have to invest in more factory capacity to build the vehicle (See Exhibit 3). In 2005, Porsche added the Cayman to its roster positioned between the Boxster and the 911 and priced at around $60,000 (Exhibit 4). The Cayman matches the weight and styling of the Boxster with nearly the power of the 911. This makes the Cayman lightning fast, with a 0-to-60 time around 4.5 seconds. This performance and price has made the Cayman the most sought after vehicle in Porsches lineup in 2005. In September of 2005, Porsche acquired 18.5 percent stake in Volkswagen. Porsche claimed it was attempting to secure its supply chain as Volkswagen makes much of the Cayenne, the Porsche sport utility vehicle  [15]  . Volkswagen has not performed recently and has been seen as a potential takeover target. Porsche increased its ownership of Volkswagen to 31 per cent and majority ownership in 2008. Porsche introduced its first four-door sedan in 2009 when it offered the Panamera (Exhibit 5). BMW, Mercedes Benz, and Maserati are the Panameras primary rivals catering to the high-performance, four-door sports sedan market, and the Porsche hopes to take some of this market share. The companys association with Volkswagen is leveraged as the Panamera uses the Volkswagen Phaeton platform. The Panamera is powered by the same engines that are currently available in the Cayenne, the Porsche SUV. Porsches financial situation represents its biggest challenge. Porsche and Volkwagen reached an agreement in 2009 to call off Porsches efforts to take over Volkswagen. The final shape of the two companies has yet to be fixed, but Porsche is now likely to be fully integrated into the Volkswagen Group, joining its seven other car brands-VW, Audi, Skoda, Seat, Bentley, Lamborghini and Bugatti. Porsche got into this challenging situation when it took on à ¢Ã¢â‚¬Å¡Ã‚ ¬9 billion ($12.2 billion) of debt acquiring its 50.8% in Volkswagen with its sights on taking over Volkswagen. Three things prevented Porsche from this goal. First, acquiring 50.8% of Volkwagen tripled Porsches debt. Second, the credit crisis beginning in 2007 made it more difficult and expensive to borrow money. Third, Porsche was blocked by the German government from acquiring a larger share of Volkwagen so it could access its cash reserves  [16]  . The most challenging aspect for Porsche is its debt, which Porsche wants to reduce by at least à ¢Ã¢â‚¬Å¡Ã‚ ¬5 billion. Qatar and Abu Dhabi were seen as top candidates to loan the money. However, Mr. Pià «ch, who owns 10% of Porsche, says he opposes selling a stake in Porsche to an outside investor. Instead, Volkswagen is likely to buy Porsches car business. The Future of Porsche Based on the current conditions in the global auto industry, the economy and the natural environment, what should be Porsches strategy for 2010 and beyond? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product the 911 and focus on its engineering expertise? These options are influenced by and could influence Porsches current financial challenges. Porsches strategic moves are critical to its future success and existence. Exhibit 1 Porsche Financials Exhibit 2 Exhibit 3 Cayenne Exhibit 4 Cayman Exhibit 5 Panamera

Prevalence of Refractive Errors in School Children

Prevalence of Refractive Errors in School Children Introduction : Uncorrected errors of refractions have become one of the major important public health problems worldwide nowadays. They include myopia , hyperopia and astigmatism . Myopia (nearsightedness)is an ocular disorder in which the optical power of the eye is very strong for the corresponding axis. (1) It represents a major health problem among school children and it is reported that there are about 80 millions myopic child in the world.(2) It has two groups simple myopia or non pathogenic ( 6 diopters ) that is progressive and presents at early childhood. (3) Hyperopia or ( farsightedness) is categorized by the degree of refractive error into : Low hyperopia is +2.00D or less, Moderate hyperopia ranges from +2.25 to +5.00D, and High hyperopia is +5.25D or more but rarely reach +8 D. (4) Astigmatism is a condition that may affect both farsighted and nearsighted people . It is due to corneal or lenticular irregularities that cause blurring of vision. Mild and moderate astigmatism have the r ange of ( 1 to 2 D ) , severe astigmatism ( 2-3 D) , while the extreme astigmatism reach > 3 D . About 5-15% of children are considered to have refractive errors ( world health organization WHO ,2001) .In 2002 , 161 million people globally have been reported to be visually impaired due to different eye diseases as cataract , trachoma and onchocerciasis ( but errors of refractions as a cause was not included in such statistics) (WHO 2002 ). But since then , the WHO and the International Agency for the Prevention of Blindness(IAPB), both separately and with them the global initiative ,VISION 2020: The Right to Sight, have worked very hard to include uncorrected errors of refractions in such statistics due to their great importance in visual impairment occurrence. So on October 12, 2006 , the WHO has revealed the magnitude of visually impaired people due to uncorrected errors of refraction to be 153 millions either blind or of low vision , with at least 13 million children (aged 5†“15 years) (5,6) Blindness is defined in terms of visual acuity (VA) as 3/60 in the better seeing eye and low vision as VA between 6/18 to 3/60 in the better seeing eye , but all on the base of the presenting visual acuity rather than the best corrected visual acuity . And so, uncorrected errors of refractions become the second main cause of preventable blindness ( 18%) after the cataract (39%). (7,8). Uncorrected refractive errors are major problem in school children. Lead to inability to read what is written on chalkboard which greatly affect a child’s learning process.[19]. It has serious social effect on the child in school. Continuous blaming of the child as being lazy and stupid is very frequent by non-responsible teachers. schoolmates tease the child. These factors may lead to decrease the child’s performance leading to recurrent school failure. A study formed in Brazil showed the great impact of refractive errors on the child’s education. About 10% of these children at higher probability of dropping out of school. [11] Non-compliant Children who don’t wear spectacles had an average academic score lesser than compliant beers . But, there could be confounders for this like IQ.[17] the prevalence of visual impairment from uncorrected refractive errors in some regions appears to be higher in urban areas than in rural areas, despite the presence of better health services. This may be due to a high incidence of myopia in these populations because of direct relation between increased access to education and myopia.[12] The lack of screening, and the availability and affordability of refractive corrections are the most important. [12,13] Many factors that contribute for refractive errors remaining uncorrected like lack of awareness and recognition of the problem at personal and family level and community level, equipment for diagnosis and treatment of errors of refraction are not available (WHO, 1993). In the age group 5–15 years, non-correction of refractive errors is due to several factors like absence of screening program. However, cultural barriers and believes can play a role, as shown in studies from where free and easy routine screening program and aids to correct errors of refraction are present. [12,13] Poor access to refractive services in rural children, despite the fact that refractive errors are less common amongst rural children.[14,15] cosmetic factors like that the spectacles make the face look more nerdy, which may be more acceptable to girls and boys are more prone for activities and sports in rural areas.[13] A Tanzanian study showed that spectacles provided free of cost under insurance cove rage, were used less as compared to those the patient pay for them.[18] The age factor showing controversial effect on compliance of spectacles wear, increasing the age has minor negative effect in a study from Mexico, while it shows a positive effect in a study from rural china.[16, 17] less educated parents is a contributing factor for non-compliance of spectacle wear. Fathers education has more prominent effect than mother’s educational level. This may be due to that educated women always have equal or more educated husbands. Children from larger villages were more non-compliant than those from smaller villages. Cosmetics is not an important issue in small villages.[19] Non-availability of different types, shapes, colors, and sizes of spectacles is another cause. only one size spectacles that fit all ages is considered unfashionable. Small refractive errors (20] Many studies have been conducted in different parts of the world using the same protocol . The latest global estimate of prevalence of visually impaired children ( 5-15) due to refractive errors was 0.97% with higher prevalence in china and urban areas of south east Asia (9) Few studies were also conducted in Egypt , but one of largest studies conducted in Cairo , the capital of Egypt, using a large sample (6000) children from different governorates and socioeconomic classes has revealed the prevalence of refractive errors (VA = or So the objective of our study is to measure the prevalence of refractive errors among schoolchildren from (5 to 18 years ) at El-Demerdash hospital . Subjects Methods: A cross-sectional descriptive study is to be conducted where participants are selected from patients attending the Ophthalmology Department, at El Demerdash Hospital, with a total of 500 children; 250 boys and 250 girls. Age group ranges from 5-18 years and the study will take place in the period from February 2014 till July 2014. Each participating child will have his/her personal details recorded on a form, and will undergo a standard ophthalmological examination including: Visual Acuity (VA) with/without glasses, cycloplegic retinoscopy, cycloplegic autorefraction, external eye and fundus examination with all the results recorded. Refraction will be done using retinoscopy after 1% cyclopentolate eye drops instilled in the eyes at least half an hour prior to the examination. Only children who have a VA of less than 6/6 in at least one eye will undergo retinoscopy. Inclusion criteria: Any child at the school age of 5-18 years, attending the Ophthalmology Department, at El Demerdash hospital as inpatients, whose parents will sign a written informed consent forum. Exclusion criteria: Children who are unwilling to undergo the examination, although an informed consent is signed by their parents. Children with co-morbidities or other illness, or children taking any drugs that might have ocular side effects. Sampling method used is the convenience (purposeful) method, sample size of 500 patients with a sampling frame from the patients’ records are to be obtained at the start of the study. Data analysis: Data will be entered into a computerized database-using the CDC-WHO package EPI-INFO, and results of analysis are presented in the form of tables. Ethical considerations : The study protocol is approved by the ethical committee at Ain Shams University. Written informed consent are taken from parents or legal guardians as a pre requisite for inclusion References : 1-The National Eye Institue, The National Institute ofHealth.http://www.nei.nih.gov/healthyeyes/myopia.asp [May 2010] . 3-Friedman NJ, Kaiser PK. Essentials of Ophthalmology. Philadelphia, PA: Elsevier Inc; 2007:253-254. 4-Moore BD, Augsburger AR, Ciner EB, Cockrell DA, Fern KD, Harb E. Optometric Clinical Practice Guideline: Care of the Patient with Hyperopia. St. Louis, MO: American Optometric Association; 1997:1-29. 5-World Health Organization. Sight test and glasses could dramatically improve the lives of 150 million people with poor vision.Press release, 11 October 2006. http://www.who.int/mediacentre/news/releases/HYPERLINK http://www.who.int/mediacentre/news/releases/2006/pr55/en/index.html2006HYPERLINK http://www.who.int/mediacentre/news/releases/2006/pr55/en/index.html/prHYPERLINK http://www.who.int/mediacentre/news/releases/2006/pr55/en/index.html55HYPERLINK http://www.who.int/mediacentre/news/releases/2006/pr55/en/index.html/en/index.html. 6-Resnikoff S et al. Global data on visual impairment in the year 2002. Bulletin of the World Health Organization 7- Dandona R, Dandona L. Refractive error blindness. Bull World Health Organ. 2001;79(3):237–243. 8-World Health Organization. International Statistical Classification of Diseases and Related Health Problems. 10th Revision, 2nd Ed. Geneva,World Health Organization: 2005. 9.Zhao, J., Mao, J., Luo, R., Li, F., Pokharel, G. P., Ellwein, L. B. (2004). Accuracy of noncycloplegic autorefraction in school-age children in China. Optometry and Vision Science, 81, 49-55. http://dx.doi.org/HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-0001010HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-00010.HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-000101097HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-00010/HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-0001000006324HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-00010HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-00010200401000HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-00010HYPERLINK http://dx.doi.org/10.1097/00006324-200401000-0001000010 10. Negrel AD, Maul E, Pokharel GP, Zhao J, Ellwein LB. Refractive errorstudy in children: sampling and measurement methods for amulticountry survey. Am J Ophthalmol. 2000;129(4):421–426. 11. Gomes-Neto J, Hanushek E, Leite R, Frota-Bezzera R. Health and schooling: evidence and policy implications for developing countries. Econ Edu Rev. 1997;16(3):271–282. 12.Khandekar, R., Mohammed, A. J., Al Raisi, A. (2002). The compliance of spectacle wear and its determinants among school children of Dhakhiliya region of the Sultanate of Oman. A descriptive study. Sultan Qaboos University Journal for Scientific Research Medical Sciences, 4, 39-42. 13.Preslan, M. W., Novak, A. (1998). Baltimore vision screening project. Phase 2 Ophthalmology, 105, 150-3. 14.Dandona R, Dandona L, Srinivas M, Sahare P, Narsaiah S, Muà ±oz SR, et al. Refractive error in children in a rural population in India.Invest Ophthalm Visc sci.2002;43:623–31.[PubMed] 15.Murthy GVS, Gupta SK, Ellwein LB, Muà ±oz SR, Pokharel GP, Sanga L, et al. Refractive error in children in an urban population in New Delhi.Invest Ophthalm Visc Sci.2002;43:615–22. 16.Congdon N, Zheng M, Sharma A, Choi K, Song Y, Zhang M, et al. Prevalence and determinants of spectacle non-wear among rural Chinese secondary school children. The Xichang Pediatric Refractive Error Study Report 3.Arch Ophthalmol.2008;126:1717–23.[PubMed] 17.Castanon Holguin AM, Congdon N, Patel N, Esteso P, Toledo Flores S, et al. Factors associated with spectacle-wear compliance in school-aged Mexican Children.Invest Ophthalmol Vis Sci.2006;47:925–8.[PubMed] 18.Esteso P, Castanon A, Toledo S, Rito MA, Ervin A, Wojciechowski R, et al. Correction of moderate myopia is associated with improvement in self-reported visual functioning among Mexican school-aged children.Invest Ophthalmol Vis Sci.2007;48:4949–54.[PubMed] 19.Preslan MN, Novak A. Baltimore vision screening project.Phase 2.Ophthalmology.1998;105:150–3.[PubMed] 20.Congdon NG, Patel N, Esteso P, Williams C, Wolke D. The association between refractive cutoffs for spectacle provision and visual improvement among school aged children in south Africa.Br J Ophthalmol.2008;92:13–8.[PubMed]

The Significance of Villains in Beowulf Essay -- Epic Beowulf essays

The Significance of Villains in Beowulf  Ã‚  Ã‚     Ã‚  Ã‚   Ancient, timeless, and very, very hard to read, Beowulf has plagued well-meaning college students for centuries with its cryptic passages and vague metaphors. Yet at the root it resonates with a sort of clear allegorical criticism aimed at Scandinavian warrior society. In the story of Beowulf, the unnatural fiends in the poem were each symbols for the political strife in the system. They formed the basic constructs in an allegory against the flawed nature of the warrior society at the time. Grendel, the first monster, makes his appearance directly after the poet references the men in their mead-hall. Yet he is not simply referred to in a natural segue between themes: he is actually introduced directly after speaking of future strife among the family in that hall. Note in the following passage where the poet breaks off what began as a paragraph about the merry-making which went on in the hall known as Heorot. The hall stood tall, high and wide-gabled: it would wait for the fierce flames of vengeful fire; the time was not yet at hand for sword-hate between son-in-law and father-in-law to awaken after murderous rage. Then the fierce spirit painfully endured hardship for a time, he who dwelt in the darkness.... The form it takes can essentially be described as "They celebrated, but all was not well in the future of the hall. Also, Grendel waited outside...." The close proximity of the description of familial betrayal and Grendel's introduction leads to the conclusion that the two are related. As I interpret it, the demon Grendel is a symbol for the terrible problem of succession that the Danes suffered time and again. The unstable nature of the court and th... ...m. New York: Chelsea House Publishers, 1987.    Shippey, Thomas A.. â€Å"Structure and Unity.† In A Beowulf Handbook, edited by Robert Bjork and John D. Niles. Lincoln, Nebraska: Uiversity of Nebraska Press, 1997.    Sisam, Kenneth. â€Å"The Structure of   Beowulf.† In Beowulf: The Donaldson Translation, edited by Joseph F. Tuso. New York, W.W.Norton and Co.: 1975.    Tharaud, Barry. â€Å"Anglo-Saxon Language and Traditions in Beowulf.† In Readings on Beowulf, edited by Stephen P. Thompson. San Diego: Greenhaven Press,1998.    Tolkien, J.R.R.. â€Å"Beowulf: The Monsters and the Critics.† In Beowulf – Modern Critical Interpretations, edited by Harold Bloom. New York: Chelsea House Publishers, 1987.    Ward & Trent, et al. The Cambridge History of English and American Literature. New York: G.P. Putnam’s Sons, 1907–21; New York: Bartleby.com, 2000   

Theatre In Changing Society :: essays research papers

Theatre will always survive in our changing society. It provides us with a mirror of the society within which we live, and where conflicts we experience are acted out on stage before us. It provides us with characters with which we identify with. The audience observes the emotions and actions as they happen and share the experience with the characters in real time. The survival of theatre lies in the very nature of humankind: its inner voyeuristic drive. The desire to watch other people dealing with their conflicts and fates challenges as well as reinforces values and the morality of society. The theatre provides an exciting opportunity to watch stories and situations as if they were real life, showing us the truth of our nature. For as long as humankind exists, theatre will always take on an important function within its cultures. Through theatre, a culture expresses itself, reflects its society, and displays its individuality. It invites people to experience other cultures. Nevertheless, the question at hand is whether theatre will have a role in the society of the future, where cinema, digital television, and computers will continue to expand and grow. The answer to this question is yes. Heading into the 21st century, theatre will only be a fraction in a solid media industry. However, despite all the excitement technology brings with it, they will never replace theatre because it has something that can not be recreated or offered anywhere else. The cinema and its larger than life world appeals as an affordable alternative. Digital television provides digital interaction between the viewer and the producer. Theatre on the other hand, and its contents may take on a larger dimension, but we receive it directly in flesh and blood – one to one. The magical atmosphere between an actor and spectator who are constantly aware of each other and the theatre’s level of engagement is fundamentally more human and far more intimate.

Communication implications for quality control, outsourcing and consumer relations Essay

1. INTRODUCTION: Quality control and product safety are key challenges for companies that manufacture in third-world countries. In the event of a safety or quality control crisis, corporations must respond quickly and efficiently using clear crisis communication and image repair strategies. By studying the Mattel recall case, we see how a multinational corporation restored its reputation amongst multiple stakeholders; it also implemented policies and processes to divert or lessen future crises. The lessons learned from Mattel demonstrate the importance of transparent communication practices and may guide companies facing similar communication challenges. The teaching notes will firstly introduce the purpose of the Mattel case study, followed by a brief synopsis. Students will next learn relevant theories and principles from which to understand Mattel’s corporate communication response, particularly strategic crisis communication theory (SCCT) and issues management principles. Students will then compare Mattel’s communication response to the industry best practice principles as outlined by Page and suggest a revised, more suitable and effective course of action. 2. PURPOSE OF CASE STUDY: Upon completion of this case study, students should demonstrate that: 1. Issues develop over time, not overnight. 2. Through environmental scanning, crisis anticipation and strategic communications planning, corporations can minimize the damage done by emerging and sustained crises. 3. Prompt corrective action can remedy the current crisis and avert future crises and criticism–in the event that a crisis recurs. 4. Companies can turn a crisis into a long-term competitive advantage if it is handled properly from the outset. 5. Outside influences may affect a corporation’s image. Communicators must demonstrate preparedness to deal with external effects. 6. In the event of a crisis, a corporation must address (and prioritize) a number of audiences with tailored messages, for example investors, customers, the media, government and the industry. 7. Initial responses to a crisis will remain present throughout a communications campaign, for better or worse, and must be planned carefully. For example, Mattel’s shifted blame to Chinese manuf acturers. This backfired and has remained a controversial point since. 8. Successful cross-cultural communication is essential for corporations operating in foreign countries. 3. SYNOPSIS: Beginning in August 2007, America’s largest toy manufacturer, Mattel, announced the first of what would become a series of five recalls involving 21 million toys. The majority of the recalls were caused by poorly designed magnets fashioned in the United States, while a smaller number were due to toxic lead paint applied by slipshod Chinese suppliers. On the one hand, Mattel’s various publics, such as parents, investors and the government, have harshly criticized the toymaker; on the other hand, analysts and industry experts have praised it for its quick response and stringent safety inspection systems, which are purportedly the industry’s tightest. Regardless, the case draws attention to the quality control challenges facing companies that outsource manufacturing to developing countries. Students, through discussion of the case study and the attached study materials, will analyze the positive and negative approaches of Mattel’s corporate communications res ponse. They will critique the response’s suitability to the level of crisis, and suggest possible alternatives. They will consider the unique communications challenges facing a corporation that operates in an international, cross-cultural arena. 4. TEACHING COMPONENTS: 4.1 Assignments, Activities and Study Materials: Students will read the case before class. They will browse Mattel’s website, paying particular attention to the recall page (http://service.mattel.com/us/recall.asp) and the Investors and Media pages (http://www.shareholder.com/mattel/default.cfm). They should review Mattel’s history, financial information, corporate governance documents and social responsibility pages. For additional information, students should visit toy industry websites such as Toy Industry Association (www.toy-tia.org) or consumer action group sites like Healthy Toys (www.healthtoys.org). Students should carefully read the news releases in the case appendix. 4.2 Relevant Theories: Students must understand the key theories informing Mattel’s crisis and response strategies. Situational Crisis Communication Theory (SCCT): SCCT posits that each unique crisis requires a unique response tailored to the events and characteristics at hand. It is based on convergent research from Coombs, Benoit, Benson and Hearit that aims to minimize or deflect all possible negative outcomes such as lost sales or low stock prices.[?] In order to determine the best strategy, corporate communicators must assess the reputational threat of the crisis. This is a two-step process. The first step is to determine the nature of the crisis.

Dementia Awareness Essay

1.1 Explain what is meant by the term ‘Dementia’ The word dementia describes a set of symptoms that may include memory loss and difficulties with thinking, problem solving or language. These changes are often small to start with but for someone with dementia they have become severe enough to effect daily life. A person with dementia may also experience changes in their mood or behaviour. 1.2 Describe the key functions of the brain that are affected by dementia. The key functions of the brain that are affected by dementia are Temporal Lobe – Responsible for vision, memory, language, hearing, learning. Frontal Lobe – Responsible for decision making, Problem solving, controlling behaviour and emotions. Parietal Lobe – Responsible for sensory information from the body, also where letters are formed, putting things in order and spatial awareness. Occipital Lobe – Responsible for processing information related to vision. Cerebrum Lobe – This is the biggest part of the brain, Its role is memory, attention, thought and our consciousness, senses and movement. Hippocampus – Responsible for memory forming, organizing, storing and emotions. 1.3 Explain why Depression, Delirium and age related memory impairment may be mistaken for Dementia. Delirium, Dementia and Depression are disorders that are often confused by care-givers as they are complex and patients can be afflicted with more than one of the conditions at the same time. Although often coincidence they are entirely separate conditions. Delirium is an acute but reversible state of confusion occurring in up to 50 percent of older post-surgical patients. Dementia is an irreversible decline of mental abilities which affects 5-10 percent of the population over age 65, with incidence doubling every 5 years after 65. Depression is a mood disorder which affects 16 percent of the population although it is often unrecognised. 2.1 Outline the medical model of dementia The medical model focuses on the impairment as the problem and focuses on a cure, these may be dependency, restriction of choice, disempowering and devaluing individuals. 2.2 Outline the social model of dementia. This is personal centred, focusing on the rights of the individual, in turn empowering the individual, promoting independence, giving choice and looking at what the individual is able to do. 2.3 Explain why dementia should be viewed as a disability. Individuals who have dementia are not aware of requirements for living. They can forget to do the essential things that are vital. Taking medicines, hygiene and even eating are often forgotten. They can get lost or hurt and not understand what is necessary to correct a situation. Individuals cannot act in the manner of a responsible adult which is why dementia should be viewed as a disability. 3.1 List the most common causes of dementia. The most common causes of dementia are – Alzheimer’s disease – This is the most common cause of dementia. During the course of the disease, the chemistry and structure of the brain changes, leading to the death of brain cells. Vascular Dementia – If the oxygen supply to the brain fails, brain cells may die. The symptoms of vascular dementia can occur either suddenly, following  a stroke, or over time, through a series of small strokes. Dementia with Lewy Bodies – This form of dementia gets its name from tiny spherical structures that develop inside nerve cells. Their presence in the brain leads to the degeneration of brain tissue. Fronto–temporal Dementia – In fronto-temporal dementia, damage is usually focused in the front part of the brain. Personality and behaviour are initially more affected than memory. 3.2 Describe the likely signs and symptoms of the most common causes of dementia. Dementia is a collection of symptoms including memory loss, personality change, and impaired intellectual functions resulting from disease or trauma to the brain. These changes are not part of normal aging and are severe enough to impact daily living, independence, and relationships. With dementia, there will likely be noticeable decline in communication, learning, remembering, and problem solving. These changes may occur quickly or very slowly over time. The progression and outcome of dementia vary, but are largely determined by the type of dementia and which area of the brain is affected. Diagnosis is possible through advanced brain imaging, clinical examinations, and diagnostic testing. 3.3 Outline the risk factors for the most common causes of dementia. The greatest known risk factor for Alzheimer’s is advancing age. Most individuals with the disease are age 65 or older. The likelihood of developing Alzheimer’s doubles about every five years after age 65. After age 85, the risk reaches nearly 50 percent. One of the greatest mysteries of Alzheimer’s disease is why risk rises so dramatically as we grow older. Another strong risk factor is family history. Those who have a parent, brother, sister or children with Alzheimer’s are more likely to develop the disease. The risk increases if more than one family member has the illness. When diseases tend to run in families, either heredity (genetics) or environmental factors, or both, may play a role. In general, the risk factors for vascular dementia are the same as those for heart disease and  stroke. Risk factors for vascular dementia include: Increasing age. History of heart attack, stroke or mini strokes. Atherosclerosis. High cholesterol. High blood pressur e. Diabetes. Smoking and Atrial fibrillation. Although the cause of Lewy body dementia isn’t clear, several factors appear to increase the risk of developing the disease. They include: Being older than 60. Being male & having a family member with Lewy body dementia. Many degenerative neurological diseases do not have a strong genetic component, but Fronto–temporal Dementia is believed to be an exception, with a high familial component compared to other instances of dementia. Unlike in other forms of dementia, however, there are no nutritional deficiencies or other habits that increase the likelihood of developing Fronto–temporal Dementia. Instead, risk factors for developing Fronto–temporal Dementia include: Mutations in the MAPT and/or GRN genes of chromosome 17, a family history of Fronto–temporal Dementia. 3.4 Identify prevalence rates for different types of dementia. The Prevalence’s of Alzheimer’s disease, vascular dementia, Parkinson’s disease dementia, and other dementias – Overall, 72% of the dementias were of Alzheimer type, 16% were vascular dementia, 6% were Parkinson’s disease dementia, and 5% were other dementias. 4.1 Describe how different individuals may experience living with dementia depending on age, type of dementia, and level of ability and disability. Dementia is not a disease but a set of symptoms which decreases the ability to think, memory and communication skills of human beings. It also declines the skills that needed to carry out daily activities. There are many causes of dementia. Few are :  · Alzheimer’s disease  · Vascular disease  · Lewy body disease  · Front temporal disorders  · Parkinson’s disease  · Depending on the form of dementia people’s ability and disability fluctuates. It is not necessarily to think that people with dementia are always forgetful. Like, people with Fronto-temporal dementia are very less forgetful than Alzheimer disease. Their memory remains intact but their personality and behaviour noticeably changes. Dementia with Lewy bodies interrupts the brain’s normal  functioning and affect the person’s memory, concentration and speech skills. It has similar symptoms to Parkinson’s disease such as tremors, slowness of movement and speech difficulties. People with vascular dementia may suffer from incontinence or seizure where other types of dementia may not affect those. However level of ability and disability depend on individual’s age and condition of dementia. People who are living with dementia in earlier age such as 60’s-70’s are less dependable than people living with dementia at the age or over 70’s or 80’s. People have different stamina in different ages. So, their ability and disability fluctuated and level of support are varied as well 4.2 Outline the impact that the attitudes and behaviour of others may have on an individual with dementia Dementia can have a big impact on a person’s behaviour. It can make them feel anxious, lost, confused and frustrated. Although each person with dementia handles these feelings in their own way, certain behaviour is common in people with the disease. This includes: †¢ repeating questions or carrying out an activity over and over again †¢ walking and pacing up and down †¢ Aggression, shouting and screaming †¢ becoming suspicious of other people If you are experiencing these behaviours, or are looking after someone who behaves in this way, it’s important to remember that this is an attempt to communicate how they’re feeling and that they are not being deliberately difficult. If you stay calm and work out why they’re expressing themselves in this way, you may be able to calm them down.