Women in Homers Odyssey Essay -- Odyssey Homer Essays Papers

     Ã‚  Ã‚   As Agamemnon tells Odysseus, â€Å"Let it be a warning even to you. Indulge a woman never, and never tell her all you know. Some things a man may tell, some he should cover up.† (P.199, Book XI) This is not a revelation for the wayward King. Odysseus treats all women he encounters with the same caution alluded to by Agamemnon when the shade tells him how his treacherous wife Clytemnestra acted in a way that defiled all women kind. Agamemnon is giving words to the concept of women that existed in Greek times, and still exists today although it is hopefully not expressed as much. Even before Odysseus speaks to his dead friend, he reveals the same attitude in the encounters that he has with women along his journey home. Each and every major female character Odysseus comes into contact with uses deception if not to Odysseus directly then to the outside world. In turn, the wandering King deals in deception with them as well.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first woman that we see in direct contact with Odysseus is Kalypso. This Goddess is no stranger to deceit. She has been hiding from the Gods for 7 years something that is unnatural. She has been hiding her affair with the mortal Odysseus, who has been held captive on her island for that time. She is not innocent in her ... ...sentations and Interpreting the Odyssey," by Seth Schein, pp. 17-27. Helene Foley, "Penelope as Moral Agent," in Beth Cohen, ed., The Distaff Side (Oxford 1995), pp. 93-115. "The Odyssey, History, and Women," by A. J. Graham, pp. 3-16, and Jennifer Neils, "Les Femmes Fatales: Skylla and the Sirens in Greek Art," pp. 175-84. Lillian Doherty, Siren Songs: Gender, Audiences, and Narrators in the Odyssey (Ann Arbor 1995), esp. chapter 1. Marilyn Arthur Katz, Penelope's Renown: Meaning and Indeterminacy in the Odyssey (Princeton 1991). Nancy Felson-Rubin, Regarding Penelope: From Courtship to Poetics (Princeton 1994).

7s Model Samsung

Case Study 2. : Trade and Innovation in the Korean Information and Communication Technology Sector1 . Onodera, Osamu Kim, Hanna Earl OECD Journal: General Papers; 2008, Vol. 8 Issue 4, p109-155, 47p, 34 Charts, 20 Graphs This includes the strategy of the organisation, the innovation strategy, the culture in the organisation towards risk-taking and change, the motivation of employees, cross functional learning, knowledge management and the use of internal and external networks. â€Å"Employees’ willingness to take risks very much depends on the existence of a †noblame† culture. A strong culture fosters innovation only if it is built on norms such as accepting failure†¦Ã¢â‚¬  (Goffin & Mitchell, 2005, s. 265). †Multifunctional learning fosters innovative and learning by doing on the part of the employees and help them keep up to date with the latest developments. It also serves as a basis for creating a climate that can bring about organizational transition† (Takeuchi & Nonaka, 1986). â€Å"Organizations need to increase their innovative capacity and one powerful mechanism for doing so is to extend participation in the process to a much wider population. Mobilizing high levels of participation in the innovation process is unfamiliar and, for many organizations, relatively untested and apparently risky† (Bessant, 2003, s. 767). †Mobilizing and managing knowledge becomes a primary task and many recipes offered for achieving this depend on mobilizing a much higher level of participation in innovative problem-solving† (Bessant, 2003, s. 767) †Companies increasingly cannot expect to warehouse their technologies, waiting until their businesses make use of them† (Chesbrough, 2003, p. 32) Thirdly, the 7-S framework contains the very process of innovation. The process is divided into a series of relatively well-known steps in the â€Å"funnel† approach that seems to be standard in theory and praxis these days. However, it has been chosen to illustrate this differently than conventionally, because:†Ã¢â‚¬ ¦ The assumption of a sequential progression without feedback loops and recurring tasks is unreali stic †¦Ã¢â‚¬  (Saren, 1994, s. 633). Hence, the illustration of the process circling the innovation fundamentals. So what is contained within the process element of the 7-S framework? Again this can be illustrated by using a quotation from some of the state-of-the-art literature:† †¦ There is no doubt that for managers to increase the success rate of their new product efforts, they should master techniques for the planning, development, deployment, evaluation and control of necessary competencies throughout the new product (NPD) process, i. e. , from the generation of the new idea to the launch of the product to the marketplace †¦Ã¢â‚¬  (Tzokas et al. , 2004, s. 619). In other words, the innovation process is measured by looking at project management, project planning, top management involvement, project managers, and the application of innovation fundamentals across the seven stages of the process. Companywide, we will build a content-rich business structure that fosters innovation in hardware and software. Building from our creative platform, we will develop new businesses in health, the environment, and renewable energy. A company that epitomises the transformation of the Korean ICT sector is Samsung Electronics. Samsung Electronics is one of the world leaders in semiconductors, in particular DRAMs and fiash memories. Liquid Crystal Displays (LCDs), mobile phones, and digital appliances such as fiat panel TVs. While Samsung had quickly grown from an assembler of black and white TVs in the 196()s to one of the market leaders in DRAMs in the late 1980s, making use of foreign technology and based on foreign markets, it was generally a market follower rather than an innovator even in the late 1980s. Changes in the business environment in the early 1990s, i. . greater competition at the lower end of the market due to the increasing use of evolving production networks in the Asian region by Japanese producers, increased competition in the Korean domestic market due to progressive trade and investment liberalisation, and withdrawal of the generalised system of preference (GSP) privileges in export markets, triggered a transformation of Samsung with a greater emphasis on technology, increased global production and sourcing, and enhanced international sales and distribution. The fact that Samsung now has research facilities not only in Europe, US and Japan but also in Russia, India and most recently China, that it now has 27 manufacturing facilities in 12 countries, with overseas I 1E;CD JOtJRNAL; GENERAL PAreRS – VOLUME 2008/4 – ISSN -IMS-2821  © oe C D 2008 112-CASE STUDY 2 production reaching 35. 9% in 2007, and that it has doubled its sales tietwork from 32 sales organisations in 23 countries in 2000, to 60 in 48 countries iti all regions, shows how global Satnsung's operations have become as a result hich has become one of the leading firms in the ICT industry worldwide from a modest position in the past two decades. The study assesses how regulatory, trade, and investment policy choices have helped, alongside other key policies, to provide the right framework conditions for technology absorption and innovation. In addition, it examines how the private sector, and more particularly Samsung, has taken advantage of those conditions to enhance its innovation capacity. The objective of this study is not to provide a comprehensive history of Korea's development or to evaluate Korea's innovation policy. Rather it is an attempt to shed some light on the relationship between trade and innovation from the recent rapid growth of Korea's ICT industry in the past 15 years. focuses on Samsung's strategies in international R;D, manufacturing, sourcing, supply chain management, sales and distribution. (Other key determinants of Samsung's success include its strong branding and marketing strategy, its investment strategy of investing in large capacity when other companies are cautious, and effective human resource management. The Samsung Group is today the largest chaebol in Korea, which has businesses spanning from electronics and electro-mechanics, shipbuilding and engineering, petrochemicals and fine chemicals, life insurance and securities to trading and constructions. Samsung Electronics is its largest company with 2006 consolidated sales of OECD JOURNAL: GENERAL PAI^RS – VOLUME 2008/4 – [SSN -1995-2S21 O OECD 2U0B CASE STUDY 2 – 1 4 1 USD 92 billion and net income of USD 8. 5 billion. It employs 128 000 people in more than 120 offices in 57 countries, and is organized into five major businesses: semiconductors (memory chips, system LSI devices and hard disc drives), LCDs (TFTLCD products in various applications). Telecommunication networks (mobile phones, telecommunication systems), digital appliances (washing machines, refrigerators, air conditioners and stoves) and digital media (TVs, audio/video products, PCs and computer peripherals) (Samsung. 2006). It is among the global leaders in semiconductor such as DRAM. SRAM chips, and flash memory. CDMA mobile handsets, and digital media technologies such as Liquid Crystal Displays (LCDs), and has fast become a truly global multinational company. For example, value of tbe Samsung brand was USD 16. 1 billion in 2006 in the Brand Value Survey conducted by Business week magazine and Intcrbrand, or 20†³Ã¢â‚¬Ëœ among all corporations in tbe worid and 7†³Ã¢â‚¬Ëœ in the IT sector. Samsung Electronics is also ranked 27'*† in the worid on Fortune magazine's list of Global Most Admired Companies. Samsung's success in particulariy noteworthy in light of two factors: first, the company's medium sized domestic market (Korea has a population of 48 million) and, second, its origins and recent history. Samsung started off in 1938 as a trading company, and while it entered two manufacturing sectors {i. e. sugar and textiles) in the mid-1950s, it was not until 1969 that the firm entered the electronics industry with the incorporation of Samsung Electronics Co. One major characteristic of Samsung's entry into the electronics industry was its reliance on foreign technology. ^^ Table 21 provides a brief overview of Samsung's evolution to the 1990s. Table 21. Samsung tecbnological capabilities and features of international production 1970s 1980s 1990s 20008 Key activities Main sources of capabilities Level of technologicai capabilities International production and scope of interaction Conglomerate diversification J/V partners, Original Equipment f/lanufacturer (OEM) buyers and overseas training Capabilities in mass production (TVs) Entry into DRAM market OEM buyers, foreign licensing, reverse engineering Broader product range (VCR, MWO, DRAfvl, components) but very weak in ability to introduce a major change of product US & EC for lowend markets (limited success). Centralised intrafirm interaction Organisational reform, internationalisation Acquisitions. strategic alliances, in-house R&D Continued weakness in product development International production of lowend items in peripheral regions. Moving toward decentralised intraand inter-firm interaction Transformation into a global company. In-house R&D, strategic alliances and increasing emphasis on intellectual property. Strengthened R&D and design capabilities, with a core competency in product development. Creation of a global production network ainly in the Asian region but also in other parts of the globe as well. Source : Kim (1994) for 1970s – 1990s. IH-XD JOl'RN. M. : GENERAL PAPERS – VOLl/ME 2008/4 -ISSN -1995-2821  ©OECD 2008 142-CASE STUDY 2 1970s – Dependence on foreign technology Given its lack of expetience in electronics, Samsung had no choice but to turn to foreign sources of technology in management, production in marketing and Samsung established a close relationship with Japanese and US firms. It created several joint ventures with foreign technology suppliers such as NEC, Sanyo, Corning Glass Works and other companies. ^ It reached numerous agreements to assemble electronic products for foreign original equipment manufacturer (OEM) buyers, who provided it with design and engineering support as well as with an international market. Samsung also relied extensively on outside suppliers for the purchase of core components. However. Samsung and its affiliated partners have increased its capabilities for parts supply and for some parts even began to ship parts to Korean and Japanese customers. Samsung electronics expanded and improved its assembling capacity, producing ten million black and white TV sets by the end of the 1970s. Most sales were through OEM channels. OEM buyers provided Samsung with product design, quality control and engineering support, leaving Samsung to increase its manufacturing capability. Samsung continued to increase access to other international distributors and was able to renegotiate TU and ease initial geographical restrictions imposed by its jomt venture partners. † Samsung expanded its OEM channels and capabilities by adding two new products – VCRs and microwave ovens. As Samsung was unable to gain foreign licensing for these products, it used â€Å"reverse engineering†, and succeeded in developing its own microwave in 1978 and VCR in 1979. Samsung further diversified into the telecommunication sector through a 1977 JV with GTE of the US. In 1974, Samsung acquired Korea Semiconductor Co. (KSC), a joint venture between Korea Engineering & Manufacturing Co. and Integrated Circuit International, a US firm, which manufactured simple integrated circuits for electr onic watches, which formed the basis for Samsung's entry into the dynamic random access memories (DRAMs) business. 980s and early 1990s – Upgrading of technology – entry into DRAMs The 1980s was the period of expansion and diversification for Samsung. As Samsung began to experience limitations on growth in the CTW and VCR markets due to lack of component availability. Samsung made a decision to enter the IC business. To achieve its objective, Samsung once again tried to learn foreign technology through a broad range of formal and informal contacts, and decided to enter the DRAM market which was considered more suitable for Samsung which had familiarity with incremental process innovation and large scale manufacturing efficiency both of which could become sources of competitive advantage in this sector. In 1983, Samsung licensed a DRAM design from Micron Technology, a US company, and entered the merchant market for DRAMs which require the most advanced manufacturing technologies and huge capital outlays. In 1983, Samsung successfully developed a 64K-DRAM, followed by a 256K in 1984. and a lM DRAM in 1986. Samsung continued to upgrade its technology and decreased its reliance on outside technology, except for capital equipment and thus rose from a virtually zero share in memory chips in 1984 to be the world market leader in DRAMs by 1992. Table 22 shows how Samsung has gradually caught up with technology leaders: Samsung kept closing the gap between itself and the technology leaders, and has been the leader in DRAM development since 1992 when it the first company in the worid to develop 64 Mbit DRAM. OECD JOURNAL: GENERAL PAPERS – VOLUME 2008/4 – ISSN -1995-2821 O OECD ZIKlti CASE STUDY 2 – 1 4 3 Table 22. Samsung technology gap in DRAM 64Kbit' 256Kbit IMblt 4Mbit' 16Mblt 64Mbit 256Mblt IGbIt 4GbIt First development company Intel NEC Toshiba Hitachi ^^jj^^†^^ Samsung Samsung Samsung Samsung Development date by Leader 06/1979 01/1981 07/1984 08/1987 08/1992 08/1994 11/1996 12/2000 Development dale by Samsung 12/1983 01/1984 06/1986 02/1988 07/1990 08/1992 08/1994 '11/1996 '12/2000 Gap between Leader and Samsunq ^^^†Ã¢â‚¬ ^ ^ ^^^^^ ^ ^^^'^ ^ months 3 months – . . . 1 Design licensing from Micron Technology; Process technology from Sharp 2 Samsung with two Korean partners Source. Kim (1997), Siegel and Chang (2006), Samsung website (http://www. samsung. com). By the late 1980s, Samsung was able to produce a wide variety of semiconductors for use in phone sets, computers, private automatic branch exchanges (PABXs). acsimile machines, and VCRs (Kim. 1997). As a result, it was able to reduce dependency on Japanese suppliers for core components. Nonetheless the majority of the DRAMs produced in Korea were exported to foreign countries and the other non-memory chips required (I. e. microprocessors) continued to be imported from other countries (Kim , 1998). The strong resource shift to semiconductors meant that development of other capabilities suffered to some extent. While Samsung Electronics Co. had a minor change capability, it remained weak in major change capability (Kim, 1997). As a result, it continued to use license technology from foreign companies for its main export products in this period. ‘ OEM channels remained dominant in the company sales at over 65% of total sales even in 1988. and Samsung maintained close relationships with OEM buyers such as JC Penney, Sears Roebuck, GTE, Toshiba, IBM, Hewlett Packard, RCA and Crown Corporation (Kim. 1997). It was towards the end of the 1980s that Samsung slowly started to build its own technological capability with the acquisition in 1988 of Micro Five Corporation, a US company, and with the establishment of Samsung Infonnation Systems America Inc. SISA) in Silicon Valley to support export activities as well as to gather information on ICT products. It was also in this period that Samsung began its search for foreign talent as a means to compensate for its lack of internal expertise (Box 3). It was also in the 1980s that Samsung started to internationalise its production for certain products such as colo ur TVs, audio products and microwave ovens. Samsung also sowed the seeds of its telecom business at this time, acquiring Korea Telecommunications in 1980 and started production of a cellular phone in 1986. Box 3, Technology transfer through hiring One of the ways Samsung has overcome its lack of technical capabilities has been through recruiting top level engineers from world leading competitors. ^† In early days, Samsung focused on recruiting Korean engineers working at foreign companies. Hwang Chang-gyu, a former president of Samsung Electronics, was recruited from Intel, and Chin Daeje. another former president, worked at IBM's Watson Research Center before being hired by Samsung, to name just a few. These people have significantly contributed to the transformation of Samsung from a me-too memory producer to the world leader by bringing cutting-edge technical knowledge and managerial skills. Samsung also hired foreigners in order to fill the gap it identifies to upgrade its technical capabilities. It is widely known that Shigeo Fukuda, who was hired from Kyocera, played a critical role in the Samsung's new initiative in 1993 known as â€Å"New Management. † It is believed that his critical comments on Samsung during the 1980s pushed the company to enhance its product development processes and design capabilities. More recently hiring has become increasingly diverse from all over the world including David Still (US), David Henri (France). Roman Sepeda (US). Nelson Allen {US). Hao In (China), and Tung Wang (China). OECD JOURNAI. : GENERAL PAPERS – VOLUME 2008/4 – ISSN -1995-282! O OECD 2008 144-CASE STUDY 2 Transformation into a global company – 1993 and onwards Several changes in the business environment faced Samsung in tbe early 1990s. First, lower trade barriers and transportation costs and enhanced ICT from the latter 1980s and the 1990s resulted in greater fragmentation of the ICT industry. In the late 1980s, Japanese producers rapidly increased overseas production in response to increased competition from Korean competitors and the rapid appreciation of the yen, which led to greater competition at the lower end of the market. Secondly, Korea's domestic electronics market which had long been protected from foreign competition was gradually liberalised as Korea prepared to join the ranks of industrial nations. † In 1989. import quotas on consumer electronics were removed. By 1993 there was a plan to cut the average tariff rate below 10% for all imported electronics goods. The number of items subject to the import diversification programme wbich shielded the Korean market from Japanese competitors was steadily decreased with a schedule put in place for abolition in 1999. Thirdly, on the export side, the generalised system of preferences privileges were withdrawn from Korean electronics goods by the US and EC in 1988. The Won also started to appreciate against the dollar making exports from Korea less attractive. The above changes in the business environment led to a strong initiative headed by the Chairman Kun-Hee-Lee in 1993 lo become a truly global company. ‘ Under this new initiative, Samsung began its transformation from a successful company to one of the global leaders in the industry. There was a renewed emphasis placed on quality, and several new products were subsequently introduced such as the TFT-LCD and CDMA mobile handsets. The Asian financial crisis presented a further challenge as the domestic market plunged, and Samsung had to unde rgo a fundamental restructuring of its activities, exiting from numerous businesses, cutting 30% of its workforce and cutting its debt-toequity ratio from 300% to 30%. However, the Asian crisis also presented an opportunity for Samsung to consolidate its domestic market as competitors weakened their positions, while shifting more of its resources to the Liquid Crystal Display (LCD) and mobile phone businesses which has allowed it to diversify its revenues. The growth has been particularly strong in the CDMA mobile handset market, where Samsung has leapt from almost a negligible share in the global market to number one in CDMA pbones with a share of about 30%, and number two in the global market overall bebind Nokia. Below we focus on three main strategic responses of Samsung: greater emphasis on technology, global productions and sourcing, and international sales and distribution. Greater focus on technology (globalisation of R&D and strategic alliances) Samsung's R;D expenditure in Korea bas continuously increased both in terms of amount and as a percentage of sales, on average 18% annually from 2002 to 2006, and now approaches 10% of total sales (Figure 21). ‘^ Tbe proportion of R&D staff has jumped from 16% in 1997 to 24% in 2006, and the company plans to push it up to 32% by 2010. The number of scientists and engineers at various research centres in Korea has increased by 70% since 2001. Table 23 indicates how Samsung has aggressively recruited scientists and engineers with graduate degrees; tbe number of Ph. D. ‘s is up by 50% and the number of Master's degree holders has been more tban doubled. Samsung bas also changed its patenting activities since the early 1990s (Table 24). While Samsung only bad 1 704 patents for applications made before 1994, it was granted over 2 600 patents for applications made in the three yeai- period 1994-1996, and has consistently been granted over 1 000 patents since then. * This shows how Samsung has OECD JOURNAL: GENERAL PAPERS – VOLUME 2008/4 – ISSN -IWS-2821  ® OECD 200s CASESTUDY2-145 become aggressive in the application of patents in the United States as part of its technology strategy. Figure 21. Samsung Electronics R&D expenditures 12. 00* 10,00% 0. 00% 2002 2UU3 2001 2005 2006 Table 23. Nunfiber of scientist and engineers in Samsung research laboratories Period Ph. D. Master's Bachelor Total 2001-02 2003-04 2005-06 1 039 873 1 537 2 980 3 453 8 320 6 038 6815 7 363 10 057 11 141 17 220 Table 24. Number of Samsung patents in the United States 1 Patents by year of grant Patents by application year Patents by year of grant {cont. ) Patents by application year (cont. ) Pre-1994 850 1 704 2001 1 446 1 550 1994 412 498 2002 1 328 1 804 1995 423 656 2003 1 313 2412 1996 485 1 532 2004 1 604 2 005 1997 584 1 613 2005 1 641 890 1998 1 305 1 845 2006 2 451 216 1999 1 542 1470 2007 2 723 13 2000 1 437 1 336 Total 19 544 19 544 Source : Based on US Patent and Trademark Office (2007). Samsung's efforts to strengthen its research capabilities have not been limited to Korea. In order to improve responsiveness to the local demand conditions and tap into the pool of cutting edge scientists and engineers, the company established R&D centres in various paits of the worid (Table 24). Samsung started by setting up Samsung Information Systems America (SISA) in Silicon Valley in 1988, followed by Samsung Electronics Research Institute in London in 1991. These two research facilities are typical examples of R&D facilities set up to monitor abroad as is the case with the Dallas and OECD JOURNAL: GENERAL PAPERS – VOLUME 2008/4 – ISSN -1995-2821 O CffiCD 2008 †¢ ] †¢ †¢ ‘ 146-CASESTUDY2 Yokohama facilities in 1997. More interestingly, the company has rapidly expanded its global network of research centres with the objective of utilising the foreign pool of research talent starting with Russia (1993), India (1996) and the three recently added research centres in China focusing on semiconductor, mobile telecommunications, and electronics. Samsung has also seriously increased the size and capabilities of the foreign research centres: its research centre in Moscow had only one Ph. D. and seven Masters in 2001 and now has ten Ph. D. ‘s and 29 Masters; its Bangalore software facility had no Ph. D. , 17 Masters, and 37 Bachelors in 2001 and now hires four Ph. D. ‘s, 179 Masters, and 164 Bachelors. Table 25. Samsung R;D facilities Research centre Samsung Information Systems America Samsung Electronics Research Institute Moscow Samsung Research Centre Samsung Electronics India Software Operations Dallas Telecom Laboratory Samsung Telecom Research Israel Samsung Yokohama Research Institute Beijing Samsung Telecommunication Samsung Semiconductor China R;D Samsung Electronics China R;D Location San Jose London Moscow Bangalore Dallas Yakum Yokohama Beijing Suzhou Nanjing Established 1988 1991 1993 1996 1997 1997 1997 2000 2003 2004 Core tasks Strategic parts and components, core technologies Mobile phones and digital TV software Optics, software algorithms and other new technologies System software for digital products, protocols for wired/wireless networks and handsets Next generation telecommunications systems Hebrew software for mobile phones Core next-generation parts and components, digital technologies Mobile telecommunications standardization and commercialization for China Semiconductor packages and solutions Software, digital TVs and MP3 players for Chin While, Samsung had already begun to use strategic alliances especially for acquiring technologies, the increasing R;D capabilities of Samsung is allowing it to benefit from strategic alliances in developing new cutting edge technologies (Table 26). Because there is an increasing convergence of technologies, for example between telecommunications and broadcasting, mobile phones and personal computers, telecommunication equipment and household appliances, it is becoming increasingly difficult and expensive to conduct the research and development necessary to cover all technology areas in one company. Samsung, therefore, has been using its technology base to conduct strategic alliances to build new strategic capabilities. OECD JOURNAL: GEKERAL PAPERS – VOLUME 2008/4 – ISSN -1993-2821 O OECD 2130 » i' Partners Table 26. Date Selection of recent strategic alliances Areas of cooperation CASE STUDY 2 -Ul Nokia April 2007 Limo Alcatel Sony (S-LCD) IBM Intel & Microsoft Discovery Salvarani Sun Microsystems VDL Charter Bang & Olufsen Kent State University Qualcomm Toshiba (TSST) Sony (S-LCD) IBM Dell Hewlett-Packard Disney Napster Sony NEC Matsushita Microsoft January 2007 October 2006 July 2006 March 2006 March 2006 September 2005 July 2005 July 2005 February 2005 January 2005 November 2004 October 2004 July 2004 April 2004 Maroh 2004 March 2004 January 2004 September 2003 September 2003 September 2003 August 2003 July 2003 January 2003 November 2001 Co-develop technology for handsets and DVB-H standardisation solutions Establish a joint venture for developing a Linux platform (SAMSUNG Electronics, Vodafone. DoCoMo, Motorola and NEC) Cooperate on satellite DVB-H Jointly invest in 8th-generation LCD line (2200mm x 2500mm motherglass) Co-develop and market technologies for industrial printer solutions Co-develop UMPCs Cooperate on high-definition contents Co-develop new built in products combining household electronics and furniture Cooperation in solution business and next-generation business computing systems Cooperate in commercialisation of terrestrial DMB Co-develop cable broadcasting receiver and set-tcp box for digital TV Full Duplex service Partner in home theatre business Co-develop display technologies Cooperation in MDDI (Mobile Display Data Interface) technology Develop and market optical storage devices Establish joint venture for 7th generation LCD (1870 x 2200 mm) line Co-develop nano-logic process technologies Supply multi-functional laser printers Share technology for ink-jet printers Supply â€Å"Movie Beam† set-top box for VOD Co-develop and market SAMSUNG-Napster player Expand and consolidate memory stick business Cooperate in high-end business computer systems Standardise technology, co-produce and jointly market DVD recorders Co-develop digital household electronics Source: Based on Samsung homepage. OECD JOURNAL; GENERAL PAPERS – VOLUME 20U8/4 – ISSN -1995-2821 O OECD 2008 148-CASE STUDY 2 Globalisation of the production network and global sourcing Samsung Electronics began to build its global production network in the early 1980s when it established its first manufacturing facilities in the U. S. and Portugal. It went on to establish a subsidiary in the UK (1987). Mexico (1988) and Thailand in 1988. Since then, the company has continued to expand the network by adding new countries to the network as well as setting up new facilities in countries where it has already established its production facility. In 1989. Samsung further set up production subsidiaries in Spain, China. Hungary and Turkey. Table 27 lists the countries where the company has its production facilities and illustrates that the company has been selectively expanding its global production network. Table 28 shows how overseas production is gradually increasing in recent years reaching 35. 9% in 2007. It should be noted that while this figure is a measurable increase from the levels in tbe early 1990s, it remains considerably smaller than comparable figures for Japanese electronics companies which exceeded 70% as of the early 1990s (Table 8). The major products manufactured in overseas facilities are consumer electronics products such as TVs. VCRs, refrigerators, and microwave ovens. The company's Mexican production subsidiaries produce flat-screen TVs and LCD TVs and export them to the US and other Latin American countries. As Mexico is a member of NAFTA, Samsung's exports to the U. S. from Mexican plants are exempt of import tariffs. Samsung Electronics Hungarian Co. Ltd.. established in 1989, produces 3. 2 million TVs annually and exports them to Western and Eastern Europe, and Central Asia. † ‘ Recently, Samsung announced to increase its production capacity of the mobile phone manufacturing plant in Haryana, India from one million to three million units per year. In addition to the importance of the local market, India is considered as a strategic alternative to China to hedge tbe uncertainty from relying heavily on Chinese operations. â€Å"†Ã¢â‚¬Ëœ In the semiconductor sector, Samsung pursues a triad strategy: Giheung complex in Korea as the R&D and frontier semiconductor manufacturing hub. the American facilities in Austin. Texas as strategic manufacturing hub for the Americas, and the Suzbou complex in China as the global testing and packaging hub. ^^ Table 27. Samsung electronics global production network* Korea North America Asia Pacific Europe South America Middle East and Africa CIS 2000 Six Facilities Mexico, U. S. China(7), India, lndonesia(2), Maiaysia(2), Thaiiand, Vietnam Hungary, Spain, U. K. Brazil None Uzbekistan 2006 Eight Facilities Canada, Mexico(2}, U. S. Ct]ir)a(13). india(2). Indonesia, Malaysia(2), Philippines, Thaiiand, Vietnam Hungary, Slovaiiia None None None † The number in parentheses is tlie number ol subsidiaries in the country; Countries in italics are those newly added to the list between 2000 and 2006. Source: Samsung Electronics' website (www. amsung. com/us). OECD JOURNAL: GENERAL PAPERS – VOLUME 2008/4 – ISSN -I9;I5-282I O OECD 2008 CASE STUDY 2 – 1 4 9 Table 28. Samsung production network (KRW million) 2003 2004 2005 2006 2007 Total Domestic production Overseas production 64 817 456 100% 43 582 016 67. 2% 21 235 440 32. 8% 81 57 24 963 009 100% 632 359 70. 3% 330 650 29. 7% 80 629 510 100% 57 457 670 71. 3% 23 171 840 28. 7% 85 58 26 834604 100% 972 765 68. 7% 861 839 31. 3% 98 507 817 100% 63 175 968 64. 1% 35 331 849 35. 9% Source: Korean Government. International sales and distribution Samsung's initial expansion of international sales was through Samsung Corporation, the group affiliate involved in general overseas trading in the early 1970s. While this may have aided Samsung initially, it blocked Samsung Electronics† further expansion and in 1978, Samsung established its own sales affiliate in the United States for the first time. Since then, Samsung Electronics has continuously expanded its sales and distribution network around the world (Table 29). In 2000, the company had a network of 32 sales organizations in 23 countries and its primary emphasis was on North American and European markets. However, the company doubled its sales subsidiaries to 60 in 48 countries over six years, and it is now paying more attention to emerging markets, including Asia Pacific. Middle East, Africa. CIS, and South America. According to Samsung Electronics' homepage as of 2008, Samsung had a total of 53 sales subsidiaries and branch ofllces in 36 countries. ^'^ Samsung has achieved over three quarters of its sales overseas in recent years (Table 30). Table 29. Samsung electronics global network of sales subsidiaries* 2000 2006 North America Canada, Mexico, United States (6) Canada, Mexico, United States (4) Asia Pacific Europe South America Middle East and Africa CIS Australia, Hong Kong. India, Japan, Philippines, Singapore, Taiwan France, Germany{2), Italy, Poland, Portugai, Sweden, The Netherlands(2), U. K. (2) Argentina, Colombia, Panama South Africa, U. A. E. Russia Australia, China(6). Hong Kong. lndia(2). Indonesia. Japan. Malaysia. Pakistan. Philippines, Singapore. Taiwan, Thailand. Vietnam Austria, France, Germany(2), Greece, Hungary. Italy, Poland, Portugal, Spain, Sweden, Netherlands. U. K. (2 Argentina, Brazil. Chile, Colombia, Panama, Peru Algeria. Iran. Jordan, Kenya. Morocco. Nigeria. Saudi Arabia. South Africa. Tunisia. Turkey. U. A. E. Kazakhstan. Russia. Ukraine. Uzbekistan The number in parentheses is the number of subsidiaries in the country; COUNTRIES in italics are those newly added to the list between 2000 and 2006. Source: Samsung Eiectronics' website (www. samsung. com/us). UKCD JOURNAL: GENERAL PAPERS – VOLUME 2008/4 – ISSN -1W5-2S2I  © OECD 2008 150-CASE STUDY 2 Table 30. Samsung sates network 2003 2004 2005 2006 2007 Domestic sales Overseas sales % of overseas sales to total Source : Korean Government

Parenting Styles Have A Huge Impact On The Developmental...

Parenting styles have a huge impact on the developmental process of children. In this paper I will be explore the four different parenting styles that Baurmrind came up with. Behavioral and social scientists recognize a group of basic categories in parenting styles: authoritarian, authoritative, permissive, and neglectful (Baumrind, 1966; Maccoby and Martin, 1983). Authoritarian parents have very high expectations for their children. According to Baumrind, these parents are obedience- and status-oriented, and expect their orders to be obeyed without explanation† (Baumrind, 1967). The characteristics of authoritarian parents are: they do not allow their children to make their own choices; warmth or nurturing is not expressed, and they†¦show more content†¦Saying that I mean that these parents give these children the basic necessities such as clothes, food and shelter but besides that the parent is emotionally unavailable. There are a number of things that can contribu te to parents being neglectful. First thing everyone goes to is drugs, that’s a reason why a parent can be neglectful but also it could just be the workload is very extreme and the parent does not know how to prioritize their time so they throw material things at the child instead of love and affection. The one thing that children need to develop is to know that they have a meaning on this earth. Since authoritarian parents expect their children to obey all the rules that they have set out for them the children are not confident to be independent and they never really learn what their personal standards are. Children raised in these circumstances usually are very book smart but do not have the street smarts that other children may have because of the barrier that the parents placed in their life. A example of this is when a parents child gets ready to go to college without their parent its going to be hard for that child to adjust to living on their own and having their own freedom. Sometimes the outcome turns out bad and the child becomes wild because its not use to doing what they want. Child development experts think that authoritative parenting style is the best approach to parenting because the parents act as role models, the child tends to

Marketing Management - 1190 Words

Use of the newspapers, radio, magazines, television and brochures, are some of the traditional marketing modes. Technological advancements have brought about new and efficient advertising means. Web marketing relates to application of internet tools in marketing of products and services such as online publications, video and audio files among others posted in websites. Online coverage last longer and can be retrieved in future (24/7) by interested customers. Newspapers and magazines are only bought daily, read only once and they get lost or thrown to the trash bins easily. Some individuals may store them, but retrieval of information from the same will be difficult. Tracking information is easier on the web compared to traditional modes†¦show more content†¦Purchases for second-hand products can be made on e-bay, creating a whole new genre of stores. Customer satisfaction is when the customer’s experience with a certain product or service equals the customer expectations. Various factors affect customer satisfaction and they include quality, quantity, price and after sale services. There are various issues that managers need to address and face when chasing customer satisfaction and in trying to deliver quality service. A manager needs to ensure that the firm or business identifies customer needs. They have to understand what impresses the customers, what works for them and what quality according to their customers is. Failing to know what the customers want leads to delivering the wrong products to the customers and this makes them leave for where their preferences are addressed. Administration of questionnaire and interviews is very important to identify the customer’s expectations and enquire whether the current strategy is working as intended. The manager requires ensuring employees are satisfied and well motivated. This is achieved through providing good working conditions which ensures that the employees do not perform when frustrated and under unnecessary pressure. The manager should ensure employee retention is maximized and employees’ turnover should be minimal. Rewards should be given to highly performing employees and disciplineShow MoreRelatedMarketing Management : A Market ing Manager1372 Words   |  6 PagesI want to become a marketing manager. A marketing manager is someone in a company who directs and is in charge of promoting and advertising the company s products. Marketing managers would have to create campaigns and be organized. Additionally, they plan out how the product will be communicated with the customers. They are in charge of making sure the campaigns stay on budget and are profitable. In order to become a marketing manager I need to get a bachelor’s degree and go to a four year collegeRead MoreMarketing Management2703 Words   |  11 Pages * Home * Business * Small Business Information * Marketing * Marketing management Marketing/Marketing management Advertisement Expert:  Leo Lingham  - 10/7/2009 Question Sir could you please answer the following two questions for me? I need your help in answering these. PLease reply me as soon as possible. 1. Marketing management an artistic exercise and therefore highly subjective versus marketing management is largely a scientific excercise with well established guidelinesRead Moremarketing management863 Words   |  4 PagesMARKETING MANAGEMENT (MB106) – OBJECTIVE TYPE QUESTIONS (ONE SET) MBA I SEMESTER 1. Which of the following is central to any definition of marketing? a. Making a profit b. Making a sale c. Demand management d. Transactions e. Customer relationships 2. Introducing new products to existing markets is an example of: a. conglomerate diversification b. vertical diversification c. horizontal diversification d. concentric diversification 3. When a company acquires a supplier through an acquisitionRead MoreMarketing : Marketing Management Philosophy Essay770 Words   |  4 Pages MARKETING REFLECTION Every company has different idea and philosophies. Under marketing management philosophy there are five concepts. 1. Production Concept Consumers prefer products which are widely, easily available and cheap. Key features of this approach are: high production, mass distribution and low cost. This concept generally works in a developing country like India. Companies assume that consumers need this product hence they will buy itRead MoreMarketing Management5475 Words   |  22 PagesUNIVERSITY, (Distance Learning Program) MARKETING Management (ADL-10) Analytical Questions ASSIGNMENT - A Q1. Define Marketing, distinguish between Selling and marketing. What are the four components of Marketing Mix, briefly explain. ? Ans1. WHAT IS MARKETING? What docs the term marketing mean ? Marketing must be understood not in the old sense of making a sale - selling - but in the new sense of satisfying customer needs. We define marketing as a social and managerial process by whichRead MoreMarketing Management4010 Words   |  17 PagesCh 1 Question 1 Which of the following statements is correct? a) Marketing is the term used to refer only to the sales function within a firm b) Marketing managers usually don t get involved in production or distribution decisions c) Marketing is an activity that considers only the needs of the organization, not the needs of society as a whole d) Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customersRead MoreInnovation And Marketing Of Marketing Management Essay1300 Words   |  6 Pagesinnovation? The Importance of Innovation and creativity in advertising/marketing industry Creative advertising and marketing management is necessary in order to have a complete understanding of how producers and sales companies work effectively. While advertising performs the communicative function of informing consumers about a company’s product or services, creative advertising also attracts people to the market, marketing management is a much more complex managerial process. Today, in current globalizedRead MoreMarketing Management3028 Words   |  13 PagesUnstated, Delight, Secret Types of Marketing Environments Task - includes the actors engaged in producing, distributing, and promoting the offering Broad – demographic, environment, economic, social-cultural, natural, and technological environment Holistic Marketing – based on the development, design and implementation of marketing programs, processes, and activities that recognize their breadth and interdependencies. Everything matters in marketing – a broad, integrated perspective is oftenRead MoreMarketing Analysis : Marketing Management1566 Words   |  7 PagesJoseph Anchor BME-213804-01 Marketing Management Professor Jordan Fructer April 10th, 2016 Conventionally, before a consumer buys a product, he/she will follow a sequence of events known as â€Å"hierarchy of effects.† It all starts with the consumer being aware that the product exists. In this essay we will go through how various websites go about creating awareness of the products to the last step of making the potential client make the last move; order. Marketing experts concur that brand awarenessRead MoreMarketing Management130471 Words   |  522 PagesDBA 1652 Marketing Management UNIT -- I Unit No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Unit Title Marketing management – an introduction Marketing environment Marketing with other functional areas of management Market segmentation Market targeting and positioning Product management Brand management Pricing Channel design and management Retailing and Wholesaling Integrated Marketing Communication Advertising management Sales promotion Personal selling Public

The Killer Angels By Michael Shaara - 1290 Words

The Killer Angels Essay â€Å"There is no honorable way to kill, no gentle way to destroy. There is nothing good in war. Except its ending.† Stated by Abraham Lincoln, this quote embodies the essence of war, its tragic character and unfortunate occasional necessity. Accordingly, the outcome of war and its battles is often determined by the attitudes of the leaders of the opposing sides, including their causes for the willingness to fight and to be fought. Such was the case with the Battle of Gettysburg in the American Civil War. Michael Shaara’s The Killer Angels presents the leaders of the Army of the Potomac and the leaders of the Army of Northern Virginia with antithetical attitudes in relation to the Civil War. Although the causes of the leaders of the Union Army and the Confederate Army were both associated with the notion of freedom, the perspectives on freedom were contrasting with the Union Army advocating freedom of the individual, and the Confederate Army advo cating freedom the states. Also, the leaders of the Army of the Potomac and the leaders of the Army of Northern Virginia had different outlooks on successful war strategies, with the Union favoring defensive tactics and the Confederacy favoring honorable offensive approaches. Additionally, the Union Army’s leaders had a gargantuan amount of confidence and perseverance which aided in winning the Battle of Gettysburg, while the Confederate Army was not as persistent and capitulated in battle. To begin, MichaelShow MoreRelatedThe Killer Angels By Michael Shaara1634 Words   |  7 PagesPulitzer Prize-winning author Michael Shaara, the author of The Killer Angels, was born on June 23, 1928 in Jersey City, New Jersey. He was an author of science fiction, sports fiction, and historical fiction. Although writing was his passion, Shaara was very athletically successful in high school, winning more awards than any other student in the history of the school for sports such as basketball, track and baseball. He acquired a skill in boxing, and of the 18 matches Shaara fought as a young man, heRead MoreThe Killer Angels By Michael Shaara1521 Words   |  7 PagesThe book The Killer Angels was published in 1975 by the Ballatine Booksand was written by Michael Shaara. The Killer Angels is a historic novel about the time of the American Civil War, more specifically The Battle of Gettysburg. Shaara wrote this historical masterpiece with the sole purpose of letting the reader know exac tly how the war was for the men actually putting their lives on the line to get this great country of America to the stature it is today. In order to accomplish his goal of creatingRead MoreThe Killer Angel By Michael Shaara1248 Words   |  5 Pages The Killer Angel is a book elaborating on the history of the American civil war authored by Michael Shaara. The book has gained popularity among American citizens as it covers one of the deadliest battles in American history that took place at Gettysburg, Pennsylvania, hence the title of the battle of Gettysburg (Shaara 5). The crash involved two major groups, the Confederacy, and the Union. The Confederacy constituted of seven secessionist states from the South who advocated forRead MoreThe Killer Angels By Michael Shaara1947 Words   |  8 Pagesthe dueling North and South together to the small town of Gettysburg and on the threshold of splitting the Union. Gettysburg was as close as the United States got to Armaged don and The Killer Angels gives this full day-to-day account of the battle that shaped America’s future. Michael Shaara author of â€Å"The Killer Angels,† tells the story of the Battle of Gettysburg through the eyes of generals Robert E. Lee, Joshua Chamberlain, James Longstreet, and John Buford, and the other men involved in the actionRead MoreKiller Angels By Michael Shaara850 Words   |  4 Pages In the Pulitzer Prize winning civil war novel Killer Angels, Michael Shaara covers five days of the historic battle between the Northern and Southern United States at Gettysburg. Both the North and the South fought for freedom, although they did not have equivalent definitions of freedom. The North and the South were unwavering in their beliefs and their hope for a better United States, but what the two butted heads the most on was slavery. The South was a primarily agrarian region which reliedRead MoreThe Killer Angels By Michael Shaara1117 Words   |  5 Pages Michael Shaara’s 1974 historical novel, The Killer Angels, covers the story of the four days of the Battle of Gettysburg that also features maps for visualization. The format of the story is well organized. It begins with a Foreword, which describes in great detail the armies and soldiers involved in the battle. It follows up with four sections and within each section there are chapters that are written in chronological order, covering the events between Monday, June 29, 1863 and Friday, July 3Read MoreThe Killer Angels By Michael Shaara Essay1255 Words   |  6 Pages In the novel The Killer Angels by Michael Shaara, the story is told from the perspective of the men that fought in the war of Gettysburg in Pennsylvania on July 1863. We are able to see both sides of the combatants, their struggles they faced, friendships acquired, losses, personal stories and their views. In history we only learn the superficial information of how it occurred in the battle and the outcome of it, but we do not know how it happened and how much effort it took to fight in thatRead MoreThe Killer Angels By Michael Shaara1123 Words   |  5 PagesThe Killer Angels Novel written by Michael Shaara describes the Gettysburg battle from the perspective of Robert E. Lee, James Longstreet, various soldiers from both sides, and other men who fought in the battle. This author makes the reader go back in time and actually makes the reader depict the circumstances, and situations that soldiers and generals faced. This Novel makes the reader know that both sides were eager to win, and bring this bloodshed to an end. This amazing Novel shows how neighborRead MoreThe Killer Angels By Michael Shaara852 Words   |  4 PagesThe Killer Angels by Michael Shaara was not just a fiction novel, it was a story of a man who actually saw the battlefield of Gettysburg and learned about the battle and its importance. When he returned from the battle sight he decided to write a novel based on his experience there. Instead of creating fictional characters he used the names and experiences he had directly with the main characters of the novel. Not only did Shaara study and review letters, documents and journal enteries of the menRead MoreThe Killer Angels By Michael Shaara1206 Words   |  5 PagesShawn Gacy American Lit. Mrs. Moyer September 11, 2015 Summer Reading The book I chose to read over the summer was the book The Killer Angels, by Michael Shaara. The Killer Angels tells the story of the Battle of Gettysburg. On July 1, 1863, the Confederate army, and the Union army, fought the largest battle of the American Civil War. When the battle ended, fifty one thousand men were KIA (Killed In Action), wounded, or MIA (Missing in Action). All the characters in this book are based

Memory †The mysterious phenomenon Free Essays

Memory, a phenomenon which has been bewildering scientists and philosophers is san entity that needs to be analyzed very carefully for finding out the truth behind it. Going deep in to the subject, memory comes under a prominent branch of neuroscience called the cognitive neuroscience. The basic factors that lead to the phenomenon of memory are reception of information, processing, storage and recollection. We will write a custom essay sample on Memory – The mysterious phenomenon or any similar topic only for you Order Now There are various factors that affect each of these processes. Based on this memory is broadly classified in to three heads. They are: 1) long-term memory 2) short-term memory and 3) sensory memory Long-term memory Long term memory refers to those memories that are stored in the brain for a considerably prolonged period of time with out any loss. Here when an idea is stored in long-term memory, the information is stored in a semantically encoded format. As a result of this it is easier for us to remember a telephone number by virtue of repeating the same but it is difficult to memorize a random ten digit number. For the later case the encoding format is acoustic and hence the information is stored in short-term memory. Baddeley, the great researcher on human memory has found out that when given a test to recollect words uttered was given to a group of respondents the result was that people failed to recall words with same meanings like small, tiny, minute etc.. Short-term memory This is a much more volatile memory that stores information just for a period of several seconds to few minutes with out memorizing it by heart. George A. Miller, held various demonstrations and the conclusion was that the storage capacity of short -term memory was just 7  ± 2 entities (he presented a paper entitled â€Å"The magical number 7 ±2†). In the present day the projected capability of short-term memory is still less. But hen the same group of words or letters, for an example is presented in different order, greater are the chances for recollecting it. For example it is difficult to recollect the string FBIUNOASDFUS But when the same string is presented as below, greater chances re there for anyone to recollect it FBI UNO ASDF US. In the first combination of letters the information was lying stray with no order to memorise, whereas in the second one, they have an opportunity to memorise it as bits which could be identified to something that they know. Short-term memory relies on the phonemes and the acoustic symbols for retaining information. Visual codes are rarely converted to short-term memory. Conrad a renowned researcher on human memory found out that the subjects of his experiments had difficulty in identifying and recollecting acoustically confusing phonemes and words like he, ghee, bee, see, etc.. Sensory memory This kind of memory refers to the memory that is retained in the receivers mind for about 200 to 500 milliseconds, once the information is acquired. Hence this is highly volatile and short-life memory. Sensory Memory can be identified as the ability to identify the specific features of an item, let it be a sound or an object by virtue of an observation of the same for a fraction of a second. George Sperling is the pioneer to conduct experiments on Sensory Memory. Respondents were provided with a set of 12 letters, which were made into 3 rows of four each. After completing a small introduction, the candidates were then made to hear either a high, medium or low pitch tone, providing them info regarding which of the rows to report. On the base of this experiments, Sperling demonstrated that the range of sensory memory was about 12 items, but also found that it degenerated at a much more faster pace (it only had the life span of a few milliseconds and hence highly momentary). The main negative part of this kind of memory is that any sort of rehearsals do no not enhance the longevity. What is memory? Present day neuroscience and scientists are with the stream of thought that memory is a group of neural connections which are encoded so as to retrieve for future references. This sort of memory encoding may happen in different parts of the brain. Thus, a network of neural communication is likely to link various parts of the brain. The strength of the memory depends up on the strength of the neural connections. Recollection or calling back of any bit of memory can happen whenever a positive stimulus that trigger the particular part of the networked neural connections. As a result of this, when a part of the brain gets damaged, the neural network present there and obviously the memories associated with the particular neural connections is lost for ever. Why do we forget things? Forgetting can better be explained as an inability to keep memories secure. This is a condition when ideas and images perceived are either lost in full or part. The reasons for forgetting are many. The prominent factors that lead to forgetting include. 1. Poor encoding (this is why we forget dreams that we see while asleep. Encoding refers to converting the sounds, visuals, taste, smell tc. To corresponding chemical / neurological codes); 2. Unavailability of a retrieval mechanism (if there is no proper stimuli to trigger the memory, the information remains dormant); 3. Time factor : when a recent incident happens, the older data are sometimes wiped off from memory (We tend to forget exact dates of our vehicle insurance, when you have some 5 cars and 4 cruisers! ); 4. Continuous similar experiences (You may have memories of the first instance when you visited London, but if you fly London Every year, you many not remember when you landed for the fifth time! ) The Chemistry of memory! The human brain is a highly complicated organ with more than 20 billion nerve cells (neurons), about 150 trillion nerve connecters or synapses; an average of 7500 synapses per neuron within the brain, anyway, some neurons may have as many as 900,000 as well. Due to repair and safety from glial cells that protects the neurons, some nerve cells will be alive till the organism cease to live, however, it is calculated that about 85,000 neurons wear out everyday in the brain. The most prominent doubt regarding memory is the place / location where it is being stored. It was in 1960’s that the theory of Long-Term Potentiation (L. T. P) and it counter theory called opposite Long Term Depression came in to existence as molecularmemory postulates. Long-term potentiation refers to the reinforcement of neuron relations through elevating synaptic ion movements. In all connections of neurons there exists a synapse through which chemical neurotransmitters moves unhindered from the axonates and axons of the transmitting cell to the dendrites of the corresponding receiver cell. Neuro-transmitters like acetylcholine, gamma-aminobutyric acid, glutamate, serotonin, norepinephrine function in free flow of complex electrical signals between nerve cells, muscle cells and sensory cells. Where as in the mean time, inside the cell, the protein pumps located in the cell membrane and channels frequently retains a constantresting potential of – 70 m V by virtue of moving sodium cations on the outer part of the cell against a specific gradient. Presence of neurotransmitter into a receiver neuron located in the membrane part of a post-synaptic dendrite triggers and starts de-polarization of the specific membrane by the influence of calcium and sodium ions, this again results in the building of voltage-gated sodium and calcium channels to unlock, permitting rapid flow of calcium and sodium ions, this is then followed by the inflow of potassium ions . as a result of this ion flow, depolarization happens once again to + 40 m V. As a result of this continuous process, â€Å"action potential† rapidly happens in the cell membrane to the axon , axonates and the pre-synaptic cleft, thus repeating this each and every time the signal reaches a neuron. Once the action potential has completed, the voltage gated channels close by themselves, and the potassium and sodium pumps makes the cell membrane to return to their original potential. All these happens in milliseconds, thus permitting multiple contradictory signals in swift momentum.. Memory Disorders The branch of Human psychology and neurology is the basis for the diagnosis and treatment of many of the known memory disorders. In general the loss or degeneration of memory is termed as amnesia. Amnesia is of different categories. Analysing it can reveal the various forms of it and helps in the proper treatment as well. Many neuron related conditions like Alzheimer’s disease may also result in full or partial memory loss. Hyperthymesia, also called hyperthymesic syndrome, is a serious memory disorder which has adverse effect on retention of personal memory. Some sort of memory loss can be symptom of hypothyroidism a severe medical condition. Increasing oxygen supply to the brain, is considered as one among the foremost techniques to improve memory. This can be achieved by doing exercises like swimming, bicycle riding, gymnastics etc.. Tips to improve memory Many factors to improve memory was furnished by the report published by ‘The International Longevity Center’ in the year 2001 (pages 14-16) The study recommends to stick to the following to improve memory stay intellectually active through learning, training or reading, keep physically active so as to make blood circulation in the brain more active, socialize, reduce stress to the maximum possible extend, observe regular sleep timings, avoid depression or emotional strain and good nutrition. How to cite Memory – The mysterious phenomenon, Papers

Opinion Editorial On Human Dignity And Common Good In Nursing

Question: Discuss about the Opinion Editorial On Human Dignity And Common Good In Nursing. Answer: Opinion editorialon human dignity and common good in nursing: The Op-Ed or opinion editorial is the writing published in any magazine or newspaper. It reveals the perspective of the named author who is not affiliated with the editorial board of the publication. The following Op-Ed shows the challenges related to the dignity of the human person and the realizing of the common good. The mercurial idea of human dignity has been featuring the legal, political and ethical discourse as the basic commitment towards human value or status. The origin of the value or the behavior of the status is been contested. The human dignity is emphasized in various sectors of nursing as a basic human right and moral obligation (Jacobs 2016). The term common good, on the other hand, is used to recognize the activities and results that possess some definable advantages. This extends beyond the gaining of the individuals. The common good is denoted in the professional literature related to political action, environment, healthcare, ethics, and nursing (Grace 2017). In this Op-Ed, the integrated review is done on the nature of human dignity and common good for the nursing profession, as the chosen issue. In the nursing profession, it is seen that the persons who have been in the top positions have been lacking the leadership and the interpersonal quality in motivating the patients and the staffs. Thus, it has no only be resulting in the poor services for the patients but also the common good and persons dignity gets hampered (Parandeh et al. 2016). It is seen that because of the over workload, poor interpersonal communication and staffing practices take place. The medical staffs are found to be conversing in derogatory languages with the patients family. They never show any concern with the pleas of the patients. Thus the problems in nursing profession have been seeking attention to practice the guidelines promoting the common good and human dignity. The idea of dignity from the viewpoint of the nurses has been seen as prosperity and developing. However, the conclusions show that maximum of the studies is done on the professional dignity of nurses. The respecting of the inherent individual dignity was not analyzed. The patients are the main focus of the clinical environments. Hence the human dignity of the patients has not been the priority (Cheraghi, Manookian and Nasrabadi 2014). The human dignity has comprised of seven dimensions. However, only two of the dimensions of the professional and the intrinsic dignity of the nurses are revealed. Hence the identification of the human dignity in the nursing would be helpful for the nurses to work together along with similar aims. It would permit the nurses to make sense of the importance and values of the nursing care and determine the professional role. As the value gets identified, various factors that are threatening to the human dignity must get eliminated. The nursing is seen as promoting the common good. Moreover, the development of the profession as a discrete one has been reflecting the societal recognition which the services given by the nurses have been supporting the common good. The added value of the common good to the current nursing concepts has been shown by various instances of the ethical misconduct in the clinical research. This also includes the development of the healthcare delivery system (Matney, Avant and Staggers 2016). However, there has been the challenge dealing with the determination of the methods where the common good has been playing the role to shape the development of this practice and profession. The societal forces have been strengthening the nursing through supporting and promoting the implementation, development, and conceptualization of the advanced practice roles (Foth et al. 2017). Thus the society has been shaping the elements of common good that the profession opts to address. There has been no clear definition of the idea of human dignity on the basis of the experiences of nurses. Various organizational factors and individuals, the imagination of the society and group of professional cares has been influential in developing or undermining the human dignity of nurses. On the other hand, the professional organizations within nursing have not included the common good in the nursing theory explicitly. However, the clearer articulation and definition of the common good as the idea in nursing would be advantageous to the patients, nursing, and society. References: Cheraghi, M.A., Manookian, A. and Nasrabadi, A.N., 2014. Human dignity in religion-embedded cross-cultural nursing.Nursing ethics,21(8), pp.916-928. Foth, T., Remmers, H., Holmes, D., Kreutzer, S. and Hlsken-Giesler, M., 2017. Introduction: Critical Approaches in Nursing Theory and Nursing Research: Implications for Nursing Practice.Pflegewissenschaft und Pflegebildung, p.9. Grace, P.J., 2017.Nursing ethics and professional responsibility in advanced practice. Jones Bartlett Learning. Jacobs, B.B., 2016. Respect for human dignity in nursing: Philosophical and practical perspectives.Canadian Journal of Nursing Research Archive,32(2). Matney, S.A., Avant, K. and Staggers, N., 2016. Toward an understanding of wisdom in nursing.The Online Journal of Issues in Nursing,21(1). Parandeh, A., Khaghanizade, M., Mohammadi, E. and Mokhtari-Nouri, J., 2016. Nurses human dignity in education and practice: An integrated literature review.Iranian journal of nursing and midwifery research,21(1), p.1.