BHS 420 Quantitative Reasoning (Module 5-SLP) Essay

BHS 420 Quantitative Reasoning (Module 5-SLP) - Essay Example Introducing imagery has novel implications for bipolar treatment innovation - an area where CBT improvements are much-needed. Santosa, C.M., Strong, C.M, Nowakowska, C., Wang, P.W., Rennicke, C.M., & Ketter, T.A. (2007). Enhanced creativity in bipolar disorder patients: A controlled study. Journal of Affective Disorders, 100, (1-3), pp. 31-39. Research Procedure: Direct study of 49 BP, 25 MDD, 32 CC, and 47 HC (all euthymic) completed four creativity measures yielding six parameters: the Barron-Welsh Art Scale (BWAS-Total, and two subscales, BWAS-Dislike and BWAS-Like), the Adjective Check List Creative Personality Scale (ACL-CPS), and the Torrance Tests of Creative Thinking--Figural (TTCT-F) and Verbal (TTCT-V) versions. Mean scores on these instruments were compared across groups. Where and How Sample Obtained: Researchers assessed non-eminent creativity in euthymic bipolar (BP) and unipolar major depressive disorder (MDD) patients, creative discipline controls (CC), and healthy controls (HC). Description of Results: Researchers found BP and CC (but not MDD) had similarly enhanced creativity on the BWAS-Total (driven by an increase on the BWAS-Dislike) compared to HC. Further studies are needed to determine the mechanisms of enhanced creativity and how it relates to clinical (e.g. temperament, mood, and medication status) and preclinical (e.g. visual and affective processing substrates) parameters. Research Procedure: Researchers compared creativity in bipolar parents and their offspring with BD and bipolar offspring with attention-deficit/hyperactivity disorder (ADHD) with healthy control adults and their children, using 40 adults with BD, 20 bipolar offspring with BD, 20 bipolar offspring with ADHD, and 18 healthy control parents and their healthy control children who completed the Barron-Welsh Art Scale (BWAS), an objective measure of creativity. Description of Results: The results of this study support an

Cost Behavior and Allocation Essay Example for Free

Cost Behavior and Allocation Essay Analyze the complexity of cost behaviors in health care organizations and describe how costs are classified according to their relationship with volume. Health services managers are vitally interested in how costs are affected by changes in volume. Before costs can be managed, one must have an understanding of how and why costs are being incurred. For, example medications dispensed from the pharmacy are variable costs items since the more often medications are dispensed to the patient, the higher to the total medication costs (Lang, 2012). In this example the cost is driven by the prescription of the medication for the patient, which leads to dispensing the medication and incurring the cost. If the medication is not prescribed the total cost would be zero. The salary of the Director of the Pharmacy is a fixed cost, at least over the short run because that person is paid the same salary regardless of how many, or how few, prescriptions they fill. The text defines the relationship between an organization’s total costs and volume as cost behavior or underlying cost structure, is used by mangers in planning, control, and decision making. The primary reason for defining and organization’s underlying cost structure is to provide healthcare managers with a tool for forecasting cost and profits at different volume levels (Gapenski, 2012). The cost structure of both fixed and variable costs- that is some of the costs are expected to be volume sensitive and some are not- is typical in healthcare organizations. Total variable costs increase or decrease proportionately as volume changes, but variable cost rate remains constant as long as volume remains within the relevant range. Fixed, costs, in contrast to total variable costs, remain unchanged as the volume varies. The Academy of Healthcare Management Journal states, when attempting to improve profitability by decreasing or controlling costs, cost behavior is particularly important. If activities are limited or decreased to lower variable costs without consideration of fixed costs profits may actually decrease. In conclusion, total costs are merely the sum of the two. Because total variable costs are tied to volume, total variable costs increase as the volume increases even though fixed costs remain constant. Discuss the importance of cost allocation and how it may be leveraged by health care organizations. Cost allocation is essentially a pricing process within the organization whereby managers allocate the costs of one department to other departments. Cost allocations within healthcare organizations must establish prices that proxy those that would be set under market conditions. Costs within a health services organization must be allocated. Overhead costs of the business, such as those incurred by administrators, facilities management personnel, financial staffs, and housekeeping and maintenance personnel must be allocated to those departments that generate revenues for the organization (Gapenski, 2012). The goal of cost allocation is to assign all of the costs of an organization to the activities that cause them to be incurred. Health services managers track and assign costs by individual patient, physician, diagnosis, reimbursement contract, and so on. Much of the motivation for more accurate cost allocation systems comes from the recipients of overhead services. Mangers at all levels within health services organizations are under pressure to optimize economic performance, which translates into reducing costs. To assign costs from one activity to another, two important elements must be identified: a cost pool and a cost driver. A cost pool is a grouping of costs that must be allocated, while a cost driver is the criterion upon which the allocation is made. Clearly, the proper allocation of overhead costs is essential to good decision making within health services organizations. In conclusion, revenues must exceed the total of both fixed costs and variable costs combines in order for an organization to be profitable.

HPTLC Method for Determination of Edaravone

HPTLC Method for Determination of Edaravone Development and Validation of HPTLC Method for Determination of Edaravone in Bulk and in Injectable Dosage Form A simple, rapid, reliable and accurate high performance thin layer chromatography method has been developed for the estimation of Edaravone in bulk and pharmaceutical dosage form. The chromatographic development was carried out on aluminum plates, pre-coated with silica gel 60 F254, using a mixture of Toluene: Methanol (6:à ¢Ã¢â€š ¬Ã¢â‚¬ °4à ¢Ã¢â€š ¬Ã¢â‚¬ °v/v) as mobile phase. Detection was carried out densitometrically at 254à ¢Ã¢â€š ¬Ã¢â‚¬ °nm. Theà °Ã‚ Ã¢â‚¬ËœÃ¢â‚¬ ¦fvalue of analyte was found to be0.66 ±0.02. The method was validated with respect to linearity, accuracy, precision, limit of detection, limit of quantification and specificity. The linear regression analysis data for the calibration plots showed a good linear relationship with Ã… ¸2=0.9995 in the concentration range 200–600à ¢Ã¢â€š ¬Ã¢â‚¬ °ng/spot. The % assay (Mean  ± S.D.) was found to be100.27 ±0.72. Accuracy of the method was accessed by percentage recovery and found to be99.77 ±0.71%. The m ethod is new, simple and economical for routine estimation of edaravone in bulk, pre-formulation studies and pharmaceutical formulation rapidly at low cost in routine analysis. Keywords: Edaravone, HPTLC, Pharmaceutical dosage form 1. Introduction Edaravone [EDA] is a neuroprotective agent  used for the purpose of aiding  neurological  recovery  following acut ebrain ischemia and subsequent  cerebral infarction. Chemically, it is 3-Methyl-1-phenyl-2-pyrazolin-5-one. [1]. It is a strong novel free radical scavenger, was developed by Mitsubishi Tanabe Pharma Corporation (Osaka, Japan). It acts as a  potentantioxidant, protecting against  oxidative stress  and  neuronal  apoptosis Furthermore, edaravone has anti-apoptotic, anti-necrotic, and anti-inflammatory cytokine effects, as well as scavenging free radicals in cardiovascular diseases and stroke, showing protective effects in the heart, vessel, and brain in experimental studies [2-5] Different methods have been reported for the determination of EDA in the bulk drug, in the dosage forms and in biological samples. HPLC [6-7] and potentiometric titrations [8] methods are available for determination of the analyte in bulk drug and formulation. RP-HPLC [9], RP- HPTLC [10] and LC-MS/MS [11] methods are reported for determination in biological samples. The literature survey revealed that HPTLC method is not reported for determination of EDA in bulk and pharmaceutical dosage forms. The present study describes the development and validation of a simple, specific, sensitive, accurate, precise, and economical HPTLC method for determination of EDA in bulk and injectable dosage form. The proposed method is optimized and validated as per the International Conference on Harmonization (ICH) guidelines [12,13]. Fig 1: Edaravone 2. Experimental 2.1 Reagents and chemicals Edaravone was kindly gifted from Sun Pharmaceuticals, Vadodara, Gujarat, India. Edaravone injection was obtained from commercial sources within their shelf life period. All the reagents and solvents used were of analytical grade and obtained from Merck Chemicals. 2.2. Instrumentation and chromatographic conditions Chromatography was performed on 20cmÃâ€"10cm aluminum foil plates precoated with 0.2mm layers of silica gel 60 F254 (E. Merck, Germany). The plates were prewashed with methanol and water mixture, dried in the current of dry air and activated at 120 °C for 5min. Samples were applied as bands 6mm wide, by use of a CAMAG (Switzerland) Linomat 5 applicator with a CAMAG microliter syringe. A constant application rate of 150nLs−1was employed. Linear ascending development was performed in a twin-trough glass chamberwith mobile phase consisted of toluene: methanol (6:4 v/v), which gave sharp and symmetrical peak withà °Ã‚ Ã¢â‚¬ËœÃ¢â‚¬ ¦f0.66 + 0.02. The optimized chamber saturation time was 15 min at room temperature (25à ¢Ã‹â€ Ã‹Å"C ±2à ¢Ã‹â€ Ã‹Å"C) and relative humidity60% ±5%. After development, the plates were dried. Densitometric scanning, at 254 nm, was performed with a CAMAG TLC scanner 4 in absorbance mode. The source of radiation was a deuterium lamp emitting a cont inuous UV spectrum in the range of 190–400 nm. 2.3. Preparation of Standard Stock Solution An accurately weighed quantity of 10à ¢Ã¢â€š ¬Ã¢â‚¬ °mg EDA was transferred to 10à ¢Ã¢â€š ¬Ã¢â‚¬ °mL volumetric flasks, dissolved in methanol, and volume was made up to mark with the same solvent to obtain a working standard having concentration 1000à ¢Ã¢â€š ¬Ã¢â‚¬ °ngà ¢Ã¢â€š ¬Ã¢â‚¬ °ÃŽ ¼L−1. 2.4. Optimization of mobile phase Initially, different ratios of methanol and toluene were tried, but tailing of spots was observed. Finally, the mobile phasecomprising of toluene:à ¢Ã¢â€š ¬Ã¢â‚¬ °methanolà ¢Ã¢â€š ¬Ã¢â‚¬ °(6:à ¢Ã¢â€š ¬Ã¢â‚¬ °4à ¢Ã¢â€š ¬Ã¢â‚¬ °v/v) gives good resolution, sharp and symmetrical peak withà °Ã‚ Ã¢â‚¬ËœÃ¢â‚¬ ¦Ãƒ °Ã‚ Ã‚ Ã‚ ¹value of 0.63 at 254à ¢Ã¢â€š ¬Ã¢â‚¬ °nm. Figure 2: Chromatogram of standard Edaravone: (Rf = 0.63). 3. Result and discussion Validation of HPTLC method: The proposed method was validated as per the ICH guidelines in terms of its linearity, accuracy, specificity, intraday and interday precision, limit of detection (LOD), and limit of quantification (LOQ). 3.1. Linearity (Calibration Curve) The amount of standard solution equivalent to 200-600 ng/spot of EDA was spotted on the prewashed TLC plates. The plates were developed, dried and scanned as described above. The calibration plot was constructed by plotting peak areas against the corresponding concentrations (ng/spot) of EDA. The linearity of response for EDA was assessed in the concentration range 200-600 ng/spot in terms of slope, intercept and correlation coefficient values. The calibration plot showed the correlation coefficient (r2 = 0.999), the intercept (5.838) and the slope (703.3) over the concentration range of 200-600 ng/spot (Fig. 2). The results of regression analysis are shown inTable 1. 3.2 Limit of Detection (LOD) and Limit of Quantification (LOQ) The limit of detection (LOD) and the limit of quantification (LOQ) of the drug were derived by calculating the signal-to-noise ratio (S/N, i.e., 3.3 for LOD and 10 for LOQ) using the following equations designated by International Conference on Harmonization (ICH) guidelines LOD = 3.3 Ãâ€" ÏÆ'/S LOQ = 10 Ãâ€" ÏÆ'/S Where, ÏÆ' = the standard deviation of the response and S = slope of the calibration curve. 3.3 Range Suitable levels of precision and accuracy have been demonstrated between the upper and lower concentration limit of linearity under study. 3.4 Precision: The intra-day and inter-day variation for the determination of EDA was carried out at three different concentration levels 400, 600, 800 ng/spot. Intra-day variations were assessed by analyzing these concentrations in triplicate within a day and inter-day variation was assessed by using the same concentration of drug and analyzing it different days and time. Accuracy: The accuracy of the method was determined by the use of standard addition at three different levels. The pre analyzed sample solution of 400 ng/spot of EDA was spiked with extra amount equivalent to 80 %, 100 % and 120 % of the standard edaravone and the mixtures were analyzed by the proposed method. The experiment was conducted in triplicate. When these solutions were analyzed the recoveries were found to be within acceptable limits (Table 1). Specificity The mobile phase was optimized and it showed good result. There was no interference of diluents and other constituent’s in determining peak purity. This method is specific. Conclusion A new HPTLC method has been developed for the identification and quantification of EDA. Low cost, faster speed, and satisfactory precision and accuracy are the main features of this method. The method was successfully validated as per ICH guidelines and statistical analysis proves that the method is sensitive, specific, and repeatable. It can be conveniently employed for routine quality control analysis of EDA as bulk drug and in marketed injectable formulation. Acknowledgments The authors express their gratitude to Sun Pharmaceuticals Vadodara, Gujarat, India for providing a gift sample of Edaravone, the Management of Pioneer Pharmacy Degree College, Vadodara, Gujarat, India, and Anchrom Test lab Pvt. Ltd, Mumbai, Maharastra, India, for providing the necessary facilities. References Japanese Pharmacopoeial Forum, sixteenth edition, March 2012 Vol.21 (1), pp. 701-702. Doherty, Annette M, Annual Reports in Medicinal Chemistry, Volume 37, Boston: Academic Press. Watanabe T, Tanaka M, Watanabe K, Takamatsu Y, Tobe A,â€Å"Research and development of the free radical scavenger edaravone as a neuroprotectant.Yakugaku Zasshi, March 2004,124(3): 99–111. Higashi Y, Jitsuiki D, Chayama K, Yoshizumi M (January 2006). Edaravone (3-methyl-1-phenyl-2-pyrazolin-5-one), a novel free radical scavenger, for treatment of cardiovascular diseases.Recent Patents on Cardiovascular Drug Discovery1(1): 85–93. Kikuchi, K.; Miura, N.; Kawahara, K.; Murai, Y.; Morioka, M.; Lapchak, P.; Tanaka, E. Edaravone (radicut), a free radical scavenger, is a potentially useful addition to thrombolytic therapy in patients with acute ischemic stroke (review). Biomed. Rep. 2013, 1, 7–12. George Lunn Hplc Methods For Recently Approved Pharmaceuticals A John Wiley Sons, Inc., Publication; P.p 204-206. XIA Ya Jun, ZHANG Xiao Ping Determination of Edaravone Injection by HPLC: Chinese Journal of Pharmaceuticals; Chinese journal of pharmaceuticals; 34; 352-353 ZHANG Fu-Cheng, TIAN Shu -Xia, JIANG Ye Comparison Of Two Potentiometric Titration Determinations Of edaravone [j]; Chinese Journal Of Pharmaceuticals; 2005-09 WEI Min, XIAO Yi (Guangxi Liuzhou Municipal People s Hospital, Liuzhou 545001, China); Determination of the Concentration of Edaravone in Human Serum by RP-HPLC [J]; China Pharmacy; 2007-08 M. Gandhimathi, M. Saravana Kumar, R. Baghla and T. K. Ravi RP-HPTLC Method for theIn VitroEstimation of Edaravone in Human PlasmaIndian Pharmaceutical Association Convention Volume: 72Issue: 2 P.p: 276-282 GU Li-Qiang XIN Yan-Fei ZHANG Sheng WEN Lei YANG Shi-Bao, HU Xiao-ling, XUAN Yao-Xian; Determination of edaravone in plasma of Beagle dog by LC-MS/MS [A]; [C]; 2009 ICH-Guidelines Q2A, â€Å"Validation of Analytical Procedures: Definition and terminology,† (CPMP III/5626/94), Geneva, Switzerland, 1995. ICH-Guidelines Q2B, â€Å"Validation of Analytical Procedures: Methodology,† (CPMP/ICH/281/95) Geneva, Switzerland 1996.

Driving In India :: essays research papers

Driving in India Traveling in India is an almost hallucinatory mixture of sound and sight. It is frequently heart-rending, sometimes hilarious, mostly exhilarating, always unforgettable - and, when you are on the roads, extremely dangerous. Most Indian road users observe a version of the Highway Code based on some ancient text or on the position of the moon. In general the 12 rules of the Indian road code are: ARTICLE I The assumption of immortality is required of all road users. ARTICLE II The following Order of Precedence must be accorded at all times. In descending order give way to: cows, elephants, heavy trucks, buses, official cars, camels, light trucks, buffalo, jeeps, ox-carts, private cars, motorcycles, scooters, auto-rickshaws, pigs, pedal rickshaws, goats, bicycles carrying goods, handcarts, bicycles carrying passenger(s), dogs, pedestrians. ARTICLE III All wheeled vehicles shall be driven in accordance with the maxim: to slow is to falter, to brake is to fail, to stop is defeat. This is the Indian drivers' mantra. ARTICLE IV Use of horn: Cars (IV, 1, a-c): Short blasts indicate supremacy, i.e. in clearing dogs, rickshaws and pedestrians from path. Long blasts denote supplication, i.e. to oncoming truck, "I am going too fast to stop, so unless you slow down we shall both die". In extreme cases this may be accompanied by flashing of headlights. Single casual blast means "I have seen someone out of India's 870 million people whom I recognize", "There is a bird in the road (which at this speed could go through my windscreen)", or "I have not blown my horn for several minutes." Trucks and buses (IV, 2, a): All horn signals have the same meaning, "I have a gross weight of 12.5 tons and have no intention of stopping, even if I could." This signal may be emphasized by the use of headlights. Article IV remains subject to the provision of Order of Precedence in Article II above. ARTICLE V All manoeuvres, use of horn and evasive action shall be left until the last possible moment. ARTICLE VI In the absence of seat belts (which there is), car occupants shall wear garlands of marigolds. These should be kept fastened at all times. ARTICLE VII Rights of Way: Traffic entering a road from the left has priority. So has traffic from the right, and also traffic in the middle. Lane discipline (VII, 1): All Indian traffic at all times and irrespective of direction of travel shall occupy the centre of the road. ARTICLE VIII Roundabouts: India has no roundabouts. Apparent traffic islands in the middle of crossroads have no traffic management function. Any other impression should be ignored. ARTICLE IX Overtaking is mandatory. Every moving vehicle is required to overtake

Cognitive Linguistic Approach to Language Study

It has its origins in the sass as a conscious reaction to Chomsky linguistics, tit its emphasis on formalistic syntactic analysis and its underlying assumption that language is independent from other forms of cognition. Increasingly, evidence was beginning to show that language is learned and processed much in the same way as other types of Information about the world, and that the same cognitive processes are Involved In language as are Involved In other forms of thinking.For example, In our everyday lives, we look at things from deferent angles, we get up close to them or further away and see them from different vantage points and with efferent levels of granularity; we assess the relative features of our environment and decide which are important and need to be attended to and which are less important and need to be backgrounder; we lump information together, perceive and create patterns in our environment, and look for these patterns in new environments when we encounter them.As we will see in this volume, all of these processes are at work in language too. The two key figures who are associated with the inception of Cognitive Linguistics are George Alaska and Ronald Linebacker. Both, t should be remembered, started their careers as members of a group of young scholars associated with the radical new approach spearheaded by NOAA Chomsky. By the sass, however, both Alaska and Linebacker were becoming increasingly disaffected with the formalistic approach to syntax associated with the Chomsky school.Both scholars turned their attention, Instead, to semantic Issues, which had been relatively neglected within the Chomsky framework. Alaska raised fundamental questions with regard to ‘objectivism' SE antics that is, theories which maintained that entente meaning maps onto objectively verifiable states of affairs in the world. He argued, instead, that semantic content is mediated by how speakers construe and conceptualize the world. An important aspect of co nstrual is how we categorize the things in our environment.Taking up the notion of prototype category developed by cognitive psychologist Eleanor Roach, Alaska argued that words do not name classically defined categories, that Is, categories constituted by a set of necessary and sufficient conditions. Rather, entitles can be good, or less good, members of a category. In a crucial and highly influential move, Alaska then proposed that the a syntactic construction, might also be analyses in terms of a central, prototypical member, and a number of extended, or more peripheral senses.A noteworthy milestone here is the dissertation by one of Alaska s students, Claudia Bergman, on the polymers of the preposition (Bergman, 1981). Bergman argued that t he ‘central', ‘prototypical' sense combines the meanings of ‘above' and ‘across', as in The bird flew over the yard . Extended senses, related in virtue of some common shared features, include the ‘above' sense , as in the electric is hovering over the hill, the ‘across' sense, as in Sam drove over the bridge , the ‘covering' sense She spread the tablecloth over the table, the dispersal sense, as in The guards were posted all over the hill , and several more.Bargeman's thesis (presented in Alaska 1987: Case Study 2) not only inspired a plethora of -studies, it also provided a template for polymers studies more generally. La Coffs second main contribution was to id entity a number of ‘conceptual metaphors' that underlie our abstract concepts and the way we think about the world and ourselves (Alaska and Johnson 1980, 1999).For example, one of the most important conceptual metaphors is the idea that ‘good' or ‘active' things are ‘up' whereas ‘bad' or ‘static' things are ‘down', which allows us to say that we're feeling IoW or having ‘down time', that things are or that that they are ‘up and going' . This metaphor was taken to r eflect our basic experience with the world that we have as children; when we fall over we feel bad; when we lie down we are stationary, when we get up we are active, and when we are feeling good, we literally ‘stand tall'.As discussed in a later chapter, conceptual metaphor theory has come in for a good agree of criticism in recent years and the theory has been refined to take account of empirical psycholinguistic findings as well as more socio-cultural approaches to language, but the basic tenets remain the same: language tends to reflect our physical interactions with the world and abstract concepts are linked to physical experiences through metaphor. Linebacker's contribution is perhaps more fundamental than Lassoes .His Cognitive Grammar (Linebacker 1987, 1991, 2008) offers a radical re-think of basic issues concerning the nature of linguistic meaning and its relation to the surface form of utterances. He proposed a ‘minimalist' approach, whereby the only elements in linguistic description are (a) phonological representations, concerning the overt form of an expression (whether spoken, written, or signed), (b) semantic representations, roughly, meanings, broadly understood to include pragmatic, situational, and encyclopedic aspects, and (c) symbolic relations between elements of (a) and elements of (b).On this basis, a language comes to be characterized, quite simply, as an inventory of phonological, semantic, and symbolic units, and language acquisition is a matter of a speaker's increasing command of these units. Importantly, the units differ along a number of dimensions. Thus some units are internally complex, while others are schematic to some degree or other.For example, the expression can-opener is internally complex, while the component unit can is an instance of the more schematic unit Noun, the whole expression being an instance of the complex schematic unit [N V- ere] and its associated semantics (roughly: ‘ a device that can be used for V- ins Ins'). The schematic unit can sanction an open-ended set of instantiations; in this way, Cognitive Grammar is bled to handle syntactic and morphological generalizations.It should also be noted that the unit has other semantic values (think of examples such as dog-lover , which denotes a person, not a thing, and , where the initial noun designates the place where a person dwells); in other words, the unit is polygamous, Just like the words of a language. The mechanics of Cognitive Grammar are discussed in more detail elsewhere in this volume. Three aspects, however, may be singled out for special mention here: The first concerns the way in which ‘grammaticality (or ‘acceptability- cognitive insists see little reason to distinguish the two concepts) is to be understood.Grammaticality, namely, has to do with the extent to which an expression is sanctioned, or legitimated, by an already existing schematic unit, or possibly by several such units, in the langu age; the fit, needless to say, need not be perfect, neither will different speakers of the language always assess the matter in the same way. * The second observation concerns the idea that syntactic organization is inherently symbolic and therefore meaningful, and that syntactic structures – Just like individual words ND morphemes associate a form and meaning.An early indicative study concerned the passive construction in English (Linebacker, 1982). Rather than being seen as the result of syntactic transformations, the construction and its various components, such as the verb be the verbal participle, and the by phrase, were argued to have semantic content, which contribute cumulatively to the semantic and pragmatic value of the passive construction. Thirdly, the Cognitive Grammar approach is sympathetic to the notion that linguistic knowledge, rather than residing in a small number of very road, high-level abstractions, may actually be rather low-level and ‘surface or iented', consisting in multiple memories of already encountered usage and relatively shallow generalizations over these remembered instances.In practical terms, this means that linguistic knowledge will tend to be centered on individual lexical items and their idiosyncratic properties, concerning the syntactic environments in which they occur and their stylistic or pragmatic values. Similarly, the representation of syntactic and word-formation constructions will incorporate knowledge of the lexical items which typically occur in hem, in addition, once again, to information about the kinds of situations in which they are likely to be used.Although it represents a radical departure in some ways from many established ideas in linguistics (such as the formerly widely held view that syntax, semantics and pragmatics were largely independent of one another), the principles underlying Cognitive Linguistics resonated with many traditional concerns one thinks of classics such as Gustavo Steer 's Meaning and Change of Meaning (1931), C. S. Lewdest Studies in Words (1960), and various works by Stephan Almsman (e. G. , Almsman, 1964)

Nagel’s Negative Good vs Negative Evil

?Chapter 9 short writing assignmentShannon Prendergast Nagel explains negative good. as the absence of something bad and he describes a negative evil as the absence of something good. He is comparing these as they apply to death in this chapter. Assuming that death without anything is either good or bad to the person who dies. . He describes death as being either a negative evil or negative good. It can be described as a negative good because it can lack something bad. If someone is dying from a painful disease there death will result in the lack of the bad pain they were feeling. It can also be described as a negative evil because they will miss out on the great experiences of life (sun shining, flowers blooming, laughing. ) But for these to be true we must think we don’t exist after death. If we believe otherwise it could be these things don’t change for us. If you were a bad person you may continue to suffer, or maybe the sun and flowers are more beautiful after death if you were a good person. An example of a negative good in my life is the death of my brother-in-law. He suffered from depression (unknown to family) He was in a dark place and felt much turmoil and pain within. He committed suicide and this could be considered a negative good for him because his pain was ended. It can also be considered to be a negative evil because he will never see his children’s smile, hear there laughter or watch them grow. He was young and there was much life to live. I hope that there is existence after death and that people are at peace with there pain after death and can watch over there loved ones. Another example in life of a negative good is I had to leave a job I loved, but it happened to open the door for me to go back and finish my degree. The losing of the job was in turn not a bad thing because it produced something that otherwise would not have happened. There is also a negative evil in this situation and that is that I was unable to sign up for the class I wanted to take. It was not necessarily bad; it just lacked a something good. In wrapping up the difference between negative good and negative evil, I would like to believe that every negative has a positive and when a bad happens to us it is because a good is on its way. As far as death goes I believe we go on to a wonderful, place. whether it be as ourselves or not. After all did we ever not exist, or do we live forever just changing forms. Maybe are cells evolve into different thing and everyone lives forever somehow.

Organisation and Behaviour Essay

Case Study 1: Dimensions of Organisational Structure Changing the Rules at Bosco Plastics When Jill Thompson took over as chief executive officer at Bosco Plastics, the company was in trouble. Bosco had started out as an innovative company, known for creating a new product just as the popularity of one of the industry’s old standbys was fading, i.e., replacing yo-yo’s with water guns. In two decades, it had become an established maker of plastics for the toy industry. Bosco had grown from a dozen employees to four hundred, and its rules had grown haphazardly with it. Thompson’s predecessor, Wilhelm K. Blatz, had found the company’s procedures chaotic and had instituted a uniform set of rules for all employees. Since then, both research output and manufacturing productivity had steadily declined. When the company’s board of directors hired Thompson, they emphasized the need to evaluate and revise the company’s formal procedures in an attempt to reverse the trends. First, Thompson studied the rules Blatz had implemented. She was impressed to find that the entire procedures manual was only twenty pages long. It began with the reasonable sentence â€Å"All employees of Bosco Plastics shall be governed by the following . . .† Thompson had expected to find evidence that Blatz had been a tyrant who ran the company with an iron fist. But as she read through the manual, she found nothing to indicate this. In fact, some of the rules were rather flexible. Employees could punch in anytime between 8:00 and 10:00 a.m. and leave nine hours later, between 5:00 and 7:00 p.m. Managers were expected to keep monthly notes on the people working for them and make yearly recommendations to the human resources committee about raises, bonuses, promotions, and firings. Except for their one-hour lunch break, which they could take at any time, employees were expected to be in the building at all times. Puzzled, Thompson went down to the lounge where the research and development people gathered. She was surprised to find a time clock on the wall. Curious, she fed a time card into it and was even more flabbergasted when the machine chattered noisily, then spit it out without registering the time. Apparently R&D was none too pleased with the time clock and had found a way to rig it. When Thompson looked up in astonishment, only two of the twelve employees who had been in the room were still there. They said the others had â€Å"punched back in† when they saw the boss coming. Thompson asked the remaining pair to tell her what was wrong with company rules, and she got an earful. The researchers, mostly chemists and engineers with advanced graduate degrees, resented punching a time clock and having their work evaluated once a month, when they could not reasonably be expected to come up with something new and worth writing about more than twice a year. Before the implementation of the new rules, they had often gotten inspiration from going down to the local dime store and picking up five dollars worth of cheap toys, but now they felt they could make such trips only on their own time. And when a researcher came up with an innovative idea, it often took months for the proposal to work its way up the company hierarchy to the attention of someone who could put it into production. In short, all these sharp minds felt shackled. Concluding that maybe she had overlooked the rigidity of the rules, Thompson walked over to the manufacturing building to talk to the production supervisors. They responded to her questions with one word: anarchy. With employees drifting in between 8:00 and 10:00 and then starting to drift out again by 11:00 for lunch, the supervisors never knew if they had enough people to run a particular operation. Employee turnover was high, but not high enough in some cases; supervisors believed the rules prevented them from firing all but the most incompetent workers before the end of the yearly evaluation period. The rules were so â€Å"humane† that discipline was impossible to enforce. By the time Jill Thompson got back to her office, she had a plan. The following week, she called in all the department managers and asked them to draft formal rules and procedures for their individual areas. She told them she did not intend to lose control of the company, but she wanted to see if they could improve productivity and morale by creating formal procedures for their individual departments. Case Questions (AO 1.1, 1.2 & 1.3): †¢ Do you think Jill Thompson’s proposal to decentralise the rules and procedures of Bosco Plastics will work? If so, why and how? Give reasons. What, in your opinion, are the requirements to make decentralisation effective? †¢ What kinds of rules and procedures do you think the department managers will come up with? Which departments will be more formalised? Why? †¢ What risks will the company face if it establishes different procedures for different areas? Explain your reasons by analysing the merits and demerits of ‘organic’ and ‘mechanistic’ structures with regard to changes proposed by Jill Thompson. Case Study 2: Organizational Structure and Culture Surviving Greenscape’s Hard Times In ten years, Greenscape had grown from a one-person venture into the largest nursery and landscaping business in its area. Its founder, Lita Ong, combined a lifelong interest in plants with a botany degree to provide a unique customer service. Ong had managed the company’s growth so that even with twenty full-time employees working in six to eight crews, the organization culture was still as open, friendly, and personal as it had been when her only â€Å"employees† were friends who would volunteer to help her move a heavy tree. To maintain that atmosphere, Ong involved herself increasingly with people and less with plants as the company grew. With hundreds of customers and scores of jobs at any one time, she could no longer say without hesitation whether she had a dozen arborvitae bushes in stock or when Mrs. McCormack’s estate would need a new load of bark mulch. But she knew when Martina had been up all night with her baby, when Adrian was likely to be late because he had driven to see his sick father over the weekend, and how to deal with Emily when she was depressed because of her boyfriend’s behaviour. She kept track of the birthdays of every employee and even those of their children. She was up every morning by five-thirty arranging schedules so that Johnson could get his son out of daycare at four o’clock and Doris could be back in town for her afternoon high school equivalency classes. Paying all this attention to employees may have led Ong to make a single bad business decision that almost destroyed the company. She provided extensive landscaping to a new mall on credit, and when the mall never opened and its owners went bankrupt, Greenscape found itself in deep trouble. The company had virtually no cash and had to pay off the bills for the mall plants, most of which were not even salvageable. One Friday, Ong called a meeting with her employees and levelled with them: either they would not get paid for a month or Greenscape would fold. The news hit the employees hard. Many counted on the Friday paycheck to buy groceries for the week. The local unemployment rate was low, however, and they knew they could find other jobs. But as they looked around, they wondered whether they could ever find this kind of job. Sure, the pay was not the greatest, but the tears in the eyes of some workers were not over pay or personal hardship; they were for Ong, her dream, and her difficulties. They never thought of her as the boss or called her anything but â€Å"Lita.† And leaving the group would not be just a matter of saying good-bye to fellow employees. If Bernice left, the company softball team would lose its best pitcher, and the Sunday game was the height of everyone’s week. Where else would they find people who spent much of the weekend working on the best puns with which to assail one another on Monday morning? At how many offices would everyone show up twenty minutes before starting time just to catch up with friends on other crews? What other boss would really understand when you simply said, â€Å"I don’t have a doctor’s appointment, I just need the afternoon off†? Ong gave her employees the weekend to think over their decision: whether to take their pay and look for another job or to dig into their savings and go on working. Knowing it would be hard for them to quit, she told them they did not have to face her on Monday; if they did not show up, she would send them their checks. But when she arrived at seven-forty Monday morning, she found the entire group already there, ready to work even harder to pull the company through. They were even trying to top one another with puns about being â€Å"mall-contents.† Case Questions (AO 2.1, 2.2 & 2.3): †¢ How would you describe the organization culture at Greenscape? Under the different types of culture, what type of culture, do you think, operating in Greenscape? Justify your views with evidence. †¢ How large can such a company get before it needs to change its culture and structure? And why it is important to change culture and structure? Discuss briefly the benefits and difficulties that Greenscape have to cope with changing its culture and structure as the company gears for its growth. Case Study 3: Leadership Models and Concepts Right Boss, Wrong Company Brenda Hogan was continuously on top of things. In school, she had always been at the top of her class. When she went to work for her uncle’s shoe business, Fancy Footwear, she had been singled out as the most productive employee and the one with the best attendance. The company was so impressed with her that it sent her to get an M.B.A. to groom her for a top management position. In school again, and with three years of practical experience to draw on, Hogan had gobbled up every idea put in front of her, relating many of them to her work at Fancy Footwear. When Hogan graduated at the top of her class, she returned to Fancy Footwear. To no one’s surprise, when the head of the company’s largest division took advantage of the firm’s early retirement plan, Hogan was given his position. Hogan knew the pitfalls of being suddenly catapulted to a leadership position, and she was determined to avoid them. In business school, she had read cases about family businesses that fell apart when a young family member took over with an iron fist, barking out orders, cutting personnel, and destroying morale. Hogan knew a lot about participative management, and she was not going to be labelled an arrogant know-it-all. Hogan’s predecessor, Max Worthy, had run the division from an office at the top of the building, far above the factory floor. Two or three times a day, Worthy would summon a messenger or a secretary from the offices on the second floor and send a memo out to one or another group of workers. But as Hogan saw it, Worthy was mostly an absentee autocrat, making all the decisions from above and spending most of his time at extended lunches with his friends from the Rotary Club. Hogan’s first move was to change all that. She set up her office on the second floor. From her always-open doorway she could see down onto the factory floor, and as she sat behind her desk she could spot anyone walking by in the hall. She never ate lunch herself but spent the time from 11 to 2 down on the floor, walking around, talking, and organizing groups. The workers, many of whom had twenty years of seniority at the plant, seemed surprised by this new policy and reluctant to volunteer for any groups. But in fairly short order, Hogan established a worker productivity group, a â€Å"Suggestion of the Week† committee, an environmental group, a worker award group, and a management relations group. Each group held two meetings a week, one without and one with Hogan. She encouraged each group to set up goals in its particular focus area and develop plans for reaching those goals. She promised any support that was within her power to give. The group work was agonizingly slow at first. But Hogan had been well trained as a facilitator, and she soon took on that role in their meetings, writing down ideas on a big board, organizing them, and later communicating them in notices to other employees. She got everyone to call her â€Å"Betty† and set herself the task of learning all their names. By the end of the first month, Fancy Footwear was stirred up. But as it turned out, that was the last thing most employees wanted. The truth finally hit Hogan when the entire management relations committee resigned at the start of their fourth meeting. â€Å"I’m sorry, Ms. Hogan,† one of them said. â€Å"We’re good at making shoes, but not at this management stuff. A lot of us are heading toward retirement. We don’t want to be supervisors.† Astonished, Hogan went to talk to the workers with whom she believed she had built good relations. Yes, they reluctantly told her, all these changes did make them uneasy. They liked her, and they didn’t want to complain. But given the choice, they would rather go back to the way Mr. Worthy had run things. They never saw Mr. Worthy much, but he never got in their hair. He did his work, whatever that was, and they did theirs. â€Å"After you’ve been in a place doing one thing for so long,† one worker concluded, â€Å"the last thing you want to do is learn a new way of doing it.† Case Questions (AO 3.1, 3.2 & 3.3): †¢ What factors should have alerted Hogan to the problems that eventually came up at Fancy Footwear? †¢ Could Hogan have instituted her changes without eliciting a negative reaction from the workers? If so, how? Case Study 4: Need-Based Perspectives on Motivation More Than a Pay Cheque Samuel Gibson was a trainer for Britannia Home Manufacturers, a large builder of prefabricated homes. Britannia Home had hired Gibson fresh from graduate school with a master’s degree in English. At first, the company put him to work writing and revising company brochures and helping with the most important correspondence at the senior level. But soon, both Gibson and senior management officials began to notice how well he worked with executives on their writing, how he made them feel more confident about it, and how, after working with an executive on a report, the executive often was much more eager to take on the next writing task. So Britannia Home moved Gibson into its prestigious training department. The company’s trainers worked with thousands of supervisors, managers, and executives, helping them learn everything from new computer languages to time management skills to how to get the most out of the workers on the plant floor, many of whom were unmotivated high school dropouts. Soon Gibson was spending all his time giving short seminars on executive writing as well as coaching his students to perfect their memos and letters. Gibson’s move into training meant a big increase in salary, and when he started working exclusively with the company’s top brass, it seemed as though he got a bonus every month. Gibson’s supervisor, Mirella Carta, knew he was making more than many executives who had been with the company three times as long, and probably twice as much as any of his graduate school classmates who concentrated in English. Yet in her biweekly meetings with him, she could tell that Gibson wasn’t happy. When Carta asked him about it, Gibson replied that he was in a bit of a rut. He had to keep saying the same things over and over in his seminars, and business memos weren’t as interesting as the literature he had been trained on. But then, after trailing off for a moment, he blurted out, â€Å"They don’t need me!† Since the memos filtering down through the company were now flawlessly polished, and the annual report was 20 percent shorter but said everything it needed to, Gibson’s desire to be needed was not fulfilled. The next week, Gibson came to Carta with a proposal: What if he started holding classes for some of the floor workers, many of whom had no future within or outside the company because many could write nothing but their own names? Carta took the idea to her superiors. They told her that they wouldn’t oppose it, but Gibson couldn’t possibly keep drawing such a high salary if he worked with people whose contribution to the company was compensated at minimum wage. Gibson agreed to a reduced salary and began offering English classes on the factory floor, which were billed by management (who hoped to avoid a wage hike that year) as an added benefit of the job. At first only two or three workers showed up—and they, Gibson believed, only wanted an excuse to get away from the nailing guns for a while. But gradually word got around that Gibson was serious about what he was doing and didn’t treat the workers like kids in a remedial class. At the end of the year, Gibson got a bonus from a new source: the vice president in charge of production. Although Gibson’s course took workers off the job for a couple of hours a week, productivity had actually improved since his course began, employee turnover had dropped, and for the first time in over a year, some of the floor workers had begun to apply for supervisory positions. Gibson was pleased with the bonus, but when Carta saw him grinning as he walked around the building, she knew he wasn’t thinking about his bank account.