Administrative Management Theory Advantages and Disadvantages

STRENGTH 1. It is the most comprehensive administrative management theory Henri Fayol's theory is extremely comprehensive as a way to deal with management techniques. It is also the most used because it has been proven  to work. It’s being comprehensive as it covers just  about anything  one might need to do in a management position to ensure success. WEAKNESSES 1. It is still based on human  application The weaknesses to the theory are that it is still based on humans.As humans we are naturally going to make  mistakes. The theory  works on  the basis of having harmony among people in which unity forms to create a strong management team. However, when  mistakes  are made it can undermine the entire strength of the team. Furthermore, if a person is found to be false and will not  admit  it, more problems can ensue. This is the same weaknesses of any system that relies on humans to be in control given various factors like personality and that  mistakes  can be made.2. Reliance on experience Many of the writers in the management developed their ideas on the basis of their experiences as managers or consultants with only certain types of organizations. For instance, Fayol's work came primarily from his experiences with large manufacturing firms that were experiencing stable environments. It may be unwise to general ize from those situations to others especially to young, high-technology firms of today that are confronted daily with changes in their competitors' products.3. Untested assumptions Many of the assumptions made by classical writers were based not on scientific tests but on value judgments that expressed what they believed to be proper life-styles, moral codes, and attitudes toward success. For instance, the classical approaches seem to view the life of a worker as beginning and ending at the plant door. Their basic assumption is that workers are primarily motivated by money and that they work only for more money.They also assume that productivity is the best measure of how well a firm is performing. These assumptions fail to recognize that employees may have wants and needs unrelated to the workplace or may view their jobs only as a necessary evil4. Unintended consequences Administrative management approaches aim at achieving high productivity, at making behaviors predictable, and a t achieving fairness among workers and between managers and workers, yet they fail to recognize that several unintended consequences can occur in practice.For instance, a heavy emphasis on rules and regulations may cause people to obey rules blindly without remembering their original intent. Oftentimes, since rules establish a minimum level of performance expected of employees, a minimum level is all they achieve. Perhaps much more could be achieved if the rules were not so explicit.My take is that when he talks about â€Å"advantages and disadvantages of administrative management† he is talking very specifically about administrative rule making authority.Most administrative agencies have little or no rule making authority (FBI, DOJ, BATF), these exercise purely executive power. Some have been given tightly constrained rule making authority.A few, such as the EPA have been given fairly broad rule making authority. That can be come a problem.â€Å"Again, the complexities of m odern life that gave rise to the Los Angeles smog problem are well documented. The EPA and its regulations made my air healthier. I'd say that was being â€Å"reasonable†.†Yes, they were being reasonable back then. The stopped being reasonable some time around the mid 1990s. The problem is when their manager's salaries are determined by their budget and number of employees, how do you get them to recognize when it's time to stop? How do you get them to admit that while yes, continuing to enforce the existing rules is important, there is, as with all things, a point of diminishing returns where each new rule does more harm than good.REFERENCES1. http://www.vectorstudy.com/management_schools/classical_school.htm2. http://www.vectorstudy.com/management_gurus/henri_fayol.htm3.http://www.vectorstudy.com/management_schools/classical_school.htm

Apollo 13

On April 11th 1970 the Apollo 13 Lunar Mission launched from the Kennedy Space Center in Florida. Aboard Apollo 13, 3 astronauts—Jim Lovell, Jack Swigert and Fred Haise—were seeking to be the third mission to land on the moon. 56 hours into the flight the members of the ground crew of Mission Control in Houston, Texas listened as the 5 words NASA never wants to hear resonated through the speakers: â€Å"Houston we have a problem. † These words were immortalized during the apprehensive days of the Apollo 13 lunar mission crisis. Additionally, it can be said that Apollo 13 was one of the greatest success stories of human achievement and triumph.Director Ron Howard recreated these epic and historical events in the 1995 movie Apollo 13. The Apollo 13 theatrical movie trailer provides insight condensing the events of Apollo 13. Furthermore, it illustrates the true, real life narrative that depicts the prevailing nature of human will and the spirit to overcome such adv ersity. Furthermore the comradely of the flight crew and the ground crew in Houston, along with the support, thought and prayer from the entire world as they watched the subsequent events of the disaster unfold, illuminates the miracle that was Apollo 13, and proves one thing. Failure in not an option.The binary scenes between the flights crew in space and the ground crew in Houston depict the collective action of both parties and the importance of teamwork in accomplishing a goal. Apollo 13 was not seen merely as one disaster but a series of â€Å"cause and effect† disasters, each one building on the previous. In the face of this action the flight crew remained remarkably calm, analyzed the situation, communicated with the ground crew and took action. Similarly in Houston the ground team worked together as a team, analyzing the series of problems and working together to arrive at a assuredness of purpose and plan.The switching between the scenes in space and those on the gro und were fast, sporadic and at times overlapping, especially during the climax of the disaster. This exemplified the coinciding responsibilities and symbiotic relationship of both teams. As well, a major difficulty with the entire Apollo 13 disaster was that at that time nobody—flight or ground crew—knew exactly what happened and how to fix it. This is illustrated by the disjointing of each team through separation of the scenes (and scenery). The flight team was shown in outer space, floating in air (due to the absence of gravity), clad in full-fledged space suits.While the ground team was on earth working in a mission control room, and clothed in typical work-attire. The flight crew, being at the event, could not see the results of the initial explosion; while in Houston the ground crew was not in a much better position, however having some vital information from instruments in the spacecraft. All the while not understanding of the cause of the problem, as well as how dire the situation was, and only knowing it was deteriorating quickly. These binaries construct an understanding that one could not survive without the other; working together, teamwork, was their only option.Human will, and the spirit to overcome such adversity can be seen in the hard-work, dedication, sacrifice and trust demonstrated by the astronauts and the members of the ground team alike, especially with so much at stake—human life. In the end, â€Å"what† broke on the Apollo 13 service module was never fixed. Instead, the ground crew came together and developed a plan of action with only one purpose: To safely return Apollo 13 to earth, and the flight crew only considered one ultimate outcome: returning to earth safely.Furthermore while focused on one united cause there was only one outcome, and it proved to be a miracle. As well, the true leadership and true vision of those involved in Apollo 13 serves as a reminder anything is possible. Gene Krantz, Apollo 13 ’s flight director exhibited true leadership. Gene is known for two quotes, both of which can be seen in the trailer: â€Å"Failure is not an option. † and â€Å"We’ve never lost an American in space; we sure as hell aren’t going to lose one on my watch. His refusal to even consider failure as a possibility was a significant factor resulting in the return of Apollo 13 to earth.Although addressing the multitude of complex, compounding issues and problems facing the safe rescue of the flight crew, his perfect vision—seeing things not as they were, but as they will be—was important because it refused members of the team to engage in negative thinking. As well Lovell’s wife when asked by news reported about the events voiced her positive thinking and determined attitude, â€Å"Take it up with my husband, he will be here on Friday. † The background music of the trailer crescendos along with the heightened intensity of the events.Th e statement by Lovell at the beginning of the trailer, â€Å"There is nothing routing about flying to the moon,† through irony foreshadows such an epic, out-of-the ordinary event. Ultimately, the Apollo 13 crew under these facts and circumstances and knowing that these astronauts barely survived the closest encounter with death in space; was nothing short of a real, true life miracle. The story is nonetheless true, and incredibly inspiring. The final scene of the trailer is a picture of earth in space with Apollo 13 across the screen.The simplicity of this final scene in contrast to the epic and immense event is somewhat overpowering and truly exemplifies Apollo 13 as one of the greatest success stories. The world stood still, watched and prayed for the safe return of the astronauts, and by overcoming all odds, they did return and in the most remarkable fashion. The success story of Apollo 13 should serve as a reminder that anything is possible. One thing that is stressed in the trailer is the greatness and epic circumstances that encompass the Apollo 13 mission.There is significant focus on intensity and disaster showcased in the trailer, including climatic and expressive music, musical crescendos, extreme emotion, intense explosions, and fire blazed action. The content producers, however, chose to stress the scene in which the shuttle takes-off and when the tank of the command module explodes in space. The viewer can then relate and infer the relationship between the two events, and assume that the unthinkable happens, disasters strikes thus leaving the astronauts paramount mission—survival. Apollo 13 On April 11th 1970 the Apollo 13 Lunar Mission launched from the Kennedy Space Center in Florida. Aboard Apollo 13, 3 astronauts—Jim Lovell, Jack Swigert and Fred Haise—were seeking to be the third mission to land on the moon. 56 hours into the flight the members of the ground crew of Mission Control in Houston, Texas listened as the 5 words NASA never wants to hear resonated through the speakers: â€Å"Houston we have a problem. † These words were immortalized during the apprehensive days of the Apollo 13 lunar mission crisis. Additionally, it can be said that Apollo 13 was one of the greatest success stories of human achievement and triumph.Director Ron Howard recreated these epic and historical events in the 1995 movie Apollo 13. The Apollo 13 theatrical movie trailer provides insight condensing the events of Apollo 13. Furthermore, it illustrates the true, real life narrative that depicts the prevailing nature of human will and the spirit to overcome such adv ersity. Furthermore the comradely of the flight crew and the ground crew in Houston, along with the support, thought and prayer from the entire world as they watched the subsequent events of the disaster unfold, illuminates the miracle that was Apollo 13, and proves one thing. Failure in not an option.The binary scenes between the flights crew in space and the ground crew in Houston depict the collective action of both parties and the importance of teamwork in accomplishing a goal. Apollo 13 was not seen merely as one disaster but a series of â€Å"cause and effect† disasters, each one building on the previous. In the face of this action the flight crew remained remarkably calm, analyzed the situation, communicated with the ground crew and took action. Similarly in Houston the ground team worked together as a team, analyzing the series of problems and working together to arrive at a assuredness of purpose and plan.The switching between the scenes in space and those on the gro und were fast, sporadic and at times overlapping, especially during the climax of the disaster. This exemplified the coinciding responsibilities and symbiotic relationship of both teams. As well, a major difficulty with the entire Apollo 13 disaster was that at that time nobody—flight or ground crew—knew exactly what happened and how to fix it. This is illustrated by the disjointing of each team through separation of the scenes (and scenery). The flight team was shown in outer space, floating in air (due to the absence of gravity), clad in full-fledged space suits.While the ground team was on earth working in a mission control room, and clothed in typical work-attire. The flight crew, being at the event, could not see the results of the initial explosion; while in Houston the ground crew was not in a much better position, however having some vital information from instruments in the spacecraft. All the while not understanding of the cause of the problem, as well as how dire the situation was, and only knowing it was deteriorating quickly. These binaries construct an understanding that one could not survive without the other; working together, teamwork, was their only option.Human will, and the spirit to overcome such adversity can be seen in the hard-work, dedication, sacrifice and trust demonstrated by the astronauts and the members of the ground team alike, especially with so much at stake—human life. In the end, â€Å"what† broke on the Apollo 13 service module was never fixed. Instead, the ground crew came together and developed a plan of action with only one purpose: To safely return Apollo 13 to earth, and the flight crew only considered one ultimate outcome: returning to earth safely.Furthermore while focused on one united cause there was only one outcome, and it proved to be a miracle. As well, the true leadership and true vision of those involved in Apollo 13 serves as a reminder anything is possible. Gene Krantz, Apollo 13 ’s flight director exhibited true leadership. Gene is known for two quotes, both of which can be seen in the trailer: â€Å"Failure is not an option. † and â€Å"We’ve never lost an American in space; we sure as hell aren’t going to lose one on my watch. His refusal to even consider failure as a possibility was a significant factor resulting in the return of Apollo 13 to earth.Although addressing the multitude of complex, compounding issues and problems facing the safe rescue of the flight crew, his perfect vision—seeing things not as they were, but as they will be—was important because it refused members of the team to engage in negative thinking. As well Lovell’s wife when asked by news reported about the events voiced her positive thinking and determined attitude, â€Å"Take it up with my husband, he will be here on Friday. † The background music of the trailer crescendos along with the heightened intensity of the events.Th e statement by Lovell at the beginning of the trailer, â€Å"There is nothing routing about flying to the moon,† through irony foreshadows such an epic, out-of-the ordinary event. Ultimately, the Apollo 13 crew under these facts and circumstances and knowing that these astronauts barely survived the closest encounter with death in space; was nothing short of a real, true life miracle. The story is nonetheless true, and incredibly inspiring. The final scene of the trailer is a picture of earth in space with Apollo 13 across the screen.The simplicity of this final scene in contrast to the epic and immense event is somewhat overpowering and truly exemplifies Apollo 13 as one of the greatest success stories. The world stood still, watched and prayed for the safe return of the astronauts, and by overcoming all odds, they did return and in the most remarkable fashion. The success story of Apollo 13 should serve as a reminder that anything is possible. One thing that is stressed in the trailer is the greatness and epic circumstances that encompass the Apollo 13 mission.There is significant focus on intensity and disaster showcased in the trailer, including climatic and expressive music, musical crescendos, extreme emotion, intense explosions, and fire blazed action. The content producers, however, chose to stress the scene in which the shuttle takes-off and when the tank of the command module explodes in space. The viewer can then relate and infer the relationship between the two events, and assume that the unthinkable happens, disasters strikes thus leaving the astronauts paramount mission—survival.

Search engine marketing Research Paper Example | Topics and Well Written Essays - 250 words

Search engine marketing - Research Paper Example Players in the search engine marketing industry relate to Priceline.com, Rough Guides, Whatsonwhen, Expedia and Lastminute.com. These institutions are re- intermediation and cyber mediation companies that capture significant portions of the market and ensure that new products and services are created (Kennedy & Hauksson, pg.76). They have been modeled to save time and effort for the consumer by ensuring price competitiveness and value added services provision. They contain IDTV models and mobile devices to provide easy interactions with the consumers. Their weakness is that they may be hacked and may contain irrelevant data which is not up to date. They are fast and speedy with regard to information relay. The main question that MediaContact wants answered relates to which channels generate more revenues and which channels bring the highest online reviews (Kennedy & Hauksson, pg.89). To address this issue, an analysis and review of the channels can be carried out so as to determine the most profitable channels as well as the

Taking FYC TO The Next Level Essay Example | Topics and Well Written Essays - 500 words

Taking FYC TO The Next Level - Essay Example Numerous companies usually utilise the intranet however they do not make complete utilisation of the intranet and this is mainly due to the reason that it does not work in sync with the objectives of the company (Kennedy & Dysart, 2007). An extranet has been defined as, ‘An extranet is a private network that uses Internet technology and the public telecommunication system to securely share part of a businesss information or operations with suppliers, vendors, partners, customers, or other businesses’ (Search Enterprise, 2009). The company has two types of customers, i.e. retail and wholesale. The company can use the extranet for the wholesale customers. The customers can be provided with complete access to the extranet where they can also make orders and keep the company updated with the requirements online. The extranet can also be used as a reorder system where inventory can be reordered automatically (Kennedy & Dysart, 2007). The company should also allow each store to log into the system and share their details of the existing stocks, the trend of sales, exchange documents and make comments. FYC can use the extranet and intranet for several different purposes which include a wide range like the production processes, sourcing and supply chain departments, operations and admin teams, human resources team and the customer service teams. The customer service team can use these as a faster mode to respond to customer queries and to assist customers in a more effective manner. In terms of the sourcing and the supply departments the company can use the extranet to communicate the needs for the raw materials, and all the procurement processes. In terms of the human resources teams the company can use the system to create a centralised system which will allow the company to ensure a complete balance and also a centralised payroll for all stores which will help the finance teams directly as it will be effective and easier for the invoice creation

Does data and analysis present a good argument Debating the research Assignment

Does data and analysis present a good argument Debating the research method of an article - Assignment Example The large size of sample is associated with biasness during presentation due to the work load involve, a confirmation that differences are as a result of size bias not mode selected. Sampling mistake arises in the sampling procedure itself as not all parties of the outline population are assessed (Easterby-Smith et al 2003). Normative model is used during web surveys as opposed to paper and pencil procedures. What I could have suggested for the authors of the article is to reduce the sample size. By using accommodating sample size it is easy to manage the sample bias. Normative model presents an opportunity for participants not to pay much attention as compared to face to face or telephone surveys (Easterby-Smith et al 2003). I would suggest combining normative model with instrumental model to improve sample bias and check ramifications of low response rate (Vieira et al 2002). The research relied mostly on qualitative research rather than employ mixed research method. Vieira, W., De La Tour, K., & De La Tour, S. (2002). Projectiology: a panorama of experiences of the consciousness outside the human body. Brazil, International Institute of Projectiology and

See attachments Essay Example | Topics and Well Written Essays - 10000 words

See attachments - Essay Example United States also used Gemini capsules to set out weapons and do surveillance of the outer space and the earth. This task highlights the endeavors taken by the United Nations in securing the use of the space. This task looks at the possibility of having the future war in the space. With the increased superiority struggle between different states over control of the space, there is a possibility that, indeed, the future war could be in the space. Satellites follow definite paths as they go around the earth. Likewise, other celestial bodies that move around other bodies follow regular pathways. Classification of orbits takes different approaches depending on the position of the orbit. They can be classified based on a number of considerations. Astronauts have devised taxonomy of orbits based on Centric Classifications, Inclination Classifications, Altitude Classification in Geocentric Orbits, Classifications based on Eccentricity, Synchronicity Classifications, Classifications based on galaxies and Galaxy Models, Pseudo-Orbital Classifications and other special classifications3. Special taxonomy of orbits classifies orbits into sun synchronous orbits and moon orbits. Sun synchronous orbits are those that combine inclination and altitude in such a manner that the satellite on the orbits passes over a particular point on the surface of the planet at the same local solar time. Such orbits place a satellite on a constant sunlight exposure and are useful for spying, imaging and as weather satellites. Moon orbits have the orbital traits of the Earth’s Moon. They lie at an average altitude of 238,857 miles and are elliptically inclined. Pseudo-Orbit Classification classifies orbits into Horseshoe Orbits, Lunar Transfer Orbits (LTO), Retrograde Orbits, Prograde Orbits and Halo Orbits4. To a ground observer, a Horseshoe Orbit appears to be orbiting another planet while in real sense they usually co-orbit another

Occupational Health and Safety (Hazards in the workplace) Essay

Occupational Health and Safety (Hazards in the workplace) - Essay Example This essay talks about the people employed in mining industries that have to take great precaution of their occupational health and safety. Often, there are many hazards, ranging from cuts, bruises, limbs and legs breakages among others in the work place that the workers report on daily basis. Many manufacturing industries are under pressure to carry out all the safety precautions, which would help their worker and, save them from the unexpected injuries. Notably, a lot of companies have adhered to the rules and have considerably minimised the injuries to their workers. In this report, I am going to outline the occupational health and safety in BPH Mining Company in Australia, with specific attention to hazardous machinery. Particularly, I have chosen hazardous machinery since mining employs heave and very dangerous machines that, often, terminate the lives of the workers. Sometimes, the workers sustain serious injuries, which make them bed ridden for a long time. Mining Companies sp end a lot of money in treating the workers from the injuries that they sustain during the work. Considering the case of BHP mining, a careful study revealed that the hazardous machinery contributes to most of the bruises and cuts that the workers sustain. Usually, the workers take certain risky moves that jeopardise their lives. Indeed, some of them do not take the ethical workplace culture as an important aspect of the organizational performance. The report also shows that the cultural factors are critical in driving the organisation to success. ... Finally it ends with a conclusion. Introduction In reality, the people employed in mining industries have to take great precaution of their occupational health and safety. Often, there are many hazards, ranging from cuts, bruises, limbs and legs breakages among others in the work place that the workers report on daily basis (Angle, 2004, p. 45). Many manufacturing industries are under pressure to carry out all the safety precautions, which would help their worker and, save them from the unexpected injuries. Notably, a lot of companies have adhered to the rules and have considerably minimised the injuries to their workers. In this report, I am going to outline the occupational health and safety in BPH Mining Company in Australia, with specific attention to hazardous machinery. Particularly, I have chosen hazardous machinery since mining employs heave and very dangerous machines that, often, terminate the lives of the workers. Sometimes, the workers sustain serious injuries, which make them bed ridden for a long time (Barry, 2008, p. 66). Mining Companies spend a lot of money in treating the workers from the injuries that they sustain during the work. Considering the case of BHP mining, a careful study revealed that the hazardous machinery contributes to most of the bruises and cuts that the workers sustain. Usually, the workers take certain risky moves that jeopardise their lives. Indeed, some of them do not take the ethical workplace culture as an important aspect of the organizational performance. The report also shows that the cultural factors are critical in driving the organisation to success (Erickson, 1996, p. 124).

ECO-FRIENDLY Essay Example | Topics and Well Written Essays - 1000 words

ECO-FRIENDLY - Essay Example 75% and remaining 25% remains unutilized. Because, the testing facility is not fully utilized, therefore, the fitting machine time can be increased, to produce more of higher power bulbs as it would lead to more profit, without increasing any other resource. Linear programming was used to model the problem. The decision variables x1 and x2 i.e. number of two kinds of light bulbs was used to formulate the profit function as well as the constraints of production for the two kinds of eco-friendly industrial light bulbs. The profit function was solved for maximum profit under the constraints of the production. It was found out that for maximum profit the company should manufacture 900 bulbs of very low energy and 600 bulbs with higher energy. This resulted in a total profit of 8700p, which is the maximum profit that can be produced from the given resources by their optimum utilization. This optimum solution of the problem, consumes all of the shells supplied as well as the entire assembly time. However, the testing time was utilized only up to 75% of its capacity. This is simply because; testing takes less time than assembly. Thus, there is unutilized testing facility. To utilize it fully, the fitting machines availability should be increas ed to produce more of higher energy bulbs as it would lead to more profit, without any additional resource other than increasing fitting machines availability. There are some options the company can look forward for increasing resources. One option can be to increase the availability of the fitting machine as well as that of the testing machine by 25% i.e. twelve and a half hour per day. In this case the company can produce as many as 1500 higher energy bulbs and increase the profit to as high as 10500 p. This amounts to ~22.1% increase in profit over what can be achieved by the present resources. But this will depend upon how costly it is to increase

Overview of Telecommunications Sector in Kuwait Article

Overview of Telecommunications Sector in Kuwait - Article Example This has worked against Wataniya Telecom, for example, the company had to drop charges on incoming calls. In early 2009, there was a shift from mobile-to-mobile calls because charges for calling from fixed lines to mobile were abolished. This has resulted in the APRU levels declining and tighter competition prompting consumer price reduction. Telecoms revenues dropped to KD475.5m ($1.66bn) in 2009 from KD476m ($1.66bn) in 2008 though there was a 31.4% increase in net profits from KD82.4m ($288m) in 2008 to KD108.3m ($378.5m), 2009 (Business Management International 2010) Even as prices go down, the Telecommunications sector in the country is experiencing elasticity and is expecting further growth in subscriptions. There has also been an increased use of cell phones due to lower tariffs. This puts the sector in position to make up for the reduced revenue through increased utilisation of value-added services. The main focus in this sector now is the increase of broadband and mobile int ernet services. One telecommunications company in this sector, Wataniya’s recently acquired revenues of about 43%, and is a very important revenue generator for the country. At the end of 2009, some other companies in the sector were also very profitable. Telecom held 39% of the Kuwait market as compared to 15% for Viva and 46% for Zain, which are all companies in Kuwait telecommunications sector. Telecom also took about 30% of the new telecommunications subscriptions, as compared to 61% for Viva. The Telecommunications sector in Kuwait bundles its services, unlike other telecommunication companies. However, they sell handsets separately except for Blackberry and iPhone which are under promotion. Customers are given Blackberry and iPhone handsets for free after acquiring a pre-paid subscription and operating on pay-as-you-go basis. This has led to increased usage of mobile internet, therefore, a source for revenue from non-voice services.  

Human Sexuality Essay Example for Free

Human Sexuality Essay William and Jessie both 23 years old have been dating for 3 years. They plan to get married in 2 years when they finish with graduate school. About three months ago William had an unplanned and alcohol induced intercourse with a colleague from work. The couple are in counseling and working on issues of trust and communication. Recently, they have started having sexual intercourse. Jessie says she is unable to climax like in the past. William says he is doing everything the same and thinks she still blames him. Looking at William and Jessie’s case, I believe that the possible societal and gender influences related to William’s and Jessie’s concerns are the male and female sexual scripts. According to Strong, DeVault, Sayad and Yarber (2008), â€Å"Sexual Scripts refers to the acts, rules, and expectations associated with a particular role† (p. 143). All humans are sexual beings; however we all are diverse in terms of our sexual definitions and script expectations. Sexual scripts are not innate, yet they are learned through culture and socialization (Strong et al. 2008). There are as many distinctive sexual scripts as there are people, nonetheless some of these scripts have common themes and can be recognized as a shared blueprint or trend in the larger society. Some male scripts that are relatable to Williams’s concerns are: Performance is a thing that counts. A man always wants sex and is ready for it and, sexual intercourse leads to orgasm. Society has this idea that is embedded in many people that sex to men is something to be accomplished (Strong et al. 2008). It is important for us to notice that in Williams situation, he is feeling like â€Å"less of a man†, in other words, his ego is bruised, because he cannot make Jessie climax. Additionally, there are sexual scripts allotted to women as well. Some female scripts relatable to Jessie’s concerns are: â€Å"The traditional male sexual scripts focuses on sex over feelings, the traditional female sexual script focuses on feelings over sex, on love over passion† (p. 41). Jessie apparently has issues during sex because she can’t get over the thought of Williams having sexual contact with another woman, especially when William is supposed become Jessie’s future husband. The sexual script that relates to this issue is that the woman does not want to have sex, sex is uncomfortable for her or not pleasurable for her. However due to female sexual scripts, women should not talk about sex (Strong et al. , 2008). Sexual scripts are similar to traditional gender roles; society holds men and women accountable for the roles and expectations that have been set for them and if we fail to live up to them, then we are failures at our gender. Moreover, there are indeed biological and psychological components of William and Jessie’s case. Starting with William, he can’t achieve to make Jessie Climax. Psychological causes include trust and communication related stress and anxiety, because he too busy trying to gain Jesse’s trust. Because of this William is most likely concerned about his sexual performance, trust issues and the guilt of having sexual intoxicate intercourse with his work colleague. For women in particular, emotional closeness is a main component in sexual desire (Strong et al. , 2008) and because William cheated with a colleague, she perhaps could have grown psychologically distant. As stated by Strong et al. (2008), â€Å"Desire is the psychological component of sexual arousal† (p. 92). According to the Masters and Johnson’s four-phrase model of sexual response, Kaplan’s tri-phasic model of sexual response and Loulan’s sexual response model, they all include desire and excitement as key elements to sexual response and pleasure and without these two elements, a person cannot truly experience the true satisfaction of sexual intercourse and an orgasm (Strong et al. , 2008). In relation to this case the developmental concerns related to the early adulthood stage according to Strong et al. 2008) are the following: Integrating love and sex, forging intimacy and making commitments. Integrating love and sex was not integrated when it comes to Williams’s infidelity. William was more so thinking with his penis rather than thinking about the love of his life Jessie. As the female, Jessie thinks more with her heart and values the love for William. The thought of betrayal from William, may possibly be disheartening and could hinder Jessie from climaxi ng during intimacy. In Jessie’s mind, loving William and having that solid connection with him was important to her. Furthermore this developmental concern strongly compares to the male sexual script with thoughts of sex over feelings, while the woman’s thoughts consist of feelings over sex. The key to integrating love and sex was missing because of Williams’s infidelity. Therefore uniting the two will take a longer process to connect. Forging intimacy and making commitments plays an integral part in the developmental concerns in this case as well. According to Strong et al. (2008) as a relationship become more meaningful, the degree of intimacy and interdependence increases. As adults become more intimate, most desire to develop their ability to make commitments. In relation to William and Jesse they are in a meaningful relationship, they were planning to get married and spend the rest of their lives with one another, before the infidelity occurred. It is my assumption the intimacy was on a higher level but after the infidelity occurred the intimacy decreased and the trust and communication issues began to form. During the early adulthood stage young adults begin to attend college and students began to meet lots of people in their age bracket. There will be opportunities during college where students attend plenty of social gatherings (frat/sororities houses and parties) and majority of the time alcohol and drugs are involved as well as risky sexual activities. Strong et al (2008) strongly believes that among college students, the use of alcohol is associated with an increased risk of unwanted intercourse, sexual violence and STDS. Since Jesse and William are in the early adulthood stage, it is a strong possibility William wants to venture out in a since before he gets married. Maybe he feels pressured and tied down to Jessie. Lastly, infidelity is common amongst the early adulthood population. Research by McAnaulty and Brineman (2007), states that 41% of the students identified having sexual intercourse with a person other than ones primary partner as constituting being unfaithful. More students (57%) identified dating/spending time with another as unfaithfulness. Infidelity can greatly affect committed relationships, because it could cause a lack of communication and trust worthiness. When relationships are broken, a lot of emotions occur such as lack of sleep, a decrease in appetite, anxiety and constant crying in some cases.

Study On What Is Absenteeism Management Essay

Study On What Is Absenteeism Management Essay To many in the world of work, absenteeism is one of those stubborn problems for which à ¢Ã¢â€š ¬Ã‚ ¦..there is no clear culprit and no easy cure (Rhodes Steers, 1990). Furthermore, as a general phenomenon it does not discriminate against individuals on the basis of sex, race and religion. Bydawell (2000) postulates that employers have the right to expect good attendance from their employees as employment is a contract between two consenting parties. The author additionally states that absentee issues will undeniably arise within the employment relationship, and should be resolved in a way which is fair and unbiased to both the employer and the employee. Absenteeism can be very costly to organisations and gargantuan reserves can be realised through successful management of non-attendance at work. in addition to the cost implications, absenteeism is influenced by dozens of interconnected factors which make it even more difficult to quantify, qualify, or rectify (Tylczak , 1990). One of these factors which have been cited by different researchers is an employees level of job satisfaction in the workplace. In combination with this, George and Jones (2002) maintain that many scholars have studied the relationship between absenteeism and job satisfaction in an attempt to discover ways to reduce absenteeism. Early job satisfaction research has emphasised the fundamental assumption that job disappointment represents the main reason of absenteeism (Steers, Porter Bigley, 1996). McShanes (1984) review as quoted by Steers et al. (1996) supported the notion that employees who are disappointed with various aspects of their jobs are more likely to be absent. Studies by McShane (1984) found job satisfaction to be more highly related to frequency of absences than to number of days lost (St eers et al., 1996, p. 409). Rhodes and Steers (1990) propose that employee attendance is based on an employees motivation to attend as well as their capability to attend. According to George and Jones (2002), job satisfaction is one of the factors affecting an employees motivation to attend. It becomes important to calculate the strength of the relationship between absenteeism and job satisfaction as positive attitudes can at times serve to pull the individual towards the organisation and the reverse can be expected when attitudes are more negative (George Jones, 2002, p. 94). An employees ability to attend is influenced on the other hand by factors such as family responsibilities, transportation problems, accidents and etc. Once all these variables are recognized, managers may begin to understand why employees sometimes choose not to come to work when they are fully capable of attending. By the same token, it is equally important for managers to understand those circumstances in which people, for whatever reason (illness or otherwise), are genuinely unable to come to work (Rhodes Steers, 1990). Furthermore, the question most people would ask is what is an acceptable absenteeism rate? In terms of the Basic Conditions of Employment Act 75 (1997), an employee is entitled to 30 working days sick leave in a three-year period. Bydawell (2000) states that if all the employees within a company jointly take their full entitlement, the companys absenteeism rate will run at approximately 4 %, which is generally believed to be tolerable. Some companies permit employees to exceed their 30 days, but in these instances it would be regarded as unpaid leave. typically organisations do not take these additional days into account when calculating their absenteeism rate and it results in an mistaken estimation of the situation. Bydawell (2000) purports that in reality, many companies run at absenteeism rates as high as 12 % without even realising it. Absenteeism seems to be a behaviour that organisations can never get rid of, but they can rather control and manage it. George and Jones (2002) note that organisations should not have absence policies that are so restrictive that they literally force workers to come to work even if they are ill. Organisations may want to recognise that a certain level of absence is indeed functional. Before looking at the causes, outcomes and issues related to absenteeism i need to look at the definition of the following terms: Absenteeism Job satisfaction Absenteeism In terms of the discussion, the three terms absence, absenteeism and sickness absence will be used as synonymous in sense, implying that workers who were scheduled for work and expected to attend, did not turn up. Cascio (2003) defines absenteeism as any failure of an employee to report for or to remain at work as scheduled, regardless of the motive. Milkovich and Boudreau (1994) describe absenteeism from an organisations point of view as the frequency and/or duration of work time lost when employees do not come to work. Absenteeism therefore implies an unplanned, disruptive incident; but more distinctively, it can be seen as non-attendance when an employee is listed for work (Van der Merwe Miller, 1988). Job satisfaction Spector (1997) stated that job satisfaction merely as the extent to which people like their jobs and the different aspects of their jobs. Job satisfaction is also defined as a reaction towards different facets of ones job that is a person can be relatively satisfied with one aspect of his or her job and dissatisfied with other aspects (French, 1998; George Jones, 2002; Kreitner Kinicki, 2001). Robbins (1998) defines job satisfaction as a general approach towards ones job; the difference between the quantity workers receive and the amount they consider they should receive. http://www.jstor.org/pss/255965 (accessed at 13/04/2010) http://etd.uwc.ac.za/usrfiles/modules/etd/docs/etd_init_6525_1175242441.pdf (accessed at 13/04/2010) www.CottrillsReward.com/motivation (accessed at 13/04/2010) Types of Absenteeism Absenteeism can be classified into three broad categories (Van der Merwe and Miller, 1998) as under; Sickness absence, Authorised absence or absence with permission and Unexcused absence or absence without leave. Sickness Absence Sickness absence is a category where employees claim health problem as their reason for absence. Requirements regarding medical or doctors certificates vary and are determined by company policy or the Basic Conditions of Employment Act (BCEA). The Basic Conditions of Employment Act 75 (1997) is that a certificate needs to be produced after two days of sickness absence. Most managers have found that certification is not a guarantee of genuine absence as it has become easy for people to gain access to medical certificates. Authorised Absence / Absence with Permission Absence with permission is where workforce gives an justification for their absence whether that be for holidays, study leave, special leave etc. Usually such a request is included in the absence policy (Van der Merwe Miller, 1988). Unexcused Absence All absences that do not fall in above mentioned categories and where no valid reason is given or not accepted are known as unexcused absences (Van Der Merwe Miller, 1988). This type of absence, when it reaches difficult extent, will have to be pointed out to employees in question in command to fetch their attendance in line with satisfactory standards. Employees who come to work later in the day or who disappear earlier are in general not recorded on the leave records of employers and the manager is normally aware of such absences (Wolmarans, 1994). A MODEL OF ABSENTEEISM Aamodt (1996) maintains that before an organisation spends time and money trying to stop absenteeism, it must first be aware of the theories around why people dont turn up on work. different models have been developed to describe absence deeds, but the Integrated Model of Attendance developed by Rhodes and Steers (1990) provides a heuristic structure on the different factors influencing employee attendance (FIGURE1.). FIGURE1 Source : Absenteeism Model, Source: Rhodes Steers (1990, p. 46) FIGURE1 suggests that an employees attendance (Box 8) is primarily determined by two important variables: An employees motivation to attend (Box 6) An employees ability to attend (Box 7) The authors further suggest that the employees motivation to attend is influenced by two factors: Satisfaction with the job situation (Box 4) Pressures to attend (Box 5). In the context of this model, the job situation refers to the general working environment and not only the nature of the tasks. Rhodes and Steers (1990) list seven factors related to the job situation that could guide to increased job satisfaction namely (Box 1): job scope job level, role stress size of the work group style of the leader, co-worker relations and the opportunity for advancement. A few of these factors are explained briefly. If, for example, the particular management style is dictatorial and disliked by staff, it could cause friction and poor attendance might be the consequence (Rhodes Steers, 1990). In terms of co-worker relations, Johns (1996) argues that group norm have a strong impact on attendance levels. Du Plessis et al. (2003) found that a culture of absenteeism amongst one group of employees might influence work values and devotion of other employees. New employees seem to adopt the existing culture, values, norms and standards of the organisation which they join, i.e. they might be influenced by the present absenteeism norms in the organisation (Rosseau, 1985 as quoted by Du Plessis et al., 2003). Lau, Au and Ho (2003) found that industries with a high group absence rate also had higher levels of individual absences. Organisations are therefore faced with the challenge of managing absence behaviours within groups as it influences the behaviour of e mployees entering the organisation. Furthermore, the model suggested that employees values and expectations also have an influence on employee attendance (Box 2). Attitudes, values and goals differ considerably from person to person, depending on what is important for the individual at a particular point in time. Rhodes and Steers (1990) postulate that work related attitudes (for example, job involvement) can play a significant role in determining how employees view the psychological contract between employees and management, as well as how committed they are to coming to work. Further variables cited by these authors include personal work ethics and the centrality of work which refers to how important work is in a persons life goals. The decision by an employee to absent him/herself is thus related to the importance attached to work. Another factor influencing attendance is the personal characteristics and backgrounds of employees (Box 3). Tylczak (1990) terms this category employee specifics and includes things like gender roles, desire to spend time with friends and hobbies. As an example, older, more established employees might be more stable and might report fewer sick leave incidents than younger employees who do not mind risking their jobs due to absence. Closely related to this is the question of whether lifestyle choices influence absenteeism. According to Ericson (2001), lifestyle choices such as smoking, drinking and other substances could influence absenteeism. Common in organisations is the trend of employees taking sick leave either on a Friday or on a Monday due to alcohol and other substance abuse. Ericson (2001) maintains that the area of lifestyle choice is probably the hardest part of absenteeism management to address, as it blurs the lines between personal habits and the workplace. An organisation can offer counselling services to help resolve these personal problems in an attempt to reduce absenteeism levels. These plans are in general referred to as employee support programmes (EAPs) and is defined as a confidential counselling and referral service provided by organisations as an employee advantage (Strazewski, 2005). Finally, the model suggests that there are certain pressures to attend (Box 5) which have an influence on an employees motivation to attend and these include the economic/market conditions (like unemployment), incentive and reward systems, personal work ethic and organisational commitment. Hence, if unemployment levels are high, people might be less willing to take sick leave for fear of losing their jobs (Rhodes Steers, 1990). There are also factors that constrain an employees ability or capacity to attend (Box 7) Illness Family related and transport problems Individual personality traits Demographic variables also impact on absenteeism and includes like; Age Tenure (length of an employment) Marital status Number of dependents Gender Job level etc. http://etd.uwc.ac.za/usrfiles/modules/etd/docs/etd_init_6525_1175242441.pdf (accessed at 14/04/2010) Common Reasons behind Absenteeism Some of the common reasons behind absenteeism are as under; Serious accidents and illness Low morale Workload Employee discontent with the work environment Benefits which continue income during periods of illness or accident The existence of income protection plans (collective agreement ) Poor working conditions Boredom on the job Inadequate leadership and poor supervision Personal problems (financial, marital, substance abuse, child care etc.) Poor physical fitness The existence of income protection plans (collective agreement ) Transportation problems Stress http://superfriends13.tripod.com/causes_absent.htm (accessed at 14/04/2010) Absenteeism measurement Rhodes and Steers (1990) point out that measuring absenteeism can serve four purposes to organisations, namely, to administer payroll and benefit programmes, for production scheduling, to identify absenteeism problems and to measure and control personnel costs. Administering payroll and benefits programs According to Rhodes and Steers (1990), information about who is present and who is absent from work can assist organisations in determining whether absence is compensable under a benefit program or other contractual arrangements. Production scheduling Rhodes and Steers (1990) maintain that it is important to have absence data available as it can assist managers in planning for which human resources will be needed to meet production requirements. In this way, organisations will avoid the cost of overstaffing and also be protected from having too few employees at work. Identifying absenteeism problems To assess whether there is an absenteeism problem, it is important to measure absenteeism and have this data available. This could assist in determining if some departments have higher absence rates than others, how an organisation compares with others in the industry, whether there is a certain trend and so forth (Robinson, 2002). Measuring and controlling personnel costs Excessive absence can be costly to organisations. Anderson (2004, p. 26) notes that unexpected absence costs corporate America billions of dollars annually in direct costs. By measuring absence, the organisation could estimate the costs, thereby reducing its effect on the organisation. Moreover it can facilitate the determination of which proportion of absenteeism managers are able to control, in order to devise appropriate strategies to reduce absence in the workplace (Rhodes Steers, 1990). According to (Van der Merwe Miller, 1988) the two most widely used measures of absence are: The Gross Absence Rate (GAR), which measures the extent of absence Absence Frequency Rate (AFR), which measures the incidence of absence taking). The Gross Absence Rate (GAR) the formula for GAR is as follows: GAR = ÃŽ 100 The disadvantage of the GAR is that it gives an overall figure and can be distorted by long sick absences. Two or three employees who are on sick leave for a few weeks, could inflate the organisations GAR and could give an incorrect impression of a severe absence problem. Absence Frequency Rate (AFR) The AFR is used to overcome these disadvantages.The formula for calculating AFR is as follows: AFR = Van der Merwe and Miller (1988) note that when computing the AFR, each absence, irrespective of the length, is counted as one incident. The AFR is expressed as a ratio, and normally it is given per month, i.e. the absence incidents per person per month. These two measures provide a useful summary description of both the extent and frequency of absence in organisations. http://etd.uwc.ac.za/usrfiles/modules/etd/docs/etd_init_6525_1175242441.pdf (accessed at 16/04/2010) Cost related to absenteeism Absenteeism is costly and managers are continuously exploring ways to reduce the cost. Bydawell (2000) and Schumacher (2004) underlined the growing concern that employees who absent themselves and present doctors certificates, are in fact absent for non-health related matters. Some employees even use their sick leave as vacation days when they have shattered their annual leave benefits. This makes it very difficult for managers as some employees have an entitlement state of mind. Haswell (2003) maintains that it is unlikely that absenteeism can be completely eradicated in organisations hence, financial provision should be made for sick benefits. To determine whether absence is really a problem to be addressed, the organisation has to measure the costs of absence to the organisation. A number of studies have attempted to determine the financial implications of absenteeism. Chadwick-Jones (1982) as cited by Butler (1994, p. 26) estimated that one days absence by an employee costs the organisation one and a half times the daily rate of pay of that employee. Most companies probably use their own methods of determining the cost associated with absenteeism. However, according to Butler (1994), there are a few ways to estimate absenteeism costs. One of these is the aggregate approach that estimates the number of additional employees to be hired to offset the effects of absenteeism. The company thus hires casual labour or temporary employees to fill in for the absent employees, especially in positions that cannot be left vacant, for example, an organisations receptionist position. Goodman and Atkin (2000) as cited by Butler (1994, p. 26) indicate that the cost therefore of recruiting, selecting, training and paying these additional employees represents one way in which the costs of absenteeism can be estimated. Another approach estimates the incremental costs per day associated with the absent employee, for example, salary and pension that still have to be paid during the employees absence. According to Butler (1994, p. 26), if an employee is absent and a casual/temporary employee is hired, the task of management is to compare the costs that would have been involved if the absent employee had come to work, plus the additional costs of hiring a replacement employee. It is important then for organisations to have a proper system in place to determine the costs of absenteeism, so that it can be managed effectively. 5. Organizational Behaviour Theories and Absenteeism 5.1 Maslows Hierarchy of Needs f motivation is driven by the existence of unsatisfied needs, then it is worthwhile for a manager to understand which needs are the more important for individual employees. In this regard, Abraham Maslow developed a model in which basic, low-level needs such as physiological requirements and safety must be satisfied before higher-level needs such as self-fulfilment are pursued. In this hierarchical model, when a need is mostly satisfied it no longer motivates and the next higher need takes its place. Maslows hierarchy of needs is shown in the following diagram: Implications for Management Maslows theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow: Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security. Social Needs: Create a sense of community via team-based projects and social events. Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential. 5.2 Herzbergs Motivation Hygiene Theory (Two Factor Theory) To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employees work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work. The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term hygiene in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. Details available at: http://www.netmba.com/mgmt/ob/motivation/mcclelland/ (Accessed on April 24, 2010) Factors Affecting Job Attitude Leading to Satisfaction Leading to Dissatisfaction Achievement Recognition Work itself Responsibility Advancement Growth Company policy Supervision Relationship w/Boss Work conditions Salary Relationship Implication for Management Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a continuous management process. According to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee. Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility. If a job cannot be designed to use an employees full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem. Critics of Herzbergs theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity. 5.3 McClelland Theory of Needs In his acquired-needs theory, David McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones life experiences. Most of these needs can be classed as achievement, affiliation, or power. A persons motivation and effectiveness in certain job functions are influenced by these three needs. McClellands theory sometimes is referred to as the three need theory or as the learned needs theory. 5.3.1 Achievement People with a high need for achievement (nAch) seek to excel and thus tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations because the easily attained success is not a genuine achievement. In high-risk projects, achievers see the outcome as one of chance rather than ones own effort. High nAch individuals prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievements. They prefer either to work alone or with other high achievers. 5.3.2 Affiliation Those with a high need for affiliation (nAff) need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. High nAff individuals prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations. 5.3.3 Power A persons need for power (nPow) can be one of two types personal and institutional. Those who need personal power want to direct others, and this need often is perceived as undesirable. Persons who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power. Implications for Management People with different needs are motivated differently. High need for achievement High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback. While money is not an important motivator, it is an effective form of feedback. High need for affiliation Employees with a high affiliation need perform best in a cooperative environment. High need for power Management should provide power seekers the opportunity to manage others. All organizational behaviour theories stress that if employees are satisfied than they will contribute as much as they can in the success of an organization. Organizations can use various methods in order to keep their worker happy and if staff is happy and like to come on work regularly it mean that there are less chances of absenteeism and it can save the huge cost associated with the absence of employees. So it is the responsibility of organizations to manage and make sure that they have adequate system that can bring their workforce normal to work. Details analysis on these approaches will be later on discussed in this article.

Fluorides Essay -- Health, Dental Access

Fluoridation: The Big Debate The issue of fluoridation has always raised big questions regarding its effectiveness, safety and usage. Some of the main pros and cons of fluoridation shall therefore be explored. Pros: Large Reach: All members of the community would have access to regular fluorides doses, regardless of income, education or dental access. It many be particularly beneficial to children, as studies have shown that they do not brush as regularly as they should. Therefore, the omission of this administration fluoride can be compensated through water fluoridation, which all children should and would drink. Advantageous for the Elderly: As you get older, one’s saliva flow would generally decrease. This would mean that the elderly have less salivary fluorides that could access, remineralise and strengthen tooth surfaces. Moreover, the elderly have decreased manual dexterity to brush effectively and reach all surfaces. Therefore, all of these issues increase the risk of root surface decay for the elderly, but fluorides would help prevent this from occurring. Evidence: Many studies have been carried out to show that fluoridation of water does have a positive impact on oral hygiene and helping to prevent dental decay. Support: The fluoridation of water is supported by large health bodies such as: The British Dental Association; The World Health Organisation; The British Medical Association; and the British Fluoridation Society. Cost Effective: The use of fluorides reduces the risk of dental caries, and so potentially saves money for a patient who otherwise would have had to have payed for fillings. Reduces the Risk of Dental Caries: A recent study has concluded that adding fluoride... ... consuming hot or cold substances.[45] 5 things required for remineralisation of tooth enamel[36] The correct minerals (containing Ca2+, PO43- and Fl- ions) must be present in one’s saliva. Carbonic acid must then be produced (naturally produced from carbon dioxide and water) and close to the minerals, so it reacts with and dissociate them into their constituent ions. This process must take place near the tooth area affected. The affected demineralised area of hydroxyapatite must be clean and accessible. Complementary shaped ions formed from the minerals can then attract to oppositely charged ions within the hydroxyapatite lattice. Carbonic acid must then reform carbon dioxide and water, which precipitates the complementary ions that were dissolved in it into the area of demineralised enamel. In this way, remineralisation of the tooth enamel has occurred.

Left Brain vs Right Brain Essay -- Human Intellect

The Left Brain vs The Right Brain: How Does This Impact Learning Do you ever hear some people say that, ‘I learn this way, because I’m left or right brain dominant,’ but what is your learning style? Some people go majority of their life, not knowing which learning style works for them. It is good to know what this learning style is so people can respond most effectively to the material being presented. Templeton (2003). The better people know their own learning style, the faster they can develop, and process information. The hemisphere of the brain; which are call the left and right brain; plays a major part in influencing people learning style. The left and right brain are only connected by nerves fibers; which are called the corpus callosum; helps share information between the two brains. Knowing which side of the brain is dominant will better help them understand what learning style is theirs. Back in (1981) Noble Prize Winner Roger Sperry was one of the first scientists to do an experiment on the two brains, which was call, the â€Å"split-brain† experiment. His conclusion was that there appear to be two modes of thinking, verbal and nonverbal, represented rather separately in left and right hemispheres respectively and that our education system, as well as science in general, tends to neglect the nonverbal form of intellect. What it comes down to is that modern society discriminates against the right hemisphere. Eden (2011). Scientist will say that the left brain is more of an Auditory Learner, and the right brain is more of a Visual Learner. Some people would say that whatever gender they are weights on how people learn, and what side of their brain to use in school; which impact they’re learning. In the prior statements, it rea... ...on, M. (2007). Negotiating for dummies, 2nd edition. Hoboken, NJ: Wiley Publishing INC. Eden, Dan. (2011). Left brain: right brain. Retrieved from, http://www.viewzone2.com/bicam.html Gibson, Karen. (2002). Right or left brain: which is dominant in your family. Learning Styles and Hemispheric Dominance (Part 2). Retrieved from, http://www.leapingfromthebox.com/art/kmg/learningstyles2.html Morris, R. (2006). An Examination into the theory of brain, lateralization, learning styles, and the implications for education. Left Brain, Right Brain, Whole Brain? Retrieved from, http://singsurf.org/brain/rightbrain.html Philips, H. (2006). Introduction: human brain. New Scientist. Retrieved from, http://www.newscientist.com/article/dn9969-instant-expert-the-human-brain.html Templeton, M. (2003). Learning styles. Retrieved from, http://frank.mtsu.edu/~studskl/hd/learn.html

Failure of the Schlieffen Plan Essay -- Papers

Failure of the Schlieffen Plan In just over a month of fighting, two deeply disturbing features of the war were evident even to the generals who had unleashed the first campaigns: a quick victory was impossible, and the human and material losses incurred as a result of the industrialization of war preparation were on a scale never before seen. The Schlieffen plan had at first seemed to go according to schedule. Although the Belgians had declared war rather than allow the Germans passage across their borders, their great fortresses had not proved a big obstacle. The right wing had swung along the Channel coast to enter France on August 27, and at one time were within forty miles of Paris. But the British had supplied an unexpectedly large expeditionary force, which helped strengthen the French center; the Russians penetrated into East Prussia and thus compelled the Germans to detach part of their forces from the western to the eastern front; and the poor leadership of Von Moltke had allowed his two armies on the Belgian front to lose contact. The French commander Joffre seized his opportunity to counterattack, and threw in his reserve against the dangerously extended German line to the east of Paris. In the first Battle of the Marne, the Germans were forced to retreat to the line of the river Aisne, where they were able to establish a strong defense line. By November, when the winter rains began and operations literally bogged down, the war of rapid movement originally planned by the generals had turned into a slogging match between entrenched armies, disposed in double lines of ditches behind barbed wire barriers along a front that ... ...ternate fire-bays and traverses. Duck-boards were also placed at the bottom of the trenches to protect soldiers from problems such as trench foot. Soldiers also made dugouts and funk holes in the side of the trenches to give them some protection from the weather and enemy fire. The front-line trenches were also protected by barbed-wire entanglements and machine-gun posts. Short trenches called saps were dug from the front-trench into No-Man's Land. The sap-head, usually about 30 yards forward of the front-line, were then used as listening posts. Behind the front-line trenches were support and reserve trenches. The three rows of trenches covered between 200 and 500 yards of ground. Communication trenches, were dug at an angle to the frontline trench and was used to transport men, equipment and food supplies.

The Indigo Spell Chapter Nine

AS JILL HAD SAID, Adrian was more than happy to begin our hunt that afternoon. In fact, when I finally got ahold of him, he offered to pick me up when classes ended, in order to maximize our time. I didn't mind this since it meant I'd get to ride in the Mustang. Admittedly, I would've preferred to drive it myself, but I'd take what I could get. â€Å"When are you going to name the car?† I asked him once we were on the road to Los Angeles. â€Å"It's an inanimate object,† he said. â€Å"Names are for people and pets.† I patted the Mustang's dashboard. â€Å"Don't listen to him.† To Adrian, I said, â€Å"They name boats all the time.† â€Å"I don't really understand that either, but maybe I would if my old man ever fronted me the money for a private yacht.† He shot me a quick, amused look before returning his attention to the road. â€Å"How can someone as cold and logical as you be so obsessed with something as frivolous as this?† I wasn't sure which part bothered me the most – being called cold or obsessed. â€Å"I'm just giving the proper respect to a beautiful machine.† â€Å"You named your car after coffee. That's a sign of respect?† â€Å"The highest1respect,† I said. He made a noise that sounded like a cross between a scoff and a laugh. â€Å"Okay, then. You name it. Whatever you want, I'll go along with.† â€Å"Really?† I asked, a bit startled. True, I'd been badgering him about naming the car, but I wasn't sure I wanted to be the one to wield that sort of power. â€Å"It's a big decision.† â€Å"Life or death,† he said, deadpan. â€Å"Better choose carefully.† â€Å"Yeah, but you're the so-called creative one!† â€Å"Then this'll be good practice for you.† I fell silent for a good part of the drive, struck by the gravity of the dilemma that lay before me. What should the name reflect? The car's sunny yellow color? Sleek lines? Powerful engine? The task was overwhelming. Adrian pulled me out of my thoughts when we began nearing the outer Los Angeles suburbs. â€Å"We're not actually going into the city, are we?† â€Å"Huh?† I'd been waging a mental debate between Summer Wind and Gold Dust. â€Å"Oh, no. We're heading north. Take the next exit.† Mrs. Santos had provided me with two neighborhoods known for their Victorian-style houses. I'd researched them extensively online, even going so far as to look at satellite pictures. I'd finally chosen one that most resembled my vision and crossed my fingers I'd have the same luck as I'd had in finding Marcus's apartment. Surely the universe owed me a few favors. Unfortunately, things didn't look too promising when we finally reached the street I'd been given. It was a peaceful residential area, filled with those same distinctive houses, but nothing that quite matched the one I'd seen in my vision. We drove up and down the street as I scanned each side, hoping maybe I'd missed something. â€Å"Ugh,† I said, slouching back into my seat. No luck. The universe had apparently cut me off. â€Å"We'll have to check the other location, but seriously, it didn't look like a match.† â€Å"Well, it can't hurt to – † Adrian suddenly made an abrupt turn onto a side street we'd nearly driven past. I jerked upright as he clipped the curb. â€Å"What are you doing? Think about your tires!† â€Å"Look.† He made another turn, putting us on a parallel street. Most of it was contemporary California housing . . . but one block had more Victorian houses. I gasped. â€Å"There it is!† Adrian came to a stop on the side of the street opposite from the house of my vision. Everything was there, from the wrapping porch to the hydrangea bush. And now, in the full light of day, I could make out the sign in the front yard: OLD WORLD BED-AND-BREAKFAST. Smaller print identified it as a historic site. â€Å"Well, there we go.† Adrian was clearly very pleased with his find, despite the risk to the car's tires. â€Å"Maybe Jackie's sister is staying here.† â€Å"Odd choice to run nefarious magical activities out of,† I remarked. â€Å"I don't know. Seeing as there aren't any ancient castles in the neighborhood, then why not a bed-and-breakfast?† I took a deep breath. â€Å"Okay, then. Let's go make some inquiries. You sure you can muddle the minds of those who see me?† â€Å"Easy,† he said. â€Å"Easier still if you were wearing your wig.† â€Å"Oh, shoot. I forgot.† I ducked down and retrieved a shoulder-length brown wig that Ms. Terwilliger had supplied me with. Even with Adrian's magic, we wanted to take extra precautions. While it would be good if people were visited by an unmemorable blonde, it'd be better still if they were visited by an unmemorable brunette. I tugged the wig on, hoping no one had seen my transformation. I lifted my head. â€Å"Does it look okay?† Adrian's face showed approval. â€Å"It's cute. You look even brainier, which I didn't think was possible.† We left the car, and I wondered if I wanted to look brainier. A lot of people already thought I was boring. Blond hair might be the only exciting thing I had going for me. Then I thought for a minute about my recent experience scaling a fire escape, breaking and entering, and getting into a fistfight with a fugitive. Not to mention that I was now hunting a powerful evil witch alongside a vampire who could control people's minds. Okay, maybe I wasn't so boring after all. We stepped inside to find a cute little lobby with an ornate desk and a sitting area with wicker furniture. Stuffed rabbits dressed in ball gowns adorned the shelves, and the walls actually had oil paintings of Queen Victoria. The owners apparently took their theme very literally, though I wasn't sure how the rabbits fit in. A girl my age sat at the desk and glanced up in surprise from a magazine. She had short platinum hair and hipster glasses. Tons of necklaces hung around her neck in a gaudy display that went against my minimalist sensibilities. Hot pink plastic beads, a sparkly green star, a gold and diamond locket, a dog tag . . . it was mind-boggling. Even worse, she was chewing gum loudly. â€Å"Hi,† she said. â€Å"Can I help you?† We'd had a whole routine planned, but Adrian immediately went off script. He slung his arm around me. â€Å"Yeah, we're looking for a weekend getaway, and a friend of ours swears this is top-of-the-line romance.† He pulled me closer. â€Å"Our anniversary's coming up. We've been dating for one year, but man, it hardly seems like it.† â€Å"That's for sure,† I said, trying to keep my jaw from dropping. I forced what I hoped was a happy smile. The girl glanced back and forth between us, her expression softening. â€Å"That's so sweet. Congratulations.† â€Å"Can we check the place out?† Adrian asked. â€Å"I mean, if there are any vacant rooms?† â€Å"Sure,† she said, standing up. She spit her gum into a trash can and walked over to us. â€Å"I'm Alicia. My aunt and uncle are the owners.† â€Å"Taylor,† I said, shaking her hand. â€Å"Jet,† said Adrian. I nearly groaned. For inexplicable reasons, â€Å"Jet Steele† was a pseudonym Adrian really liked using. In our rehearsal today, he was supposed to be called Brian. Alicia glanced back and forth between us, a small frown on her face that soon smoothed out. I had to guess it was Adrian's compulsion, confusing her perceptions of us a bit. â€Å"Follow me. We have a few vacant rooms you can see.† With one last puzzled look at us, she turned and headed toward a stairway. â€Å"Isn't this great, sweetie?† Adrian asked loudly as we walked up the creaking stairs. â€Å"I know how much you like rabbits. Didn't you have one when you were little? What was his name, Hopper?† â€Å"Yeah,† I said, resisting the urge to punch him on the arm. Hopper? Really? â€Å"Best rabbit ever.† â€Å"Oh, neat,† said Alicia. â€Å"Then I'll take you to the Bunny Suite first.† The Bunny Suite had more of those well-dressed stuffed rabbits as part of the decor. The quilt covering the king-size bed also had a border of alternating hearts and rabbits stitched in. Several books sat on the mantel above the wood-burning fireplace, including The Tale of Peter Rabbit and Rabbit, Run. Until that moment, I hadn't realized just how absurdly far a theme could be taken. â€Å"Wow,† said Adrian. He sat down on the bed and tested its bounciness, giving it a nod of approval. â€Å"This is amazing. What do you think, buttercup?† â€Å"I have no words,† I said honestly. He patted the spot beside him. â€Å"Want to try it out?† I answered with a look and felt relieved when he stood up. Adrian and beds stirred up too many conflicting feelings in me. After that, Alicia showed us the Morning Glory Suite, the Velvet Suite, and the London Suite, all of which competed to outdo the others in tackiness. Nonetheless, despite the absurdity of Adrian's ruse, the tour had given me the opportunity to take note of the other labeled doors in the hallway. We followed Alicia back downstairs. â€Å"We don't get to see the Sapphire Suite or the Prince Albert Suite?† I asked. Alicia shook her head. â€Å"Sorry. Those are occupied. I can give you a brochure with some pictures, if you want.† Adrian had his arm around me again. â€Å"Angel cake, wasn't the Prince Albert Suite where Veronica stayed? She's not still here, is she?† â€Å"I'm not sure,† I said. This, at least, was similar to what we'd rehearsed. I glanced over at Alicia. â€Å"You probably can't tell us that, huh? If our friend Veronica's here? She's really pretty, has long dark hair.† â€Å"Oh, yeah,† said Alicia, brightening. â€Å"Of course I remember her. She was in the Velvet Suite, actually, and just checked out yesterday.† I resisted the urge to kick the desk. So close. We'd missed her by a day. Yes, the universe was definitely done giving me breaks. I wouldn't be able to cast the scrying spell until the next full moon, which was a month away. â€Å"Oh, well,† said Adrian, still with that easy smile. â€Å"We'll see her for Christmas anyway. Thanks for your help.† â€Å"Do you want to book a room?† Alicia asked hopefully. â€Å"We'll get back to you on that,† I said. I actually wouldn't have put it past Adrian to book one and then claim it was part of our cover. â€Å"We're checking out a few places. A one-year anniversary isn't something you want to make a hasty decision on.† â€Å"But,† said Adrian, giving her a wink, â€Å"I've got a good feeling about the Bunny Suite.† Alicia walked us out, her eyes widening when she saw the Mustang. â€Å"Wow, nice car.† â€Å"It's an amazing car,† I said. â€Å"That's our baby – well, until we have real ones. Don't you think it needs a name?† asked Adrian. â€Å"I keep trying to convince Taylor.† Once again, I had to fight the urge to punch him. â€Å"Oh, definitely,† said Alicia. â€Å"That kind of car . . . it's like royalty.† â€Å"See?† Adrian shot me a triumphant look. â€Å"And Alicia's an expert on royalty. Didn't you see all those paintings?† â€Å"Thanks for your help,† I told her, steering him forward. â€Å"We'll be in touch.† We got in the car, and after waving goodbye to Alicia, Adrian drove away. I stared blankly ahead. â€Å"Much like with the Bunny Suite, I have no words to describe what just happened. I mean, really? Our anniversary? Jet?† â€Å"I look more like a Jet than a Brian,† he argued. â€Å"Besides, that was a much better story than the one about how we wanted to pay a surprise birthday visit to our ‘friend' Veronica.† â€Å"I don't know about that. But it did give us the information we needed. Which isn't good.† Adrian grew serious. â€Å"Are you sure? Maybe Veronica left the area altogether. Maybe you and the other girls are out of danger.† â€Å"That would be good, I guess . . . except, it just means some other poor girl somewhere else would suffer instead, and we wouldn't have any way to stop it.† From my purse, I pulled out Ms. Terwilliger's list of magic-using girls. â€Å"One of these addresses is in Pasadena. We can at least swing through on our way back and warn her.† The girl we sought was named Wendy Stone. She was a student at Cal Tech, which seemed like an odd vocation for a wannabe witch. Of course, Ms. Terwilliger had said these were girls who weren't actively studying the magical path. They simply possessed magical ability, and I supposed the fact that they had no mentors suggested that they might actually be resistant to their inborn abilities – kind of like me. Wendy lived in an apartment near campus that was easy to find. It was a no-nonsense, primarily student residence, but it seemed like a luxury palace after Marcus's building. As we passed busy students carrying backpacks and talking about classes, I felt a pang of longing that I hadn't experienced in a while. Inheriting the Alchemist mantle meant I couldn't go to college. College was a dream I'd held on to for a long time, though enrolling at Amberwood had helped ease some of my longing. Now, in this buzz of academia, a surge of jealousy sprang up in me. What would it be like to have this kind of life? To have your days solely devoted to the pursuit of knowledge, with no intrigue or life-threatening situations? Even Adrian, with his part-time art classes, was able to have some sort of collegiate experience. â€Å"Don't be so down,† he said when we reached Wendy's floor. â€Å"You might get to college someday.† I looked over at him in wonder. â€Å"How did you know that's what I was thinking?† â€Å"Because I know you,† he said simply, no mockery in his eyes. â€Å"Your aura got sad, and I figured being on a college campus had something to do with it.† I couldn't meet his gaze and turned away. â€Å"I don't like that.† â€Å"What, that someone actually knows what's important in your life?† Yes, that was exactly it. But why did it bother me? Because it was Adrian, I realized. Why was it that a vampire understood me so well? Why not one of my friends? Why not one of my human friends? â€Å"You can be Jet if you want,† I said brusquely, trying to get us back on track and cover up my troubled feelings. After all, this wasn't Sydney's Therapy Hour. â€Å"But we are not posing as a couple again.† â€Å"Are you sure?† he said. His tone was lighter now, turning him back into the Adrian I knew. â€Å"Because I've got a lot more terms of endearment to use. Honey pie. Sugarplum. Bread pudding.† â€Å"Why are they all high-calorie foods?† I asked. I didn't want to encourage him, but the question slipped out before I could stop it. â€Å"And bread pudding isn't really that romantic.† We had reached Wendy's door. â€Å"Do you want me to call you celery stick instead?† he asked. â€Å"It just doesn't inspire the same warm and fuzzy feelings.† â€Å"I want you to call me Sydney.† I knocked on the door. â€Å"Er, Taylor.† A girl with freckles and frizzy red hair answered. Her eyes narrowed warily. â€Å"Yes?† â€Å"We're looking for Wendy Stone,† I said. She scowled. â€Å"Are you from the registrar's office? Because I told them the check's on its way.† â€Å"No.† I lowered my voice and made sure there were no witnesses. â€Å"My name's Taylor. We're here to talk to you about, um, magic.† The transformation was sudden and startling. She went from suspicious and cautious to shocked and outraged. â€Å"No. No. I've told you guys a hundred times I don't want to be involved! I can't believe you'd actually show up at my door to try to convert me to your little coven freak show.† She tried to shut the door, but Adrian managed to stick his foot in and block it. Very manly. â€Å"Wait,† he said. â€Å"That's not what this is about. Your life might be in danger.† Wendy turned incredulous. â€Å"So you guys are threatening me now?† â€Å"No, nothing like that. Please,† I pleaded. â€Å"Just let us talk to you for five minutes inside. Then we'll leave and never bother you again.† Wendy hesitated and then finally gave a nod of resignation. â€Å"Fine. But I'm getting my pepper spray.† Her apartment was neat and tidy, save for a pile of papers and engineering books scattered on the floor. We'd apparently interrupted her homework, which brought back my wistfulness. She made good on her promise to get the pepper spray and then stood before us with crossed arms. â€Å"Talk,† she ordered. I showed her the picture of Veronica. â€Å"Have you ever seen this woman?† â€Å"Nope.† â€Å"Good.† Or was it? Did that mean Veronica might have Wendy tagged as a future hit and was waiting to pounce? â€Å"She's dangerous. I'm not exactly sure how to put it. . . .† â€Å"She finds girls with magic and sucks away their souls,† supplied Adrian helpfully. Wendy did a double take. â€Å"I'm sorry, what did you say?† â€Å"That's not exactly the case,† I said. â€Å"But it's close enough. She seeks out girls with power and takes it for herself.† â€Å"But I don't use magic,† Wendy countered. â€Å"Like I told you, I don't want anything to do with it. There's a witch who lives in Anaheim who's always telling me how much potential I have and how I should be her apprentice. I keep telling her no, and I've never even tried any spells. This soul-sucking lady has no reason to come after me.† Ms. Terwilliger had warned me some of the girls might say this. In fact, she'd said most would have this argument. â€Å"It doesn't matter,† I said. â€Å"That won't stop her.† Wendy looked terrified now, and I didn't blame her. My reaction had been similar. It was frustrating to know the very thing you were trying to get away from might come after you. â€Å"Then what should I do?† she asked. â€Å"Well, avoid her if you can. If she comes to see you . . . I mean, don't let her in. Don't be alone with her.† That was slightly lame advice, and we all knew it. â€Å"If you do see her, I'd tell that witch in Anaheim. In fact . . . I know you don't want to, but if I were you, I'd get in touch with that witch now and try to get her help. Maybe even learn a few defensive spells. I understand you don't want to – believe me, I really do – but it could save your life. Also . . . † I held out the agate charm. â€Å"You should take this and wear it at all times.† Wendy eyed the charm as though it were a poisonous snake. â€Å"Is this some trick to get me to learn magic after all? You come here with this whole act about how if I don't learn, I could get my soul sucked away?† Again, I had to give her points. I would think exactly the same thing. â€Å"We're telling the truth,† I insisted. â€Å"There's no proof I can offer – well, wait. Give me your email address, and I'll send you this article about another girl it happened to.† Wendy looked like she was on the verge of using the pepper spray. â€Å"I think I would've heard if some girl had her soul magically sucked away.† â€Å"It wasn't really obvious to those who don't know about the magical world. Let me send it to you, and then you can make your own decisions. It's the best I can offer.† She reluctantly agreed and wrote down her email address. Adrian stepped forward to take it from her, but he must have moved too quickly because she suddenly thrust the can of pepper spray in his direction. â€Å"Stay back!† she exclaimed. At the exact same moment, I sprang in front of him, terrified he was about to get a face full of pepper spray. I cast the first spell I could think of, a simple one that created a flashy – but harmless – show of colored light. A shielding spell would've been much more useful, but I hadn't practiced any yet. That would have to be rectified, in case our future errands involved more pepper spray. â€Å"You back off,† I warned. As I'd hoped, the brilliant display was terrifying to someone anti-magic like Wendy. She retreated to the far side of her apartment and thankfully didn't use the spray. â€Å"G-get out,† she stammered, eyes full of fear. â€Å"Please take precautions,† I said. I set the charm on the floor. â€Å"And please wear this. I'll email you the article.† â€Å"Get out,† she repeated, making no move toward the charm. As Adrian and I walked out of her building and into the sun, I sighed loudly. I was dismayed enough that I didn't even have the chance to feel down about being at a college. â€Å"That didn't go so well,† I said. He thought about it, then grinned. â€Å"I don't know, Sage. You threw yourself in the line of pepper spray for me. You must like me just a little bit.† â€Å"I – I figured it'd be a shame to ruin your pretty face,† I stammered. In truth, I hadn't been thinking of anything that specific. All I'd known was that Adrian was in danger. Protecting him had been instinctual. â€Å"Still, that spell was kind of badass.† I managed a small smile. â€Å"It was harmless, and that's the thing. Wendy didn't know any better. The reason Veronica goes after these girls is that they don't have any magical protection – and that's exactly why they probably can't stop her. I don't think pepper spray will help, but maybe the article will convince her. Oh, shoot. I'll have to make a fake email address for Taylor.† â€Å"No worries,† said Adrian. â€Å"I already have a Jet Steele one you can use.† This actually made me laugh. â€Å"Of course you do. For all the online dating you do, right?† Adrian didn't comment one way or the other, which bothered me more than it should have. I'd meant it as a joke . . . but was there truth to it? If rumors – and some of my own observations – were true, Adrian had experience with a lot of women. A lot. Thinking of him with others upset me, far more than it should have. How many other girls had he kissed with that same intensity? How many had been in his bed? How many had felt his hands upon their bodies? He couldn't have loved them all. Some – probably most – had been conquests, girls whose faces he forgot the next morning. For all I knew, I was just the ultimate conquest for him, a test for his skills. You probably couldn't find a greater challenge than a human with hang-ups about vampires. And yet, thinking back on all the things said and unsaid between us, I was pretty sure that wasn't true. No matter how crazy this romantic entanglement was, he loved me – or thought he did. I was no superficial conquest. It'd probably be better if I was, though. Without an emotional connection, he'd eventually give up and easily find comfort in someone else's arms. This would probably be a good time for me to suggest he do that anyway. But I stayed silent.

Changes and Continuities in Commerce in the Indian Ocean Essay

Changes and continuities in commerce in the Indian ocean region from 650 to 1750 C. E. In the period between 650 C. E. and 1750 C. E. , the Indian Ocean region endured both change and continuity. One continuity is simply trade, for this 1,100 years the Indian ocean was an important trading zone. One change in Indian ocean trade over those years was which country dominated trade their. Over those years the Indian ocean was controlled by the Indians, the Arabs, the Chinese, and last but not least the Europeans. Their was continuity and change in trade in the Indian ocean over the aforementioned years. In the Indian ocean from 650 C. E. and 1750 C. E. there have been many continuities in commerce. One such continuity was the goods traded. For instance, spices from India and Indonesia such as black pepper were traded constantly to other countries throughout this period. Luxury products such as ebony, silk and fine textiles were also commonly traded in the Indian ocean. / Another example of continuity would be that although no one country always dominated trade in the Indian ocean the Indians and Indonesians were involved with trade to varying degrees throughout this entire time period. Weather it be threw their products being traded, receiving goods from other countries, or doing the trading themselves, they were always involved in trade. / One more example of continuity was how Indian ocean trade stayed so important over the years. Almost all major world powers did trading in the Indian ocean, Europe for instance went to great lengths to find a better trade root between the Atlantic and Indian ocean. The desire to trade in the Indian ocean region is actually what caused Europeans to discover the Americas. The Europeans were looking for a sea rout to get to Asia without going all the way around Africa, so they tried to go around the world, not knowing yet of the Americas existence. Their desire to trade urged them to explore new frontiers. There are many examples of continuity in Indian ocean commerce between 650 and 1750 C. E. In the Indian ocean from 650 C. E. and 1750 C. E. there have been many changes in commerce. One change in commerce over the years was who dominated Trade in The Indian Ocean. Over the course of this time period the Indian ocean trade was dominated by the Indians, the Chinese the Arabs and even the istant European powers. Their were also changes in what goods were traded. Some trade goods like the exotic animals taken from Africa to China that weren’t traded for longer then a few decades. The reason Ming China had imported animals was because they were in an age of exploration at the time and wanted to have some animals for their exotic royal zoo. Also sen ding great explorers like Zheng He showed their ability to travel to distant lands and take what they please. Another change was how things were traded. Over the course of the 1,100 years described many changes occurred in the world of sailing. China had many of these inventions with in it’s walls before this time period. China was so Ethnocentric . that they did not spread their inventions till generations after they were made, and even then it was often by accident The compass were great improvements on how sailors navigated to their destinations. The ships them selves also changed throughout this period. The Chinese Junks were incredible ships, vastly larger then the ones Columbus used, They were equipped with cannons to defend them selves from pirates and were, in their time the most impressive ships on the water. There are changes in commerce in the Indian ocean between 650 and 1750 C. E. Many changes and continuities and in commerce in the Indian ocean occurred between 650 and 1750 C. E. Indian ocean trade can even be related to the discovery of America. Some examples of continuities are; who was involved in trade, what was traded, who dominated trade. Examples of change are; how things were traded, the importance of trade, and what was traded. There were many changes and continuities in commerce in the Indian ocean.