Zara Supply Chain

A network and flow explanation to Zara’ success Angel Diaz and Luis Solis Instituto de Empresa, Maria de Molina 12, 5 °, Madrid 28006, Spain E-mails: angel. [email  protected] edu; luis. [email  protected] edu Abstract Zara is a Spanish fashion manufacturer and retailer that has known swift success. Spaniards have become used to visiting Zara frequently, as there is always a new product. Zara launches 100 different collections every year, with over 11000 models, none lasting more than five weeks in production and with an average lead-time (design to store delivery) of four weeks. Inditex, the group to which the brand Zara belongs owns five brands with over 1000 stores in more than 30 countries. Although its global sales are still one sixth those of Gap, its sales have increased at an average 30% per year over the last three years, with net benefits over sales of close to 12% in the same period. In this paper we examine Zara’ production and distribution systems, looking for clues to its mass-customization capabilities. We argue that the key to Zara’ success is its Supply Chain (network and flows) approach. The production network is made of a tightly integrated net of product specialized factories, intensive in capital and run under Toyota’s principles, and a secondary network of over 400 micro enterprises, tightly controlled by Inditex but independent. All these are located in the same small geographical area, Galicia (northwest Spain). The swift flow is facilitated through advanced automation and logistics systems, with emphasis on postponement. We compare these network and flow approaches to those of Benetton and Gap, and argue that the key to Zara’ success is this combination of a tightly integrated local network coupled to the most advanced flow systems. A final consideration is the sustainability of these orderwinners over time. Keywords: Key words: Zara, logistics network, flow, fashion Introduction Intense competition in the global marketplace is forcing organizations to consider new practices by which they could enhance and sustain their competitive capabilities. Network configurations and alliances is such one option through which an organization can leverage its resources to compete effectively against fast and nimble competitors. Furthermore, the emphasis on supplier integration in supply chain management has contributed to the growing interest on strategic supplier alliances by companies around the world. Strategic network alliances are innovative and interesting forms of relationships between buyers and suppliers, however, successful supplier alliances have proved to be very elusive for the most part (Landeros and Monczka, 1991). Despite that academic and practitioner literatures have devoted considerable attention to supply network alliances issues, its dynamics has yet many unanswered questions. Furthermore, most of the literature has focused on cases in few developed countries like USA. There is a need to expand our understanding about international cases since more and more global supply chain networks are becoming more important. The study of the ZARA supply chain network in Spain is a contribution in this direction. The Spanish integrated manufacturer-retailer of apparel Zara has been defined as the Armani for the masses. Although sales of Zara (close to two billion dollars, comparable to Benetton) are much lower than that of the clothing retailer leader Gap, its financial performance has been bright. Net profits of Inditex in 2001 were 340,4 million â‚ ¬, 31% more than the previous year, out of sales of 3. 249,8 million â‚ ¬, a growth of 24% with respect to 2000. Zara launches over 100 collections per year (11. 00 new garments) and has a total design-to-store cycle time of less than 4 weeks. Every garment will be on sale for a maximum of 5 weeks, after which is removed and sent to discount stores or destroyed. Zara invests close to zero percent of its sales in advertisement (5% of sales for Gap), relying instead on keeping customers perpetually interested in finding new surprises (Zara? s customers visit the conveniently located stores an average 17 times a year). While Gap brands, Zara i ntrigues. We argue in this paper that the success of Zara is explained by a business approach in which a highly automated and largely local production and distribution network facilitates very fast response times as the key competitive advantage, and that this design can be due to cultural and market characteristics of Spain. History The founder of Zara, Amancio Ortega started a small garment factory in La Coruna, Galicia in 1963. In 1975 Ortega integrated downstream by opening his first store, Zara. By the end of the decade six stores with that name were located in Galicia. The eighties saw important changes. Ortega created the parent company of Zara, Inditex (stands for Textile Design Industry) announcing a movement toward integrated designfabrication-retail operations. Also in this period an ex-IBM salesman, Jose Maria Castellano, the actual Vice-president of Inditex, imposed a vision of time-based competition sustained on the intensive use of technology that was to dominate the holding in the future. By the end of this decade Zara had 82 stores in Spain and six abroad. In the nineties the group developed the quick response, integrated logistics network described in this case. An important milestone was the adoption at the beginning of the decade, and well ahead of other Spanish companies, of Just in Time and lean production practices, with knowledge provided by Toyota, Japan. By the end of the century, Inditex added four new brands, each for a different market niche and with their own distribution channels. At the closing of the 2001 exercise the group had 1080 stores (449 of Zara, that represents almost 80% of total sales) in 33 countries, over 20. 00 employees and the impressive profitability and growth figures mentioned in the introduction. Networks and Alliances Researchers have provided some evidence that companies relying on strategic network alliances are more profitable since closer buyer-supplier relationships may offer many technical, financial, and strategic advantages over spot market transactions and vertical integration (Mohr and Spec kman, 1994). Furthermore, strategic alliances provide an effective alternative to improve economies of scale and scope. Different scholars have studied the antecedents that lead to different forms of network alliances. These studies suggest that assets type involved will impact the type of relationships (Dwyer, Schurr, and Oh, 1987). A different stream of research has studied the relationship between environmental uncertainty and resource interdependence with the nature of relationships. Handy, 1995; and Mohr and Spekman, 1994, have conducted empirical exploratory studies on the formation and evolution of inter-organizational elationships. Production and logistics are largely regional at Inditex, with much less outsourcing than is common in this sector. Why the network evolved into this configuration can be due to cultural characteristics of Spain. There exist a rich literature on collaboration. According to this Industry Networks, a set of organizations that have developed recurring ties when serving a particular market, is a variation of the old idea of industrial districts (Ebers & Jarillo, 1998). The drivers for collaboration have been extensively analyzed in the literature and can be synthesized in strategies of coespecialization; the search for mutual learning to support fastest product developments, better information and product flows (resulting in cost and time reductions, a dominating theme in logistics); the creation of virtual scale and scope economies; and in the creation of entry barriers, among others (Cervilla and Lorenzo, 2000). Hofstede characterizes Spain? culture as risk avoidance, hierarchical inclined (Granell, 1997). Solis et al. (2000) show that in Spain companies, integration and closer relationships with local and global suppliers in critical processes are becoming paramount. Strategic network alliances require time and resources to be built and sustained. In getting the benefits of integration and synchronization with suppliers, building trust represents the most critical issue for supply network managers. Important for successful strategic supplier alliances is the communication expected behaviour, particularly the quality of information and participation, and the extent to which relevant information is transparent to suppliers. No less important for alliance success is the existence for a formal purchasing commodity selection process and a formal supplier assessment and selection process. These factors plus a comparatively low degree of outsourcing activity in Spain can explain the formation of this type of network. Factories Inditex owns 25 factories, each dedicated to capital-intensive activities (dye, cutting) and the production of a family items. The large majority of these are located in La Coruna. Inditex has additionally developed a network of external micro-companies, many households, that provide labor-intensive services, mainly sewing, which has proven difficult to automate. According to Mr. Castellano the local work force has higher labor cost but also faster reaction time (than outsourced production in a low-cost area). Distribution Inditex owns a single logistics center in La Coruna. This large facility (400,000 square meters) is largely automated, with 2 carrousels for fold garments (60,000 per hour) and 200 kilometers of elevated tracks. Products are transported directly to stores using outsourced but dedicated carriers (Azkar for land transportation –some 80% of deliveries in 2000, and different airlines for exporting, all taking-off from local Galician airports). Flows Two distinct flows can be appreciated at Inditex. One consists of long-term cycles, i. e. purchasing of raw materials and the other a short-term cycle, i. e. , design, fabrication and distribution. The long cycle starts three to six months before each fashion season and consists in the acquisition of two thirds of the raw materials required, mainly cloth (90% of which is sourced from India, China, Morocco, Mauricio, Korea, Italy Germany and Turkey –the remaining one third is supplied during the season), and of one h alf of all garments (15%-20% is acquired in advance, 50%-60% at the beginning of the season and the rest during the season). These are those items that are thought to be stable, i. e. , basic products for which demand is fairly predictable. The rest of the garments (those thought to have a higher risk) are produced inhouse in the short cycle described bellow. The short cycle start with design. This is totally an in-house affair in which over 200 designer work simultaneously on three season collections, the current one for modifications and improvements and the next two (winter 2002 is being currently worked on in the Spring of 2002). Target pricing and low scale customer acceptance trials are usual practices at this step. Patterns are scanned and sent electronically to the manufacturing plants. Here capitalintensive activities such as dying and cutting are performed, while sewing is manually done by the micro-companies described above. Processes in the plants are kept flexible using lean production principles such as multi-skilled and flexible work forces (with an enviable strike record) and simple Japanese-like control systems. Production is thus pushed into the stores (15% at the beginning of the season, the rest according to demand), where the manager uses hand-held devices (currently Cassiopeia PDAs) to send feedback in close to real time about what moves and what doesn’t (colors, sizes, models), allowing for fast adjustments to the production plan. Replenishment to stores is done twice or three times a week, with a lead-time for existing (or subject to slight design modifications) items of two weeks, and of five weeks for new products. Comments It is interesting to compare the strategy of Zara/Inditex to that of Benetton (a similar sized competitor) and of the market leader Gap. Of the three the more integrated, both upstream and downstream is Zara/Inditex. Benetton produces through a network of mainly regional subcontractors, distributes from a centralized, automated warehouse and retails through franchises. Gap subcontracts production to a network of global producers (over 3000 in more than 70 countries) and has a network of global warehouses and distribution centers. Design Zara Benetton Gap Own- continuous Own-periodic Own-periodic Production Distribution 0% own regional factories Centralized D. C. 50% subcontractors Own stores Regional subcontractors Global subcontractors Centralized D. C. Franchises Decentralized warehouses and D. C Zara/Inditex model is not a fashionable global, outsourced network. It evolved as a probable consequence of limitations in the Spanish market, but has proven that a vertically integrated l ocal network when linked to advanced manufacturing and information technology practices can result in quick response times with little stock or waste, a by-product of the synchronization of offer and demand that the integration nature of the process allows. Postponement of the (in-house) fabrication of fashion items considered of high uncertainty, plus the flexibility and quick response implicit in the lean and automated process results in low levels of stock (40% less than Gap, is proportion to sales) An important question is now whether the organization of Mr. Ortega and Castellano can maintain its characteristics and stellar performance as global growth takes place. Due to European expansion a new distribution center is being built in Zaragoza, close to the French border and facilities for production in Mexico are being considered. Labor shortages in the small Galician area have also been reported. The organization could then decide to play in a niche market position and remain as it is, duplicate the actual local Galician network in other regions (e. g. , Mexico) or move towards a global and more externalized network. If the last, and arguably most probable option is pursuit, the challenge for Zara/Inditex will be to maintain their current flexibility. References Cervilla y Lorenzo (2000): â€Å"Redes de empresas y tecnologias de informacion: copciones para el desarrollo de la PYME†. Debates IESA. Vol. 5. No. 1. Dwyer, F. , Schurr, P. , & Oh, S. (1987). â€Å"Developing buyer-seller relationships† Journal of Marketing, vol. 51 (2), 11-27. Ebers, M. y C. Jarillo (1998). â€Å"The construction, forms, and consequences of industry networks† International Studies of Management & Organization. Vol. 27. No. 4 Granell, E. (1998). Managing cluture for success. Ediciones IESA, 1997. Handy, C. (1995). â€Å"Trust and the virtual organization† Harvard Business Review, vol. 73(3), 40-50. Landeros, R. , & Monczka, R. (1991). â€Å"Cooperative buyer/seller relationships and a firm? competitive posture†. International Journal of Purchasing and Materials Management, vol. 11, 2-8. Mohr, J. , & Spekman, R. (1994). â€Å"Characteristics of partnership success: Partnership attributes, communication behaviour, and conflict resolution techniques†. Strategic Management Journal, vol. 15(2), 135-152. Solis, L, & Escobar, D. , (2000). â€Å"The Management of Successf ul Strategic Alliances in Supply Chain Management Networks: An Empirical Study of Success Factors in Spain† Proceedings of XXXV CLADEA Annual Meeting, September, Barcelona. Zara Supply Chain A network and flow explanation to Zara’ success Angel Diaz and Luis Solis Instituto de Empresa, Maria de Molina 12, 5 °, Madrid 28006, Spain E-mails: angel. [email  protected] edu; luis. [email  protected] edu Abstract Zara is a Spanish fashion manufacturer and retailer that has known swift success. Spaniards have become used to visiting Zara frequently, as there is always a new product. Zara launches 100 different collections every year, with over 11000 models, none lasting more than five weeks in production and with an average lead-time (design to store delivery) of four weeks. Inditex, the group to which the brand Zara belongs owns five brands with over 1000 stores in more than 30 countries. Although its global sales are still one sixth those of Gap, its sales have increased at an average 30% per year over the last three years, with net benefits over sales of close to 12% in the same period. In this paper we examine Zara’ production and distribution systems, looking for clues to its mass-customization capabilities. We argue that the key to Zara’ success is its Supply Chain (network and flows) approach. The production network is made of a tightly integrated net of product specialized factories, intensive in capital and run under Toyota’s principles, and a secondary network of over 400 micro enterprises, tightly controlled by Inditex but independent. All these are located in the same small geographical area, Galicia (northwest Spain). The swift flow is facilitated through advanced automation and logistics systems, with emphasis on postponement. We compare these network and flow approaches to those of Benetton and Gap, and argue that the key to Zara’ success is this combination of a tightly integrated local network coupled to the most advanced flow systems. A final consideration is the sustainability of these orderwinners over time. Keywords: Key words: Zara, logistics network, flow, fashion Introduction Intense competition in the global marketplace is forcing organizations to consider new practices by which they could enhance and sustain their competitive capabilities. Network configurations and alliances is such one option through which an organization can leverage its resources to compete effectively against fast and nimble competitors. Furthermore, the emphasis on supplier integration in supply chain management has contributed to the growing interest on strategic supplier alliances by companies around the world. Strategic network alliances are innovative and interesting forms of relationships between buyers and suppliers, however, successful supplier alliances have proved to be very elusive for the most part (Landeros and Monczka, 1991). Despite that academic and practitioner literatures have devoted considerable attention to supply network alliances issues, its dynamics has yet many unanswered questions. Furthermore, most of the literature has focused on cases in few developed countries like USA. There is a need to expand our understanding about international cases since more and more global supply chain networks are becoming more important. The study of the ZARA supply chain network in Spain is a contribution in this direction. The Spanish integrated manufacturer-retailer of apparel Zara has been defined as the Armani for the masses. Although sales of Zara (close to two billion dollars, comparable to Benetton) are much lower than that of the clothing retailer leader Gap, its financial performance has been bright. Net profits of Inditex in 2001 were 340,4 million â‚ ¬, 31% more than the previous year, out of sales of 3. 249,8 million â‚ ¬, a growth of 24% with respect to 2000. Zara launches over 100 collections per year (11. 00 new garments) and has a total design-to-store cycle time of less than 4 weeks. Every garment will be on sale for a maximum of 5 weeks, after which is removed and sent to discount stores or destroyed. Zara invests close to zero percent of its sales in advertisement (5% of sales for Gap), relying instead on keeping customers perpetually interested in finding new surprises (Zara? s customers visit the conveniently located stores an average 17 times a year). While Gap brands, Zara i ntrigues. We argue in this paper that the success of Zara is explained by a business approach in which a highly automated and largely local production and distribution network facilitates very fast response times as the key competitive advantage, and that this design can be due to cultural and market characteristics of Spain. History The founder of Zara, Amancio Ortega started a small garment factory in La Coruna, Galicia in 1963. In 1975 Ortega integrated downstream by opening his first store, Zara. By the end of the decade six stores with that name were located in Galicia. The eighties saw important changes. Ortega created the parent company of Zara, Inditex (stands for Textile Design Industry) announcing a movement toward integrated designfabrication-retail operations. Also in this period an ex-IBM salesman, Jose Maria Castellano, the actual Vice-president of Inditex, imposed a vision of time-based competition sustained on the intensive use of technology that was to dominate the holding in the future. By the end of this decade Zara had 82 stores in Spain and six abroad. In the nineties the group developed the quick response, integrated logistics network described in this case. An important milestone was the adoption at the beginning of the decade, and well ahead of other Spanish companies, of Just in Time and lean production practices, with knowledge provided by Toyota, Japan. By the end of the century, Inditex added four new brands, each for a different market niche and with their own distribution channels. At the closing of the 2001 exercise the group had 1080 stores (449 of Zara, that represents almost 80% of total sales) in 33 countries, over 20. 00 employees and the impressive profitability and growth figures mentioned in the introduction. Networks and Alliances Researchers have provided some evidence that companies relying on strategic network alliances are more profitable since closer buyer-supplier relationships may offer many technical, financial, and strategic advantages over spot market transactions and vertical integration (Mohr and Spec kman, 1994). Furthermore, strategic alliances provide an effective alternative to improve economies of scale and scope. Different scholars have studied the antecedents that lead to different forms of network alliances. These studies suggest that assets type involved will impact the type of relationships (Dwyer, Schurr, and Oh, 1987). A different stream of research has studied the relationship between environmental uncertainty and resource interdependence with the nature of relationships. Handy, 1995; and Mohr and Spekman, 1994, have conducted empirical exploratory studies on the formation and evolution of inter-organizational elationships. Production and logistics are largely regional at Inditex, with much less outsourcing than is common in this sector. Why the network evolved into this configuration can be due to cultural characteristics of Spain. There exist a rich literature on collaboration. According to this Industry Networks, a set of organizations that have developed recurring ties when serving a particular market, is a variation of the old idea of industrial districts (Ebers & Jarillo, 1998). The drivers for collaboration have been extensively analyzed in the literature and can be synthesized in strategies of coespecialization; the search for mutual learning to support fastest product developments, better information and product flows (resulting in cost and time reductions, a dominating theme in logistics); the creation of virtual scale and scope economies; and in the creation of entry barriers, among others (Cervilla and Lorenzo, 2000). Hofstede characterizes Spain? culture as risk avoidance, hierarchical inclined (Granell, 1997). Solis et al. (2000) show that in Spain companies, integration and closer relationships with local and global suppliers in critical processes are becoming paramount. Strategic network alliances require time and resources to be built and sustained. In getting the benefits of integration and synchronization with suppliers, building trust represents the most critical issue for supply network managers. Important for successful strategic supplier alliances is the communication expected behaviour, particularly the quality of information and participation, and the extent to which relevant information is transparent to suppliers. No less important for alliance success is the existence for a formal purchasing commodity selection process and a formal supplier assessment and selection process. These factors plus a comparatively low degree of outsourcing activity in Spain can explain the formation of this type of network. Factories Inditex owns 25 factories, each dedicated to capital-intensive activities (dye, cutting) and the production of a family items. The large majority of these are located in La Coruna. Inditex has additionally developed a network of external micro-companies, many households, that provide labor-intensive services, mainly sewing, which has proven difficult to automate. According to Mr. Castellano the local work force has higher labor cost but also faster reaction time (than outsourced production in a low-cost area). Distribution Inditex owns a single logistics center in La Coruna. This large facility (400,000 square meters) is largely automated, with 2 carrousels for fold garments (60,000 per hour) and 200 kilometers of elevated tracks. Products are transported directly to stores using outsourced but dedicated carriers (Azkar for land transportation –some 80% of deliveries in 2000, and different airlines for exporting, all taking-off from local Galician airports). Flows Two distinct flows can be appreciated at Inditex. One consists of long-term cycles, i. e. purchasing of raw materials and the other a short-term cycle, i. e. , design, fabrication and distribution. The long cycle starts three to six months before each fashion season and consists in the acquisition of two thirds of the raw materials required, mainly cloth (90% of which is sourced from India, China, Morocco, Mauricio, Korea, Italy Germany and Turkey –the remaining one third is supplied during the season), and of one h alf of all garments (15%-20% is acquired in advance, 50%-60% at the beginning of the season and the rest during the season). These are those items that are thought to be stable, i. e. , basic products for which demand is fairly predictable. The rest of the garments (those thought to have a higher risk) are produced inhouse in the short cycle described bellow. The short cycle start with design. This is totally an in-house affair in which over 200 designer work simultaneously on three season collections, the current one for modifications and improvements and the next two (winter 2002 is being currently worked on in the Spring of 2002). Target pricing and low scale customer acceptance trials are usual practices at this step. Patterns are scanned and sent electronically to the manufacturing plants. Here capitalintensive activities such as dying and cutting are performed, while sewing is manually done by the micro-companies described above. Processes in the plants are kept flexible using lean production principles such as multi-skilled and flexible work forces (with an enviable strike record) and simple Japanese-like control systems. Production is thus pushed into the stores (15% at the beginning of the season, the rest according to demand), where the manager uses hand-held devices (currently Cassiopeia PDAs) to send feedback in close to real time about what moves and what doesn’t (colors, sizes, models), allowing for fast adjustments to the production plan. Replenishment to stores is done twice or three times a week, with a lead-time for existing (or subject to slight design modifications) items of two weeks, and of five weeks for new products. Comments It is interesting to compare the strategy of Zara/Inditex to that of Benetton (a similar sized competitor) and of the market leader Gap. Of the three the more integrated, both upstream and downstream is Zara/Inditex. Benetton produces through a network of mainly regional subcontractors, distributes from a centralized, automated warehouse and retails through franchises. Gap subcontracts production to a network of global producers (over 3000 in more than 70 countries) and has a network of global warehouses and distribution centers. Design Zara Benetton Gap Own- continuous Own-periodic Own-periodic Production Distribution 0% own regional factories Centralized D. C. 50% subcontractors Own stores Regional subcontractors Global subcontractors Centralized D. C. Franchises Decentralized warehouses and D. C Zara/Inditex model is not a fashionable global, outsourced network. It evolved as a probable consequence of limitations in the Spanish market, but has proven that a vertically integrated l ocal network when linked to advanced manufacturing and information technology practices can result in quick response times with little stock or waste, a by-product of the synchronization of offer and demand that the integration nature of the process allows. Postponement of the (in-house) fabrication of fashion items considered of high uncertainty, plus the flexibility and quick response implicit in the lean and automated process results in low levels of stock (40% less than Gap, is proportion to sales) An important question is now whether the organization of Mr. Ortega and Castellano can maintain its characteristics and stellar performance as global growth takes place. Due to European expansion a new distribution center is being built in Zaragoza, close to the French border and facilities for production in Mexico are being considered. Labor shortages in the small Galician area have also been reported. The organization could then decide to play in a niche market position and remain as it is, duplicate the actual local Galician network in other regions (e. g. , Mexico) or move towards a global and more externalized network. If the last, and arguably most probable option is pursuit, the challenge for Zara/Inditex will be to maintain their current flexibility. References Cervilla y Lorenzo (2000): â€Å"Redes de empresas y tecnologias de informacion: copciones para el desarrollo de la PYME†. Debates IESA. Vol. 5. No. 1. Dwyer, F. , Schurr, P. , & Oh, S. (1987). â€Å"Developing buyer-seller relationships† Journal of Marketing, vol. 51 (2), 11-27. Ebers, M. y C. Jarillo (1998). â€Å"The construction, forms, and consequences of industry networks† International Studies of Management & Organization. Vol. 27. No. 4 Granell, E. (1998). Managing cluture for success. Ediciones IESA, 1997. Handy, C. (1995). â€Å"Trust and the virtual organization† Harvard Business Review, vol. 73(3), 40-50. Landeros, R. , & Monczka, R. (1991). â€Å"Cooperative buyer/seller relationships and a firm? competitive posture†. International Journal of Purchasing and Materials Management, vol. 11, 2-8. Mohr, J. , & Spekman, R. (1994). â€Å"Characteristics of partnership success: Partnership attributes, communication behaviour, and conflict resolution techniques†. Strategic Management Journal, vol. 15(2), 135-152. Solis, L, & Escobar, D. , (2000). â€Å"The Management of Successf ul Strategic Alliances in Supply Chain Management Networks: An Empirical Study of Success Factors in Spain† Proceedings of XXXV CLADEA Annual Meeting, September, Barcelona.

Group Work in the Human Service Industry Essay

Group work has been cited as playing an integral role in ensuring that people achieve more collaboratively than working as individuals. In addition, group work has been perceived as a robust mechanism of helping people attain some novel skills and specific goals, mostly when a group is founded upon a particular objective. Nonetheless, despite these benefits attributed to working in groups, it is imperative to be cognizant of the fact that in many cases, it requires extensive efforts to ensure that a group evolves into an effective team. Against this backdrop, this paper will analyze the group work within the human service field with the focus group being ‘Open Doors’, whose operations are founded on the need to support young people who identify as being gay, lesbian, bisexual or transgender. It is fundamental to briefly explore this organization aimed at getting a comprehensive insight into its groups work operations, group work theory underpinning it among other tenets. Human Services: Although the words ‘human services’ can mean different things according to individual experiences, not everyone understands the industry or field as a whole. The human service industry according to Woodside and McClam (2011:4-9) is extremely complex to define, although overall, it is the overarching industry of professionals that provide a diverse range of services to humans in need. The aim of the professionals within the industry is to work with people to support, assist and empower them to meet their own needs whether those needs are for food, shelter, physical or emotional to name a few. Therefore, the human service field is at the forefront of many of the youth services provided both locally and overseas. Open Doors at a glance According to Open Doors website (2012:1), this group is located at the center of Brisbane and its core undertaking revolve around the provision of counseling and support services for the young people between the ages twelve to twenty four who identify as being lesbian, gay, bisexual and transgender (LGBT). The core goal of this organization is to foster resilience among this target group through the facilitation of opportunities aimed at receiving supports which is need specific networks, as well as enjoying lives characterised by positive relationships. This is enabled through support provision, referral, advocacy and capacity development within the organization (Woodley, J 2012, pers. Comm. , 20th August). In regard to the type of group work, Open Doors can be categorized as a social action group. According to Preston-Shoot (1987:16) this form of a group aims at the utilization of the resources at group level for collective power in the efforts to campaign for social transformations, as well as the inherent rights of the members within these particular groups. It is imperative to explore group theory in order to understand the undertakings of Open Doors. Group theory According to Galanes and Adams (2007:8), the group theory perceives a group as being comprised of two or more people who have a common sense of purpose and make extended efforts to achieve a specified goal. Against this backdrop, it is apparent that the activities of Open Doors are based on the need to solve a common impediment in society which is the discriminatory attitude hulled against the LGBTs. Thus, individuals come together with the core goal of solving this challenge through diverse mechanisms like advocacy, referrals among others previously mentioned. Thus, the activities of Open Doors are founded on the ongoing needs in the society which call for redress. This is chiefly embedded in the vision statement of Open Doors which states that all young people from different genders and sexualities have the chance to enjoy full experience and have true knowledge of pride in life (Open Doors website, 2012:1). In reference to Open Doors, it is worth noting that groups undergo several stages in the course of their development. These are forming, storming, norming, performing and lastly, adjourning (Tuckman, 1965:396). These stages are explored in the subsequent section. Forming In the forming stage, the group is just coming together and shyness and uncertainty tend to characterise this particular epoch. This fact is supported by Tuckman and Jensen (1977:423) who determined that anxiety, dependency and a combination of confusion and curiosity tend to characterise this stage. In addition, the group members are primarily concerned with orientation whose accomplishment is arrived at through testing. This testing serves the sole purpose of the identification of both task-related as well as interpersonal boundaries in the group (Tuckman 1965:396). In the context of Open Doors, this stage entails the coming together of LGBTs who have diversity in terms of past discrimination in the society, age and gender. Most of the members are shy to disclose their challenges and most of the time is spent through the orientation processes aimed at demarcating the interpersonal boundaries. Eventually, the more bold members of the group eventually assume some sought of leadership, a point which ushers in the next stage; storming. Storming Extensive skills in problem solving are required in this stage, and a determining factor in the success of the group. This is a stage which is characterised by extensive conflict revolving around the interpersonal issues as well as simultaneous response to tasks (Tuckman 1965:396). In this stage, the members are preoccupied with the conflict based on power divisions as they try to ascertain who possess power and authority in the group (Preston-Shoot, 1987:35). In the case of Open Doors, this stage can be characterised by extensive conflicts between various members in the group, with each trying to assert authority over the others, for instance, based on gender divisions. Eventually, there is establishment of a power structure in the group which pilots the progress to the next stage of norming. Norming Tuckman and Jensen (1977:423) noted that this is the maturity stage where there is resolution of the norms and there is an apparent development of inter-dependency and trust among the members. This entails the distinction of the contributions as well as behaviors which are acceptable in the group. In the case of Open Doors, this stage is characterised by members’ efforts to identify the norms governing their interpersonal as well as task relationships as they attempt to forge and shape the idea of the group’s identity. Nonetheless, it is imperative to be cognizant of the fact that lack of proper decision making mechanisms and limited consensus in this stage can result to the group slipping back into the storming stage. Performing Some proponents usually identify this as the final stage of group development. There is flexibility and functionality of the individually or collectively mandated roles as all the energy in the group is directed towards achieving the goals at hand (Tuckman 1965:396). In the case of Open Doors, this stage entails the delegation of different responsibilities to individuals or sub-groups aimed at achieving the overall goal of the group. This can be perceived in terms of different individuals being mandated with the roles of advocacy, referrals and support provision among others. Adjourning Despite the fact that the activities of Open Doors are ongoing, distinct groups within the organization attempting to attain certain goals within a specified timeframe reach the adjourning stage. In addition, this stage can be reached when some of the group members surpass the age limit of twenty four years as stipulated by the organization which oblige them to leave the groups. This stage is characterised by the completion of the task at hand and eventual disengagement from the group members and the task (Frances 2008:17). In most cases, the LGBT members in particular sub-groups will be satisfied that they have achieved their respective goals. Challenges and benefits for participants and facilitators equally for Open Doors There are diverse challenges as well as benefits for the participants as well as the facilitators in Open Doors. In regard to challenges for the facilitators, there is bound to be confrontations with the LGBTs which can become a major impediment in the efforts to achieve the goals of the groups. Nonetheless, Brandler and Roman (1999:218) noted that it is imperative to keep the confrontations simples and to the point. Another challenge can be when communicating principles and strategies to the groups where there can be resistance and non-compliance from the LGBTs. On the side of the participants, the challenges of mistrust as well as conflicts in the earlier stages of group development as mentioned can be a major challenge. This can halt the progress towards achieving the ultimate goal of the group, not forgetting the detrimental effects of these conflicts on the self-esteem of the participants. In regard to benefits, the participants gain a sense of belonging from the group work, experience elevated self-esteem and pride as well as creating networks which can help them in confronting daily challenges in society. On the other hand, the facilitators have an opportunity to understand the dynamics among different participants, for instance, communication and interaction patterns which can assist them in helping future participants (Toseland & Rivas, 2005:90). Conclusion In conclusion, it is apparent from the above discourse that group work in the human service field plays a major role in the achievement of collective goals in society as expounded in group theory. Most of the groups go through five stages of forming, storming, norming, performance and adjourning. Nonetheless, it is imperative to be cognizant of the fact that apart from the benefits in groups, there are diverse challenges embedded therein for both the participants and facilitators as explored in the preceding section.

Concepts of Race and Ethnicity Essay

Define the following terms. You may use definitions from the class readings, or from outside sources. If your definitions are from outside sources, cite the source(s) using APA style with in-text citations and a reference list. |Term |Definition | |Ethnicity |a shared cultural heritage, which typically involves common | | |ancestors, language, and religion | |Race |is a socially constructed category of people who share biologi-| | |cally transmitted traits that members of a society define as | | |important. | |Xenophobia |. The fear or hatred of strangers or foreigners. | |Segregation |the physical and social separation of categories of people. | |Assimilation |the process by which minorities gradually adopt cultural | | |patterns from the dominant majority population. | |Pluralism | a state in which people of all racial and ethnic categories | | |have about the same overall social standing | |White privilege | | |Colonialism | | |Racial profiling |in which police or others in power consider race or ethnicity | | |to be, by itself, a sign of probable guilt— illustrates the | | |operation of institutional racism. | Part II: Short Answer Using your course materials, answer the following questions in about 200 words each. Use your own words. Define de facto segregation and de jure segregation, and give an example of each. Which are we most likely to see today? Why? What conclusion do Crutchfeld, Fernandez, and Martinez (2010) come to regarding the presence of bias in the criminal justice system? How has bias in the system changed over time? Give examples of how an individual’s race or ethnicity might impact their experience as a suspect, a perpetrator, and a victim of crime. Describe anti-Chinese immigration sentiment in the 19th century. Compare this to anti-immigration perspectives today. How are they similar? How are they different? Part III: Personal Reflection sing as many words as you consider necessary. Consider the racial and ethnic groups that you belong to. Do you feel that you are knowledgable about the history of those groups? Now consider groups you do not belong to. Is there a group you would like to learn more about? |Worksheet 2 | PAGE 1 | |ETH/125 Version 7 | |. |Worksheet 2 | PAGE 1 | |ETH/125 Version 7 | |.

Our Soldiers in Iraq and Afghanistan War Term Paper

Our Soldiers in Iraq and Afghanistan War - Term Paper Example The wars have been compounded by the influence of Al Qaeda and foreign fighters who have infiltrated in the country. These have seriously complicated the war on terror as a result of suicide attacks and kidnappings they employ. These have dealt a big blow to the reconstruction efforts being undertaken in the two countries and also continue to pose a big threat to global security. This is due to extremist tendencies which they seem to have perfected the world over with adverse effects to mankind. Iraq woes started with the discovery of oil and the subsequent scramble for oil by the US and Great Britain in 1930s. Since her independence in 1931, the country's political arena has been characterized by a series of coups and other political upheavals that led to the coming to power of Saddam Hussein in 1979 (The Iraq crisis, n.d, Para 5). Saddam, on coming to power immediately embarked on consolidation of his dictatorial powers and an ambitious territorial expansion campaign that led to on e of the longest battles in Asia involving Iraq and Iran. Iraq later went on to invade Kuwait in 1990 and occupy it which led to its fierce confrontation with the US alongside its NATO allies. Iraq was defeated and withdrew from the country. Saddam later went on to develop nuclear weapon facilities, a move that set him at odds with the international community. Sanctions were imposed on the country after it refused to cooperate with the UN arms inspectors. This protracted competition eventually culminated into the US invasion of the country. The ouster of Saddam Hussein in 2003 led to a stream of devastation in the country caused by widespread looting and civilian bombings by pro -Saddam militias. This caused adverse effects to the countries infrastructure and a serious humanitarian crisis that called for urgent remedies. A civilian government was later installed to replace the fallen Saddam government. The move was expected to instill calm but achieved modest success due to lack of acceptance by the Iraqi people. In its counterattacks, the Iraqi forces put up fierce resistance and also attacked bases in Kuwaiti according to Lee (2009, Para. 8). Both the new government and the coalition forces continue to face heavy casualties as a result of attacks by the remaining insurgents helped by al Qaeda fighters.   Afghanistan has also had a series of uprisings since independence the most difficult period being the mujahedeen war against Russian communist occupation in the 1980s. This formed the very foundation of Al Qaeda through the inspiration of then the US-backed Osama Bin Laden. This makes the renegades a creation of US blunders in their strategies. Taliban did not pose a serious threat until they embraced Osama as their financier in exchange of allowing him to set up a base in the country. O

Midterm Assignment Example | Topics and Well Written Essays - 2500 words

Midterm - Assignment Example For this reason, as per the market research organization named as IDC (Burrows 28-34), the never ending diversity of mobile application development has facilitated iPhone to quickly gain 14% of the market share with comparing to 3.5% market share of Android. However, mobile application developers highlighted an issue with the pay they receive against their work, as they were not able to make money (Burrows 28-34). The reason for this issue is the freeware available on the Internet and the applications that are purchased are very few worth 99 cents or more. Few of the mobile application developers embedded advertisements in their application and gained benefits. Again, the scope of these advertisements was limited, resulting in less effective outcomes. In order to address these issues, Apple Inc. suggested several factors or ways employing user data and geo-location technology for making advertisement legitimate. For instance, if the user is surfing the web at lunchtime, he/she will s ee an advertisement on special deals for a restaurant nearest to the location (Burrows 28-34). In this way, the gadget, i.e., the iPhone capabilities, can also be utilized effectively. By taking this new approach forward, Apple Inc. recognized that there is a requirement of a network for advertisement agencies along with the technology for focusing and targeting specific advertisements to customer behavioral characteristics (Burrows 28-34). Similarly, by the end of 2009, Apple Inc. participated in the bidding for AdMob that is a leader in mobile advertisement sector (Shah and Shah 437-438). As a result, almost 50% advertisements were broadcasted on smartphones ended on Apple gadgets including iPhone and iPod touch, as iPod touch is also compatible to execute apple applications (Burrows 28-34). However, prior to complete the bid, Google Inc. that is considered to be the tough competitor for Apple Inc. announced an astonishing amount of $750 million for the organization. Apple Inc. qu ickly turned the decision from AdMob to Waltham (Mass.)-based Quattro Wireless, which is considered to be the closest competitor for AdMob (Burrows 28-34). However, in order to achieve business goals and maintain the competitive advantage, Apple Inc. defines its Information and Communication Technology (ICT) infrastructure as: The primary objective is to lodge all the key stakeholders has been resolved Consolidated and Centralized ICT management with distributed activities Ease of Development and deployment of technologies Sharing information among different stake holders and to make them familiar with ICT Cost effective ("Shri Jagdamba Samiti") Moreover, apart from the ICT infrastructure, Apple Inc. also maintains a data warehouse containing valuable data that can facilitate advertisement business. Apple Inc. knows exactly the type of downloads requested from iTunes that may not be limited to apps, video, podcasts and comprehensive information of customers (Burrows 28-34). This upd ated customer knowledgebase enables the organization to customize its advertisement on the basis of the user preferences available in the database (Burrows 28-34). Moreover, Quattro’s ad-serving technology is also incorporated for gaining customer behavior patterns. This technology is also facilitating Netflix, Procter & Gamble and other global leaders. The customer behavior patterns provide circumstances for any customer who interacts with any one of the advertisement links or

Industry Research Part III Essay Example | Topics and Well Written Essays - 500 words

Industry Research Part III - Essay Example This paper, written by Enrico Moretti, is a very good source for analyzing and researching what factors led wage inequalities to grow in many countries in recent years. The housing market faces challenges unparalleled in the history. Wage inequality is another threat on the economy that seems to claims more victim day by day. This article argues that declining wages and wage inequality around the world present two different problems. The high levels of inequality can definitely lead to adverse social, economic and political troubles that would bring insecurity and unrest. The second is that, global purchasing power will be decreased due to declining wages and it may cause a decline in the global consumption. The severity of wage inequalities and its impacts on all our spheres have been well detailed in this article. According to the report published by International Labor Office, there are severe wage inequalities that lead to unemployment for workers in 83 countries around the world. (Dewan S, 2008). It means, the wage inequality raises issue to the 70% of world population. According to the research, the US is one of the developed countries where the difference between highest wages and lowest wages has grown more rapidly. Wage inequality is referred to the difference between wages of skilled and unskilled labors. The increase in wages inequality can be measured by using nominal wages. The wage difference between skilled and unskilled labors is significant in determining inequality. In the US, it is a known fact that, due to increased demand for skilled labors in cities, skilled labors have moved to metropolitan cities where housing costs are higher. The average daily expenses also get higher. As has been discussed by Moretti (2008), skilled labors are exposed to high cost living. At the same time, it shows that a relative increase in their real wage

To What Extent Did The Armenian Genocide Inspire Hitler's Holocaust Essay

To What Extent Did The Armenian Genocide Inspire Hitler's Holocaust - Essay Example Undoubtedly, Hitler was quite familiar with the Armenian genocide. By comparison, one could arguably say the Armenian genocide was a direct inspiration for him to ignite the Holocaust. Similarities between the two genocides begin with their target minority: both being ethnical and religious minorities and different from their residing nation. Secondly, both target groups were subject to years of prior persecution and unfair governance. Thirdly, both mother nations experienced a radical revolution and rise in nationalism that focused on promoting the well being of the ethnicity of the majority. Finally, both nations were involved in large-scale wars, which were used as cover ups and excuses for the extermination on their minority races. Whether Hitler directly referred to the Armenian genocide when conducting his own Holocaust is questionable. However, there exists plenty of evidence to suggest that Hitler was very familiar with the Armenian genocide and it inspired him to a certain d egree. He was able to observe the reasons, methods, and repercussions of the Ottoman's massacre and weigh them up against his own problems, and in that way, the Armenian genocide could be indirectly attributed to future genocides. Table of Contents Abstract.................................................................................................................. 2 1. ... ............................................................................................7 b. Differences..............................................................................................10 4. Conclusion.........................................................................................................13 Works Cited...........................................................................................................15 Introduction The twentieth century experienced several deliberate mass killings and the attempted extermination of particular ethnic groups, otherwise known as genocide. The precursor for this modernized version of genocide was undoubtedly the Armenian Genocide. Categorized for the methodical â€Å"cleansing† methods and brutality, the political position and public intolerance, and predetermined goals, the Armenian Genocide was influential in dictating the genocides to follow – most specifically, the Holocaust. (Kevorkian 1). The s imilarities and motives behind both tragedies are numerous. Beginning with state-initiated policies to wipe certain minorities from each respective nation in order to attain resources, land, or to appease prejudiced hatred. Both targeted minorities were used as scapegoats in order to deal with internal, political problems. Both victims were religious and ethnic minorities, with a history of persecution and put in a position of defenselessness. Furthermore, both genocides occurred in a world war, hindering the chances of international intervention. In this way, this paper will demonstrate that not only was the Armenian genocide the first genocide of the twentieth century, but it was also a template and a prototype for the proceeding genocides. (Rosenbaun 126). Historical Background Prejudice

European Union Enlargment Essay Example | Topics and Well Written Essays - 2500 words

European Union Enlargment - Essay Example It will also discuss that the process of regulatory management has become more difficult, which entails greater emphasis on the principle of mutual recognition as the main tool for ensuring freedom of movement of goods and services. However, mutual recognition has its limits and is likely to be less effective the more diverse the countries involved. The challenge facing the Union with the start of the eastern enlargement, the first wave of which was decided at the end of 2002 and implemented during 2004-2006, cannot be underestimated. A region of about 100 million inhabitants was integrated into the EU. Populations deeply rooted in European history had become part of the continental polis, yet these same populations emerged from almost half a century of Soviet domination and planned economy only just over ten years ago. A complex net of similarities and differences make the eastern enlargement something quite different compared to previous episodes of EU expansion. The first point relates to the relative level of economic development in the Eastern European countries. The second point is a reflection of the particular historical circumstances of these countries. The second, third and fourth features are very much linked to the necessary conditions for successful re building of the EU and the steps that have been taken to meet those requirements. The previous two enlar... The second point is a reflection of the particular historical circumstances of these countries. The second, third and fourth features are very much linked to the necessary conditions for successful re building of the EU and the steps that have been taken to meet those requirements. Enlargement and the Level of Income in the Applicant Countries The previous two enlargements were, first, to the South, and then, to the North. The accession of Greece, Portugal and Spain in the 1980s brought relatively low-income partners in the Union, and this changed the economic geography and the budgetary structure of the EU. However, both the population dimension and the average income gap of the countries then involved in the southern enlargement were about half those relating to the newest members. The Northern Enlargement of the 1990s actually raised the average per capita income of the EU, and the accession of Austria, Finland and Sweden brought a net positive contribution to the Union's budget. This time the picture is completely different. The incoming members of the EU are, and will be for quite a few years, significantly poorer than the existing members. Their average wages are lower than in the incumbents; hence there could be an incentive for workers to move westward, and for capital to go eastward. Their core inflation rates will be higher due to structural transformation and their net contribution to the EU budget will be persistently negative. Of course, all this will impact on a number of EU policies and institutions, in the fields of migration and border flows, financial and budgetary provisions, monetary policy and the working of the ECB and trade and investment flows.

Advertising Profolio Essay Example | Topics and Well Written Essays - 1000 words

Advertising Profolio - Essay Example Both the sedan and the truck are badly destroyed after the crush. The billboard is accompanied by the message â€Å"Tailgating isn’t worth it. Give Trucks room. It’s the law†. The basis of the argument in this essay will be drawn from Leiss et al. (2005) with a theme of cultural frame and a focus on actualization of objects to create a deeper meaning in advertisements. According to Leiss, â€Å"a cultural frame arises from a set of images, forms of communication and some values. The three arise from the amalgamation of marketing and advertising, mass media and the popular culture.† (Leiss, 2013, 91). To begin with, the ads are chosen from the fact that they have a common aspect of road safety. They are, however, set differently with varying messages through the same background meaning, road safety. The communicative aspects in the ads are by far actualization of objects. The ambience of both advertisements is a sorry mood. Accidents have occurred in both cases as a result of dangerous driving. In the first ad, a child is bleeding following poor driving on a rainy day. In the second ad, the sedan is tailgating a truck rather than keeping a safe distance as required by the law. The results are an impact that causes both the sedan and the truck to even fold up the billboard. This is a smartly created ad that vivifies the billboard itself. It is indicative of a real time accident happening on the billboard. On the one side, the sedan’s front has been smashed up, and the driver must be in a fatal condition. On the other hand, the truck has only the back smashed but the cabin is quite some distance away, meaning that the accident had little or no consequence to the occupants of the truck. The ad makes sense as the sedan’s driver is seemingly the one on the wrong for tailgating a truck. The truck was hit, but the occupants did not suffer as m uch

Expansion of Aritizia Boutique Research Paper Example | Topics and Well Written Essays - 5000 words

Expansion of Aritizia Boutique - Research Paper Example With a population of over 800000 people, Indianapolis is the largest of the three cities. Colorado Springs follows second and last is Ann Arbor. The economic indicators of the three cities are also good. All have a higher employment rates. The city with the highest employment rates is Ann Arbor. Competition is a major challenge in the three cities. All the three cities have well established Boutiques in the market with the leading in competition being Indianapolis. Colorado Springs also has a number of boutiques, which has been in the market for a very long time. Climate however is on the side of Colorado Springs. With over 300 days of sunshine, Colorado Springs remains the best place to sell light clothes. Comparing all the above factors, Colorado Springs is the best city to expand the Aritizia products.   This research involves looking at the various cities that the expansion is to occur and identifying the various aspects of the city that will make it the best option for expansi on. After all the data is collected, analysis takes place to come up with the best city among the various options. In this paper, analysis of three cities occurs to know which among them, suits the best option for expansion of Aritizia boutique. The three cities are; Indianapolis, in Indiana, Ann Arbor, of Michigan and Colorado springs of Colorado. The main sources of information used in this paper come from various books about the small American cities, the internet and various newspapers. Analysis of the population trend of each city, its overall economic group in the past decade comes about to show the best city among the three cities listed.  Ã‚  

Managing a Telecom Project Term Paper Example | Topics and Well Written Essays - 3250 words

Managing a Telecom Project - Term Paper Example The company requires updating the cloud systems, integrating billing operations to the existing financial systems and provision of training to the staff of the company in a way that the new services can be utilized successfully and proficiently (IBM, 2014). There are certain requirements of the company regarding the completion of the project i-e the project should be completed within six (6) months of its inception. Moreover, the project has to be managed by a team of seven (7) members. The document presents a project management methodology to be adopted in order to achieve the project objectives along with its selection rationale. The document further discusses utilization of the agile project management for project deliverables. The document contains a description of the human resources required to complete the project, along with their qualifications and experience. In order to identify the scope of the project, a Work Breakdown Structure (WBS) is developed in the document. The document provides details of the WBS in which each activity / task identified in the WBS for the project is assigned human resources, cost and time. Moreover, in order to monitor the progress of the project, the monitoring and controlling processes of the project management are utilized and the same is presented in the document. In order to deliver a defect free project, an appropriate quality plan is included in the document – a project management report of managing the new teleco m service based on the cloud technology. It is pertinent to specify that a project plan containing the Gantt chart is developed to support the theories presented in this document. Currently, there are two (2) major project management standards include: the Project in Controlled Environment (PRINCE2) and Project Management for Professionals (PMP), Project Management Institute (PMI). However, in

E †Marketing of the Music Products Essay Example for Free

E – Marketing of the Music Products Essay The success of music marketing traditionally has been determined by the power of the musicians artists and the consumers. However there had been a quantum change in the power recently thanks to the increased use of information and communication technology. The music industry had long held the power to control the development of the marketing, but the advent of the internet and the technological advancement in the information and communication technology has allowed the artistes and consumers to take power of their own. There were initial apprehensions about the impact of the internet on the marketing of the music industry due to the presence of file-sharing and peer-to-peer networks that might hinder the growth of sales of the music products. However it so happened that the internet has opened up a sea of chances for the growth of the marketing of the music products through the development of new retail channels for consumers as well as for the artistes to take advantage of the increased customer net work. This marketing channel has made much more music available to a much wider and larger set of audience and consumers. Punjabi music and songs have been estimated to originate between the 14th and 15th century, as folklore with the farmers composing songs in their own dialects and tunes. There are different varieties of Punjabi music that enthrall the music lovers. The Punjabi music market had grown with the time by selling the products through recorded cassette tapes and then through the medium of compact discs. With the passage of time the internet marketing has taken over the reins and the industry developed with newer and improved technological means of marketing the ancient cultural treasure. The internet marketing has proved to be an effective platform for the Punjabi music to gain popularity not only in India but throughout the world. There is a huge difference in the marketing strategy and approaches of the Punjabi music industry before and after the introduction of internet as a marketing medium. Internet marketing has made the industry to constantly work on finding new strategies to develop the marketing efforts. While originally it was apprehended that features like file sharing and peer-to-peer networks will hamper the growth of the sale of Punjabi music products, there were no such hindrances in reality and the industry is growing day by day with the introduction of new and improved music themes. With the help of internet marketing the purchasing of music products has improved considerably and this has increased the customer needs and preferences. In this context this study looks at the contribution of internet marketing to the growth of sale of Punjabi music products and how internet has helped the music industry to introduce new and improved methods of marketing. The scope of the study is to review the development of the Punjabi music industry over the period of time along with the development of the internet marketing concept. The study also analyses the problems in the music industry associated with the development of the internet market. 1. 1 Research Objectives While looking at the overall development of the internet marketing of the Indian Punjabi music the study has other objectives like 1. Comparing the differences in the marketing approaches prior to the introduction and development of the internet marketing and the present day approaches backed by internet marketing. 2. Exploring the available present and future technologies that can help the music industry grow 3. Analysing the impact of these technologies on the conduct of business and development of marketing for the music industry in general 4. Reviewing the response of the music industry to the technological developments 5. Assessing the impact the internet marketing had on the consumer preferences and tastes in the context of the music industry in general and Punjabi music in particular 6. Assessing the impact of file sharing and peer-to-peer networks on the internet marketing of the music products. 7. Assessing the possibility of turning the illegitimate music routes to legitimate saleable propositions. 1. 2 Research Scope The study intends to review the development of the marketing concept of the music industry in general and the Punjabi music in particular over the period of time till the introduction of the concept of internet marketing and how the marketing concepts have changed over time. This can be seen from the changes in consumer preferences over the time in them asking new and more improved ways of listening to the music without losing the quality of the music. Examples in this connection are the I-pods and MP3 concepts. The findings of this study will greatly interest the music lovers as well as the music industry because some interesting information on the E-marketing strategies would be evolved which can help them to adapt to the latest developments in the technology. The study will also extend to the analysis of the reasons and extent of piracy prevalent in the music industry and the scope for converting such piracies to saleable propositions. Overall the study aims at reviewing the growth of the music industry over the period of technological improvements. 1. 3 Research Questions This study attempts to answer the following research questions among other things: 1. What is the impact of technological developments in the marketing growth of the music industry in general and Indian Punjabi music in particular? 2. What are the changes in the consumer preferences in respect of the music products with the development of internet marketing in the music industry? 3. What are the chances that piracy in the E-marketing can be contained with respect to the music products? 1. 4 Structure of the Dissertation In order to make a cohesive presentation this dissertation has been divided in to different chapters. Chapter 1 makes a brief introduction to the readers about the background of the Punjabi music and the internet marketing being the subject the thesis is going to deal. This chapter also outlines the objectives of the research and sets the questions that the research intends to find answers. Chapter 2 makes a detailed review of the available literature on the internet marketing of the music products and the associated issues with a view to familiarize the readers to the discussions on the core subject of the paper ‘Impact of Internet on Indian Punjabi Music Industry: An overview on the Internet Marketing of the Music Products’ . Chapter 3 presents an account of the research methodology that was adopted to gather the information and data needed for the completion of the research along with a justification for the chosen method of research. The findings of the research and an analysis there of constitutes Chapter 4. Some concluding remarks recapitulating the issues discussed forming the content of the text is presented in the final chapter 5. There were certain limitations of this research which are mentioned in the concluding chapter. Chapter 2 Literature Review The scope of this chapter extends to the presentation of a review of the available literature on the subject of the impact of the internet marketing on the Indian Punjabi music industry. While reviewing the literature on this particular subject the study also extends to an analysis of the impact of E-marketing on the music industry and its products. 2. 1 Indian Punjabi Music – a Background As observed earlier the origin of the Indian Punjabi music dates back to the 14th or 15 the century. Developed as folklore the music had the exquisite character of instilling energy and rhythm in to the lives of those who sing these songs. There are a number of varieties of Punjabi songs like â€Å"bhangara, jhumar, luddi, giddha, julli† and so on. The music had a vibrant style which made it popular in the world and with the migration of the people the music also travelled westwards. With the fascination for this kind of music the Punjabi music and songs have acquired a greater significance in the international world of music. Music charts are being prepared with the flavor of this Asian culture. The Punjabi music has developed to such an extent that it is compared with other popular music like rock and reggae. Even European songs are infused with the mixture of the Punjabi music and songs and have attracted music lovers all over the world. (Indian Child) 2. 1. 1 Development of Indian Punjabi Music ‘Bhangra’ one of the traditional forms of Indian Punjabi music has become increasingly popular in the Western music cultures over the period. With a tradition of more than 500 years old ‘bhangra’ which was performed during harvest festivals was increasingly being performed in weddings and other joyous occasions like New Year celebrations. According to Asia Today though the Indian Punjabi music ‘bhangra’ is still performed in its traditional form, in recent years the music has taken new versions in the form of ‘remixes, film songs, hip-hop, reggae and house music’ and through these new forms has developed a growing Western audience in the regions of Europe and North America. The music has seen its developments in the UK during the 1970s when it started influencing the British club scenes. The development of the music has been accelerated due to the presence of a large section of South Asian Diaspora especially belonging to the second generation youngsters in the whole of Europe and more specifically in the UK. In the recent past ‘bhangra’ has reverted back to its original drum beats and it is sure that this music will enthrall more audience world wide in the years to come (Asia Today)

Chritiane Nords Notion of Function Plus Loyalty

Chritiane Nords Notion of Function Plus Loyalty INTRODUCTION The emergence of functionalist approaches to translation in the 1970s and 1980s was quite revolutionary in that it marked the move from what Munday (2001: 72) describes as the static linguistic typologies of translation shift, a term defined by Catford (1965: 73) as departures from formal correspondence in the process of going from the SL to the TL, to a consideration of the overall function of the Target Text (TT) in the Target Culture (TC). However, these approaches have been criticised on various grounds. This paper investigates one of these criticisms and whether Chritiane Nords notion of function plus loyalty adequately addresses the issue. SKOPOSTHEORIE As a term, functionalism is used to refer to the aggregate of approaches to translation that focus on the overall function(s) of a text or translation (Nord 1997:1). In other words, functionalism has been expressed or practised differently by different scholars and translators. However, they all appear to have drawn inspiration from what Vermeer has called skopostheorie, the birth of which apparently marked the beginning of functionalism (Honig 1997: 6). According to Vermeer (2004), [t]he skopos of a translation is the goal or purpose , defined by the commission and if necessary adjusted by the translator (236) and this notion of skopos can be applied in the translation process, the translation result as well as the translation mode (230). This skopos determines whether a text should be translated word for word or paraphrased or even adapted. As Nord (1997) puts it, the Skopos of a particular translation task may require a free or a faithful translation, or anything between these two extremes, depending on the purpose for which the translation is needed (29). Thus a single text can beget different translations according to the different translation briefs provided. This approach was quite novel in that it, to a large extent, addressed the eternal dilemmas of free vs faithful translations, dynamic vs formal equivalence, good interpreters vs slavish translators, and so on (Nord 1997: 29). However, it has also received quite a number of criticisms. One of such attacks came from Pym (1996) who questions the ability of functionalism to provide a basis for a professional ethics of translation. He then asks: Can such a theory generate a way of discerning between good and bad purposes, between good and bad translation strategies? Or is its aim merely to produce mercenary experts, able to fight under the flag of any purpose able to pay them? (2) Pym questions the apparent neglect of the ST, undue emphasis on the TT and the freedom skopostheorie gives the translator to produce any kind of text as dictated by the translation brief, whether or not the said brief is a far cry from the intentions of the author of the source text. In response to such criticisms, Nord added the concept of loyalty to functionalism. FUNCTION PLUS LOYALTY Chritiane Nord maintains that the loyalty principle is meant to account for the culture-specificity of translation concepts, setting an ethical limitation to the otherwise unlimited range of possible skopoi for the translation of one particular source text (2007:2-3). Loyalty is used to refer to the responsibility of translators, as mediators between two cultures, towards their partners namely, the source-text author, the client or commissioner of the translation, and the target-text receivers (Nord 2001: 185). It may also be seen as taking into account the intentions and expectations of all the partners in the communicative interaction named translation (195). Though the clients brief determines the skopos of the translation, it is not the only determining factor for the translation. The translator should be loyal to the ST author by ensuring that he not produce a TT that falsifies the authors intentions (Nord 2005:32). In other words, loyalty ensures some compatibility between the ST and the TT. The translator should also be loyal to the target audience, who have some expectations of what the translations should be like, by explaining in a footnote or preface how they arrived at a particular meaning, the thought-process involved. Nord distinguishes loyalty from fidelity or equivalence. While she sees the former as an interpersonal relationship between the translator and his partners, the latter she sees as concepts used to refer to the linguistic or stylistic similarity between the source and the target texts, regardless of the communicative intentions involved (2001: 185) HOW ADEQUATE? This section looks at the adequacy of Nords function plus loyalty principle to translation, especially in relation to Pyms accusation of skopostheorie producing only mercenary experts. In the first place, it checks the apparent freedom of the translator to produce any kind of translation in accordance with the clients brief. While function requires that the translation be modelled to fit into the brief provided by the commissioner, loyalty requires the translator to justify their choice of translation method by considering the interests of all the participants involved in the translation, not just that of the client. A translator should not produce a translation that goes contrary to the brief; they also should satisfy the expectations of the target audience as well as not falsify the intentions of the author. So if the brief betrays the communicative intentions of the author, it is then the translators duty to draw the attention of the client to this apparent anomaly. Pym (2007: 132) quotes Nord as saying that If the client asks for a translation that would mean being disloyal to either the author or the target readership or both, the translator should argue this point with the client or perhaps even refuse to produce the translation on ethical grounds. So the translator is not a mere mercenary since they do not accept whatever skopos is given them. Downie puts it this way: With the addition of the notion of loyalty the translator is now ethically and professionally responsible to either observe the expectations their partners have of their work or to tell them why these expectations have not been met (2), This principle reduces the number of skopoi that could be generated for a single translation text. Two questions may be raised against the loyalty principle, one of which has been partly answered in Downies quote above namely: is it always possible for every party to be made happy by the translator? According to Nord, the translator has the moral obligation not to translate on a brief that will falsify the authors intention. If after explaining the situation to the client and the client insists on not modifying the brief to make up for the defect, the translator has the moral responsibility to refuse to do the translation. Downie has already highlighted what the translator should do if the translation goes contrary to the expectations of the receiving audience. In Nords words, if the target culture expects the translation to be a literal reproduction of the original, translators cannot simply translate in a non-literal way without telling the target audience what they have done and why (1997: 125). This increases the level of confidence the audience has on the translator and makes them more ready to accept the translation as of a good quality even if their (the audiences) expectations are not met. This raises the second question: will the adoption of the documentary translation in situations where the source culture is markedly different from the target culture, seen in the additional explanations the translator has to make for the reader, not affect the reception of the work since the audience is aware that the text is not the original, but a translation? Though the reader might be affected by the realisation, the style shows that the translator has some respect for the reader and will help build their confidence in the translator for taking the pains to explain their strategy and choices. One other issue the loyalty principle addresses is the supposed dethronement of the source text. This is also one of the bases for Pym accusation of translators as being mere mercenary experts since the ST may result in TTs with which it shares a very tenuous relationship. Loyalty insists that the communicative intentions of the author be reproduced in the TT. And this can only be achieved when a detailed analysis of the ST is done to appreciate its place in the source culture, temporally and spatially. Nord insists that the interpretation of a text goes beyond the linguistic, that it is a product of the many variables of the situation (time, place, addresses) in which it originated (1997: 119), and that the analysis of extratextual factors such as author, time, place, or medium may shed some light on what may have been the senders intentions (125-6). The translator then does a similar extratextual study of the target situation to identify the expression that best reflects the author s intentions in the target situation. So in the main, the TT intentions are hinged on those of the ST. CONCLUSION It is axiomatic that a text is open to multiple interpretations, and translations. But Nords notion of function plus loyalty has indeed restricted the otherwise arbitrary production of translation briefs and translations that are a far cry from the message of the ST. It also weakens the criticism that functionalism advocates a dethronement of the ST. However, the satisfaction of every party involved in the translation process is only but an ideal, not always practicable. But loyalty has made the translator more responsible and conscious of their translations and increased the confidence of other participants on the translator. Indeed if translators will adhere to this charge of being loyal, the problems of mistranslations will be greatly reduced. REFERENCES Catford, J. C. 1965. A Linguistic Theory of Translation. London: Oxford. Downie, Jonathan. The End of an Era? Does skopos theory spell the end of the free vs literal paradigm? online: Pneuma Foundation: In depth resources: http://www.pneumafoundation.org/resources/in_depth.jsp Homig, Hans G. 1997. Position, power and practice: Functionalist approaches and translation quality assessment. In Current Issues in Language and Society. Vol. 4, No. 1, pp. 7 34. Munday, J. 2008. Introducing Translation Studies: Theories and Applications. 2nd ed. London: Routledge. Nord, Chritiane. 1997. Translation as a Purposeful Activity. Manchester: St Jerome. Nord, Chritiane. 2001. Loyalty revisited: Bible translation as a case in point.The Translator. Vol. 7 No 2, pp. 185 202.. Nord, Chritiane. 2005. Text Analysis in Translation: Theory, Methodology, and Didactic Application of a Model for Translation-Oriented Text Analysis. 2nd ed. Amsterdam: Rodopi. Nord, Chritiane. 2007. Function plus Loyalty: Ethics in Professional Translation. In Genesis Revista Cientifica do ISAG. Vol 6, pp. 7 17. Pym, Anthony. 1996. Material text transfer as a key to the purposes of translation. In Albrecht Neubert, Gregory Shreve and Klaus Gommlich (eds.) 1996, Basic Issues in Translation Studies. Proceedings of the Fifth international Conference Kent Forum on Translation Studies II, Kent/Ohio: Institute of Applied Linguistics, 337-346. Pym, Anthony. 2001. Introduction: The return to ethics in translation studies. The Translator. Vol. 7 No 2, pp. 129 138. Vermeer, Hans J. Skopos and commission in translational action. In L.Venuti (ed) The Translation Studies Reader. 2nd ed. New York: Routledge, pp. 227 238.

Degenerative Joint Disease Or Osteo Arthritis Nursing Essay

Degenerative Joint Disease Or Osteo Arthritis Nursing Essay Osteoarthritis is the most common cause of disability in the United States. Osteoarthritis affects an estimated 27 million Americans. This painful condition develops when there is a breakdown of cartilage in the joints (Shaw, 2012, p.1). Osteoarthritis can occur with age, or it can be caused by a joint injury or stress on the joints from a specific job, sport or being overweight. Over time, some people experience extreme inflammation and permanent damage to the joint. The joint may even need to be surgically replaced. The chance of developing the disease increases with age. Most people over age 60 have osteoarthritis to some degree, but its severity varies. Even people in their 20s and 30s can get osteoarthritis. In people over 50, more women than men get osteoarthritis (Gazella, 2009). Bone ends are covered with a layer of cartilage and lubricated by a synovial fluid to provide less friction and a smooth surface for the bones to move over each other. The whole joint is enclosed by the synovial sac (Gazella, 2009). In osteoarthritis, the cartilage becomes thinner and rougher while the bone underneath thickens. The ends of the bones start to rub against each other which causes pain and even more damage. The bones try to repair themselves, but this is not very successful, so it results in a more uneven surface of spurs and cracks. The synovium also produces extra fluid, which results in swelling, and there are changes to the ligaments, which cause movement restriction. Muscles may also become weaker Progression is slow and many patients diagnosed with OA will not suffer a great degree of deterioration (Gazella, 2009). The most common other form of arthritis is rheumatoid arthritis (RA), which has a different pattern of signs and symptoms, although some of the symptoms may overlap. Symptoms of OA can also vary, with flares and remission, which can make diagnosis more difficult. Other factors such as the cold and damp weather often can increase pain. One complication which can occur is calcification, which is when deposits of calcium crystals form in the cartilage to cause further swelling and the joint can become hot and red. Pain and stiffness in the joints are the most common symptom. The pain is often worse after exercise and when you put weight or pressure on the joint. Your joints may ache, or the pain may feel burning or sharp. For some people, the pain may come and go. Constant pain or pain while you sleep may be a sign that your arthritis is getting worse. When you have arthritis, getting up in the morning can be hard. Your joints may feel stiff and creaky for a short period of time, until you get moving. You may also get stiff from sitting. The muscles around the joint may get weaker. This happens a lot with arthritis in the knee. Arthritis can cause swelling in joints, making them feel tender and sore. Joints can start to look like they are the wrong shape, especially as arthritis gets worse. As it gets worse, you may not be able to fully bend, flex, or extend your joints. Or you may not be able to use them at all. Your joints may make crunching, creaking sounds. This creaking may also occur in a normal joint. But in most cases, it doesnt hurt and doesnt mean that there is anything wrong with the joint. The phrase morning stiffness refers to the pain and stiffness you may feel when you first wake up in the morning. Stiffness usually lasts for 30 minutes or less. It can be improved by mild activity that warms up the joint (Shaw, 2012). There are several factors that can increase the risk for developing osteoarthritis, including heredity, obesity, injury, or overuse of certain joints. People born with abnormalities are more likely to develop osteoarthritis. Some people have an inherited defect in one of the genes responsible for making collagen a major component of cartilage; this causes defective cartilage, which leads to more rapid deterioration of joints (Gazella, 2009). Obesity increases the risk of osteoarthritis. Maintaing ideal weight or losing excess weight may help prevent osteoarthritis, or decrease the rate of progression once osteoarthritis is established. Injuries contribute to the development of osteoarthritis. For example, athletes who have knee-related injuries may be at higher risk of developing osteoarthritis of the knee. In addition, people who have had a severe back injury may be predisposed to develop osteoarthritis of the spine. People who have had a broken bone extending into the joint margin are prone to develop osteoarthritis in that joint (Osteoarthritis, 2009). Overuse of certain joints increases the risk of developing osteoarthritis. Osteoarthritis is not associated with fever, weight loss, or anemia. As of now there is no known cure for osteoarthritis, but treatments can help to reduce pain and maintain joint movement. Acetaminophen (Tylenol) can relieve pain, but doesnt reduce inflammation. It has been shown to be effective for people with osteoarthritis who have mild pain to moderate pain. Taking more than the recommended dose can cause liver damage (Mayo Clinic, 2012). Non-steroidal anti-inflammatory drugs (NSAIDs reduce inflammation and reduce pain. Over-the-counter NSAIDs can cause stomach upset, ringing in your ears, cardiovascular problems, bleeding problems, and liver and kidney damage. Narcotics typically contain ingredients similar to codeine and may provide relief from more severe osteoarthritis pain. These stronger medications carry a risk of dependence, though that risk is thought to be small in people who have severe pain. Side effects include nausea, constipation, and sleepiness (Researchers from National Research Center Describe Findings in Osteoarthritis, 2012). Working with a physical therapist can help. The physical therapist can work with you to create an individualized exercise regimen that will strengthen the muscles around your joint, increase the range of motion in your joint and reduce your pain. Find ways to go about your day without stressing your joints. Consider trying splints, braces, shoe inserts or other medical devices that can help reduce your pain. These devices can immobilize or support your joint to help you keep pressure off it (Gazelle, 2009). The Arthritis Foundation and some medical centers have classes for people with osteoarthritis or chronic pain. These classes teach skills that help manage osteoarthritis pain. Injections of corticosteroid medications may relieve pain in the joint. During this procedure the doctor numbs the area around the joint, and then inserts a needle in the space within the joint and injects medication. The number of cortisone shots you can receive each year is limited, because the medication can cause joint damage (Mayo Clinic, 2012). Injections of hyaluronic acid derivatives may offer pain relief by providing some cushioning in your knee. These treatments are made of rooster combs and are similar to a component normally found in your joint fluid (Mayo Clinic, 2012). In joint replacement surgery (arthoplasty), the surgeon removes the damaged joint surfaces and replaces them with plastic and metal devices called prostheses. The hip and knee joints are the most commonly replaced joints. Surgical risks include infections and blood clots. Artificial joints can wear out or come loose and may need to eventually be replaced (Shaw,2012). Medications and other treatments are key to managing pain and disability, but another major component to treatment is your own attitude. Your ability to cope despite pain and disability caused by osteoarthritis often determines how much of an impact osteoarthritis will have on your everyday life. Make a plan with your doctor for managing your arthritis. This will help make you feel that youre in charge of your disease rather than vice versa. Studies show that people who take control of their treatment and actively manage their arthritis experience less pain and function better (Mayo Clinic, 2012). It is also important that you know your limits. Rest when you think it might be needed. Arthritis can make a person feel fatigued and makes that person prone to muscle weakness, a deep exhaustion that makes everything you do a great effort. Resting or taking a short nap that doesnt interfere with nighttime sleep may help a great deal.

Neil Simon, The Most Successful Playwright In The History Of Theatre :: essays research papers fc

Neil Simon, the Most Successful Playwright in The History of Theatre "It can be argued that Neil Simon is not only America's most successful playwright, but also the most successful playwright in the history of theatre."1 Despite being criticized for lack of substance, his hugely successful comedies are consistently revived, whether on Broadway or in other community or dinner theatres. Last week the University of Notre Dame's Mainstage season opened with the departmental premiere of Barefoot in the Park. Though the play originally opened more then thirty years ago, the themes of compatibility and compromise that it presents are still relevant today. Simon masterfully manipulated the plot of Barefoot in the Park to include all of the elements of a fine play (intrigue, credibility, surprise, etc.) and to create a viable playscript that both emphasizes the play's major themes and, just as importantly, makes the audience laugh. Simon has skillfully constructed the plot of Barefoot in the Park to showcase and emphasize his themes of compatibility and need for compromise. The plot itself starts out fairly simple. In the first act, Paul and Corie Bratter, wed but six days, move into their new apartment on the top floor of a brownstone in New York City. From the very first, the audience can see that these are two very different characters that have very different values, and yet Paul and Corie are very much in love. The plot progresses as other characters are introduced. First to visit the newlyweds is Corie's mother, Mrs. Banks. The relationship between Corie and her mother also involves a clash of very distinct personalities. With the appearance of the Bratter's eccentric upstairs neighbor, Victor Velasco, Corie sees the opportunity to play matchmaker and inject a little romance into her staid mother's life. The first act concludes with Corie's plan to bring the two together at an upcoming dinner party, much to the chagrin of her husband Paul. This creates intrigue--"that quality of a play which makes us curious (sometimes fervently so) to see 'what happens next'"2-- because the audience is left wondering whether Corie's plan will work. Thus the first act provides exposition, creates a feeling of suspense, and begins to showcase the compatibility problems in the relationships of several of the characters. The second act takes place in two parts: the first before Corie's dinner party, and the second in the aftermath. Throughout the first part of the act, Simon emphasizes the enthusiasm, spontaneity, and lack of forethought with which Corie approaches her matchmaking task. Paul, on the other hand, acts like "a stuffed shirt"3 and tries to show Corie the foolishness of her plan.

Immobilisation of Enzimes Essay -- Chemistry

Immobilization of enzymes is one of promising methods in enzymes performances enhancement, such as stability, recovery, and reusability. However, investigation of suitable solid support in enzyme immobilization is still the one of problems to prevent the reduction of enzymes activity. Polyethersulfone (PES) and aminated PES (PES-NH2) as novel materials for the immobilization were successfully synthesized. Structure of synthesized polymers were characterized by NMR, FTIR, and MALDI-TOF. The membranes based on PES and PES-NH2 with various pore sizes (from 10 to 600 nm) was fabricated to be applied as bioreactor to increase the immobilized lipase performances. The influences of pore sizes, concentration of additives, and the presence of functional groups on PES backbone toward enzyme loading and enzyme activities were studied. The largest enzyme loading was obtained by the immobilization of Mucor miehei onto PES-NH2 membrane composed of 10% of PES-NH2, 8% of DBP, and 5% of PEG (87 2.62 ï€  Ã¯  ­g/cm2). Activity of immobilized lipase was determined by hydrolysis reaction of pNPA and methanol to produce pNP which showed the hydrolysis reaction catalyzed by immobilized lipase onto synthesized PES (10%) membrane represented the highest enzyme activity value (568.48 mmol pNP min-1 cm-2). From the reusability test, the immobilized lipase onto PES-NH2 showed better constancy than the immobilized lipase onto PES by four times of reactions which indicated that this novel material is potential to be developed as bioreactor on enzymatic reaction. Keywords: Aminated PES, solid support, Mucor miehei, enzymatic reaction, lipase immobilization 1. Introduction Lipase, also known as triacylglycerol ester hydrolase (EC3.1.1.3), is one of inter... ...ovic, Appl. Microbiol. Biotechol. 49 (1998), 267-271. [23] L. Giorno, E. Drioli, TIBTECH 18 (2000) 339-349. [24] S.C. Stamatoglou and J.M. Keller, The Journal of Cell Biology, 96 (1983) 1820-1823. [25] M.G.Wolf, M. Hoefling, C.A. Santamaria, H. Grupmuller, G. Groenhof, Journal of Computational Chem. 31 (2010) 2169-2174 [26] T. Tosa, T. Mori, N. Fuse, I. Chibata, Biotechnology and Bioengineering. 9 (1967) 603-615 [27] L.A. Nelson, T.A. Foglia, W.N. Marmer, JAOCS, 73 (1996) 1191-1195. [28] G. Pozinak, B. Krajewska, and W. Trochimczuk, Biomaterials, 16 (1995) 129-134. [29] M.T. Sho, F. R. Eirich, H. Strathmann, and R. W. Baker, Journal of Polymer Science: Polymer Letters Edition, 11 (1973) 201-205. [30] D.S. Marsman, NTP Toxicity Report, 30 (1995) 5-93. [31] N. Handayani, N. Miletic, K. Loos, S. Achmad, and D. Wahyuningrum, Sains Malaysiana, 40 (2011) 965-972.

The Transition of Women

The Changing World of Women As a daughter living in a strict environment and living in a traditional ways, things get a little rough. My father is center of the household, so basically everything he says goes. In the western world it†s usually the other way around, it†s usually both the parents that have a say in things. In my society(Muslim society) my mother has a say in nothing unless my father asks. My mother is an excellent mother but she mustn†t say anything or it would be considered not being a good wife. As I get older I am always dreading the day I am asked to be married. I know times have changed but I have a major dilemma. Am I going to marry or continue my education? The problem is I like working with medicine and I want to further my education by going to college. But that requires a minimum of six years university attendance and if I want more degrees that another five years. Most of my medical friends that are females married and had children while they were studying in college. I don†t want that to be me. I want to actually finish something I start. My father isn†t exactly helping me with the situation. He hates the fact that I want to work. In his case, women are not supposed to work unnecessarily if their husbands can provide for them(or their fathers can provide for them if their not married), but in a place like Saudi Arabia where men and women don†t mix at work, working just enhances the mind and makes one wiser to the ways of the world. In my mothers opinion, women become better companions to their husbands who should be more understanding and supportive. I feel that instead of being selfish, we can work out ways that help us be! good mothers, wives and also continue with our needs of life. If education is one such need, then there are ways to acquire it without causing disturbance. I think my father needs to catch up with the rest of the Muslim world instead of staying in the traditional ways. He said when I finish or if I finish my medical school he would refuse permission to let me work in a hospital. I guess some things will never change. The only person this dilemma is affecting is me. No one else has to go through my challenge of being a women over coming these obstacles but me. Hopefully their will be other women that follow in my foot steps and make a difference for all women or at least try. Women have come a long way but they are coming up in the world and no one can stop us.