Remington Consulting Group Essay Example | Topics and Well Written Essays - 3000 words

Remington Consulting Group - Essay Example This report incorporates investigation of Remington Consulting with regards to human capital administration and low work turn over. It contains pertinent speculations and investigation of those with regards to the association. Notwithstanding that, the report additionally incorporates the significant issues that are emerging out of low work turnover and suggested determination process. Proposals have been produced for thought by the Board of Directors and Director of Human Resources dependent on insufficiencies distinguished, and procedures to beat confinements. Suggestions incorporate the improvement of a program for human capital administration; tolerating higher turnover; grasping development in the association; embracing key human asset determination rules and forms and receiving current HRM rehearses. This incorporates rebuilding the authoritative limits for a move towards dynamic duties, and broad utilization of advancement. This investigation is a contextual investigation of Remington Consulting Group. This investigation was allocated to a unit task. The examination has been spread out in a few areas. Areas incorporate the official outline; terms of reference; strategy; discoveries; ends and proposals; references and supplements. The investigation has been directed in a few stages. The main stage was a review of the case. This was trailed by the survey of important writing as course books, scholarly distributions, contextual investigations, reports. Material from distributions was incorporated to dissect the Remington case situation. This strategy was viewed as perfect for the investigation as it permitted survey of a wide scope of writing to assess the examination, and recognize great practices. Ends were drawn dependent on the investigation, and proposals were created. Discoveries from the audit of writing have been examined.

Prejudice Essays (788 words) - Discrimination, Prejudice

Bias Matchmaker.com: Sign up now for a free preliminary. Date Smarter! Preference At the point when an individual hears the word preference, the individual may think it just alludes to the racial preference regularly found between those with fair complexion and those with brown complexion. In any case, bias runs a lot further than an individual's shading. Preference is found between sexual orientation, religion, social and topographical foundation, and race. Individuals have segregated against others dependent on these properties from the earliest starting point of time. Preference has become a mind boggling issue in our general public today and quite a bit of our reality's history depends on such disdain. In the 1600's, white men utilized Africans as slaves and regarded them as though they were not human. Shaded individuals were not permitted to utilize indistinguishable water fountains from white individuals until the mid-1900's. Hitler and his men executed more than 5,000,000 individuals since they were Jewish or were not their meaning of ordinary. The Ku Klux Klan exists today and straightforwardly declares its scorn towards Jews what's more, minorities individuals. Our general public is filled with such contempt dependent on people groups' convictions and sources and it appears to be millions are battling one another for no pertinent explanation by any stretch of the imagination. I do accept that we can incredibly decrease the measure of preference in our present reality, yet I don't imagine that it will ever totally leave. Society has apparently come to with the exception of all races, religions, and sexual orientations, and probably has accomplished political accuracy, however there will everlastingly be people who separate dependent on these issues. These people regularly structure huge gatherings that enlist new individuals to authorize their disdain of those with a specific religion or skin tone. Clearly, nobody can tell these individuals that they can't have their own suppositions or convictions, for they reserve the privilege to detest whomever they like. Be that as it may, I accept we have to bring up our kids to acknowledge all individuals, regardless of what god they do or don't have confidence in or what shading skin they may have. In the event that youngsters are raised around individuals who are not equivalent to they are, at that point they will in all likelihood not think anything diverse of individuals who don't look equivalent to them or accept what they accept. On the off chance that we raise our kids to accept all individuals are equivalent from the beginning, at that point partiality will gradually break down after some time. We, as mankind, need to concentrate on not making a decision about individuals before we know them for what their identity is. Today, there are such a significant number of various individuals in this world that generalizations are quite often off base, the same number of individuals decide not to be supporters, yet to be people. I know many white individuals who, on the off chance that they see a youthful dark male remaining on the corner, wearing a particular sort of apparel, will perceive that he is in a group and has aims of harming others. How might somebody say such a thing when all they have seen is one's appearance? The kid remaining there could be an incredible understudy in school who helps other people and plans to turn into somebody significant later on. Asians, African-Americans, Hispanics, Caucasians, and all other ethnic gatherings need to look past one another's physical qualities and begin peering inside an individual to see who they genuinely are. All things considered, characters don't lie outwardly of one's body, however, in one's brain. I accept individuals need to quit following the group and structure their own assessments. I am certain that couple of individuals of the Ku Klux Klan initially felt as though whites are better than all other races. They just felt as though they would fit in better and would be more famous or on a more elevated level on the off chance that they accepted such thoughts. As the Klan picked up individuals, it turned out to be all the more remarkable and an expanding number of individuals felt as though their lives would be improved on the off chance that they joined the gathering. Guardians and schools need to instruct kids that individuals need to have politeness and benevolence towards others, regardless. Individuals join these supremacist and strictly one-sided bunches since they feel it will improve their lives, not mindful about the other people who will be influenced by their scorn. Guardians need to ingrain in their kids the estimation of one regarding others as they, themselves, might want to be dealt with genuinely are. On the off chance that everybody in this world had regard for each other, we would live in harmony and have the option to let others have faith in what they wish and acknowledge that everybody is extraordinary. I trust everything comes down to guardians educating their

Humorous Wedding Toast by the Brides Brother Essay -- Wedding Toasts

Silly Wedding Toast by the Bride's Brother Great night Ladies and Gentlemen. Initially, for the benefit of the bridesmaids, I'd prefer to express gratitude toward Mike for his thoughtful words and emphasize how awesome they look and what an incredible occupation they have done today. I might likewise want to state that Sallie looks shocking - as I'm certain you'll all concur. Which truly isn't that quite a bit of an unexpected given we are connected. Sallie is obviously my sister, so I've known her any longer than I've known Mike. Yet, I have been harshly cautioned not to dive into any of her horrendous past connections, her terrible pre-and post-adolescent disposition, her initial issues with liquor and the short spell she spent in a Singapore prison for sedate dealing. Rather, all I'll state is that, as I have seen her grow up, she has become...

Investigating Dangerous Business Management In Kodak - Free Essay Example

The reason of this paper is to investigate how the Kodak answers to the dispute commencing the transformational expertise that impersonates the risk to its chronicled enterprise model. We continue this paper of trade conflict to attempt this analysis. The paper makes two contributions: first is to continue comprehending trade conflict and second is to discover from revelation of Kodaks answer to digital photography. Our additions to living trade conflict encompass concerns of organizational change, and culture of organization. Information expertise has promised to change commerce through creation of new digital goods and services. Kodaks managers, culture and rigid, bureaucratic formation hindered the very fast answer to new expertise which spectacularly altered method of apprehending and distributing images. Film is the personal, chemical merchandise, and regardless of the succession of new CEOs, Kodaks managers were incapable to make the transition to believe digitally. Kodak has skilled the almost 80% down turn in its workforce, decrease of market share, the falling supply cost, and important interior turmoil as the outcome of its malfunction to take benefit of this new technology. 2.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Company background George Eastman based Eastman Kodak Company in 1880 and evolved first snapshot camera in 1888 (Gordon, 2003). It became comprehensible early on that consumables supplied revenue; cameras did not require being costly because their proprietors utilised large allowances of film. Kodak bought into very powerfully in movie and when hue taking photographs was presented, it was one of couple of businesses that had information and methods to succeed. The business accomplished $1 billion in sales in 1962. By 1976, Kodak apprehended most of US movie and camera market (90% and 85%, respectively). Kodaks photofinishing method rapidly became commerce benchmark for quality (Scoblete, 2008). As the outcome, most of power of company centralised on its huge film-making vegetation, and historic CEOs came from constructing occupations at factory. Kodaks sales strike $10 billion in the year 1981, but then comparable stresses, particularly from Fuji, hindered future increases. In 1986, Kodak created fist megapixel sensor apprehending 1.4 million pixels to make the high-quality 5 ÃÆ'Æ’- 7 print. Kodak had presented more than 50 goods that were joined to arrest or alteration of digital images (Scoblete, 2008). In 1990 Kodak started to deal its Photo compact computer disc scheme in which the buyer took the roll of movie to the photofinisher who put pictures on the CDROM other than paper. The buyer required the Photo compact computer disc contestant to glimpse pictures on the television screen. However, charges were too high and merchandise not ever accomplished achievement Kodak had forecasted. Kodak went in the course of the total of seven restructurings throughout time span between 1983 and 1993. In 1993 Kay Whitmore, the Kodak insider, paced down as head individual to be restored by George Fisher, CEO who had turned round Motorola (Scoblete, 2008). The board glimpsed Fisher as the digital man. One of Fishers first strategic proceeds was to progress Kodak on photography; he traded businesses in its wellbeing segment, assembling $7.9 billion he utilised to repay debt. He furthermore went after Fuji and Japanese government for holding back sales of Kodak products.   Kodaks strives against with Fuji through digital photography For Kodak, creation and development of digital photography was apparently the trade conflict that had the spectacular influence on movie sales. It was the once-in-the-hundred-years change for company. Unlike computer disk propel commerce that is famous in this work, proceed to ICT and digital altered method by which buyer apprehended, brandished and distributed images. Trade conflict make goods that are normally lower, lesser and often more befitting to use than customary products. Digital cameras were a costly curiousness at the start, but shortly manufacturers advanced their presentation and they certainly decreased prices. Digital photography, as documented previous, was not just the merchandise, but the change in whole method of apprehending, brandishing and conveying images (Scoblete, 2008). Kodak gravely underestimated how rapidly demand for this new expertise would grow. This paper forecasts that Kodak resource-allocation methods disappoint buying into in possibly trade conflict. However, opposing to his computer disk propel commerce demonstrations, Kodak did invest huge allowances in digital photography. It just not ever had much to display for it. Fisher reached after Kodak had expended $5 billion on digital imaging RD with little approaching from labs. Product development and sales were dispersed over more than the dozen partitions; at one issue business had 23 distinct digital scanner tasks under development (Scoblete, 2008). Kodak went through the number of restructurings and at times had the distinct digital organizational unit. In the year 1994 Fisher divided digital imaging from silver-halide photographic partition to conceive digital and directed imaging division (Scobl ete, 2008). However, it seems that it was not distinct sufficient as there was infighting between customary movie enterprise and digital photography unit. Kodak endeavoured the number of distinct organizational organisations for digital enterprise, as an example: In Fall of 2000 Kodak reorganized to convey digital and directed imaging and buyer imaging under one organization, in alignment to end interior conflict between movie and digital segments.   3.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚     Objective of Marketing Campaign; Expected results Japan is the third largest film and photographic paper industry country in the world. Its total sale of $9 billion is rather close to reach sale of the American and European market. In 1993, When George Fisher was appointed as CEO of Kodak; he changed marketing strategy for Kodak and mainly single line business imaging was focused; heavy investment were made in digital imaging capability. To change market position of Kodak he analyzed its global market share and evaluated Japan as rather inaccessible and low share market for Kodak. To capture Japanese market it was significant to structure new marketing strategy. This marketing campaign was strategized to fall within following objectives. First objectives of the marketing campaign were gain and maintain products leadership by adopting creativity and launching new products rapid. The second objective was to up-grade the brand name by using co-brand film. The third was to establish a stable and strong tie in the Japanese market . The fourth and last objective of this marketing campaign was to get greater access to Japanese market through effective marketing means.  4.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Main issues/problems This paper presents the structure for considering with trade conflict that focuses on assets, methods and values. Resources encompass persons, gear, technologies, money, merchandise concepts and relationships. Processes are methods and operational patterns of Kodak, and standards are measures workers use to set main concerns for producing decisions. Managers conceive methods in order that workers present jobs in the reliable way every time; they are not intended to change. The most significant methods when contending with the trade conflict are those in backdrop for example how business does market study and convert it into economic projections, and how business negotiates designs and budgets (Scoblete, 2008). Employees display their standards every day as they conclude which instructions are more significant, what clients have main concern and if an concept for the new merchandise is attractive. The workout of these standards constitutes culture of organization. Culture characteri ses what organization does, but it furthermore characterises what it will not manage, and in this esteem can be the disability when tackling the new innovation.  Core rigidities Dynamic capabilities may not, although, habitually endow the Kodak to reconfigure its enterprise in answer to an external threat. (Gordon, 2003) inserts concept that centre undertakings of Kodak can become so rigid that it will not reply to new innovations. Her four proportions of the centre capability include: (the) worker information and skills; (b) mechanical schemes which embed information and support innovation; (c) managerial schemes which direct information creation and command and (d) standards and norms affiliated with diverse kinds of knowledge. (Gordon, 2003) proposes that centre capabilities that are befitting in one position may turn out to be unsuitable in another, for demonstration, trials for an incumbent Kodak from the new entrant. These centre capabilities, other than being dynamic and cooperative in contending with change, become centre rigidities that inhibit the response. There are the number of routes to rigidity. Because business assets are restricted, companies often focus one control and esteem, which makes business less appealing to persons from non-dominant disciplines. It is so straightforward for mechanical schemes to become outdated, particularly when they engage costly vegetation and gear or convoluted software. Management schemes furthermore become rigid over time as persons reply to inducement and pay systems; there is little concern in accomplishing jobs that emerge to be undervalued by older management. It is so straightforward for organization to drop into competency trap; workers assure themselves that their present methods and expertise are better to the new, trade conflict, and they go incorrect to reply appropriately. Rigidities in these centre capabilities inhibit one-by-one and organizational discovering when battled with the uncommon, technological disruption. Employees may be snug with their living information and abilities and oppose discovering new technology. There may be little induce ment to construct new mechanical and managerial schemes, or to discover new information to conceive systems.  5.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   What are likely linkages that might be done Management propensities Management propensities work out conclusion of assault between dynamic capabilities and centre rigidities in answering to the transformational technology. This significance is an elongation to study illustrating significance of managers in working out Kodak presentation outcomes. Managers have to evolve the scheme that emphasizes answer to the trade conflict, and they should broadcast this scheme all through Kodak (Scoblete, 2008). Senior managers have to discover the new expertise and evolve cognitions that change is indispensable; they should lead change effort. Managers should furthermore assist subordinates evolve cognitions that reply to the new main heading for Kodak. They should educate other ones in organization about their dream for Kodak and glimpse that workers discover this new enterprise form and all that it entails. We mention to these managerial undertakings as propensities or managers inclinations to proceed in the certain way. During c ourse of answering to disruptive technological change, difficulties outcome and origin distinct administration grades to have distinct managerial cognitions. If it is attractive to change general main heading of the Kodak, older managers are probable to be faced with one assembly of long-run workers who display centre rigidities, and newer workers who are seeking to innovate and take benefit of Kodaks dynamic capabilities. It is intriguing to note that consideration overhead has the aligned in IS scheme literature. For demonstration, has suggested the structure for data schemes strategizing which focuses on exploitation, investigation and change management. A Kodak battled with the technological discontinuity desires to discover, utilize its dynamic capabilities and discover the new, agile answer to the threat. It desires to conceive information, which is the key constituent of Galliers IS scheme structure as well.  A second extension: association culture Organizational culture forms organizational cognition and has the very significant function in its answer to technology-enabled transformations. We have taken up (Gordon, 2003) delineation of culture for reasons of this paper. Culture is the convention of rudimentary assumptions that the granted assembly has created, found out, or evolved in discovering to contend with its difficulties of external adaptation and interior integration the convention of assumptions that has worked well sufficient to be advised legitimate, and thus, to be educated to new constituents as correct way you see, believe, and seem in relative to these problems. Founders educate organizational constituents through their activities and through this method, culture is evolved, wise and embedded. Culture functions at both macro and micro grades inside an organization. As characterised by Schein, culture is the multilevel notion that is fragmented over domains for ex ample distinct kinds of management. Literature often focuses on function of older administration in conceiving the Kodaks culture; we glimpse the require to address function of middle administration which has been less emphasized in former research. Managers are normally biggest managerial assembly and they play the key function in applying Kodak strategy. Given their place in organizational hierarchy, middle managements propensities may be distinct from those of older management. Previous publications on organizational change accepts function of culture in helping, organising, or impeding change. A bureaucracy is affiliated with slow answer and workers who worth security over risk-taking. Bureaucratic structure directs to organizational inertia. Thus, an organization culture that encourages hierarchy and sustaining rank quo will be resistant to trade conflict.  6.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Solutions implemented Change The structure proposes that administration propensities leverage proficiency of organization to marshal dynamic capabilities for change and to strike centre rigidities. What was outcome of this ongoing labour at Kodak? One of key flops at Kodak was incompetence of organization to convey about change: it was not adept to marshal dynamic capabilities for change or effectively contradict centre rigidities. The board of controllers at Kodak chartered George Fisher to convey about change, to assist alter Kodak into the digital business and conceive the digital mindset. Fisher divided companys imaging efforts into the new partition of Digital and Applied Imaging. Eventually Fisher reached at the networks and consumables form for Kodak. The business would be in middle of imaging enterprise with clients, dispatching photographs, utilising Kodak publish kiosks, and publishing photographs utilising Kodak printers and paper. Managers at Kodak did not assist function of filtering concepts that bubble up from smaller grades of organization to work out what to overtake on to older management. Instead, managers opposed digital photography for the kind of causes, the opposition that in end jeopardized their own jobs. Fisher and rest of older administration were incapable to overwhelm these rigidities. Kodak had the number of dynamic capabilities, but its capabilities in movie overshadowed those in digital processes. Kodak managers were very thriving in evolving methods for constructing high-quality movie and publishing paper. Kodak furthermore had the number of technological assets that positioned it for achievement in movie enterprise, encompassing information of chemistry, movie output and patents on its processes. There were furthermore numerous complementary assets in location encompassing one of best-known emblems in world and advocating programs. Kodaks chronicled route was through film. It was digital expertise that comprised the absolutely new rout e for numerous employees. In Kodaks case nearly the centurys know-how in movie inhibited other than helped the move to new technology. It seems that centre competencies that were to blame for Kodaks achievement in past turned into centre rigidities that inhibited its answer to digital photography, especially in ranks of managers. Kodak workers had the riches of information about producing film. Some workers were knowing about digital photography, but they tended to be new workers chartered to conceive change. At Kodak, older managers failed at conveying about the huge change in organization. Fisher altered those at peak of organization to believers in future of digital photography. Organization culture Kodak furthermore proposed our second extension. Some of Kodaks malfunction is due to culture of business and employees powerful conviction that Kodak intended film. Kodaks powerful market share made the monopoly, rigid mindset as asserted by John White, who was charter ed from Pentagon to work on software. As in numerous large vintage thriving businesses, persons running it not ever conceived the business. They presided over franchiseÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦Thats not the good location to train persons to be tough. Managers at all grades in Kodak furthermore consistently underestimated development of market for digital cameras. Kodak was assured that expert person taking photographs would be first adopter and that amateurs would proceed more slowly. From sales statistics, this proposition was gravely in error. Kodaks culture and hierarchical structure furthermore got in way of an productive answer to digital photography. Kodak was the business that treasured harmony, so the supervisor might believe that there was support for the new discovery because persons failed to talk out contrary to it, even though they are against idea. Employees treasured hierarchy and authority:    It was so hierarchically oriented that everyone loo ked to friend overhead him for what required to be done.  7.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Discussion One of goals of this paper is to suggest additions to this paper of trade conflict that advance its proficiency to interpret foremost, IT-enabled transformations. We accept as factual that annals of Kodak carries this paper of trade conflict and dilemmas of innovator, and at identical time proposes some additions to this trade conflict. Generalizing our study of Kodaks trade conflict, we supplemented concerns of organization change and culture. This paper assists to realise change methods and labour administration faces as it endeavours to marshal Kodaks dynamic capabilities for change while overwhelming centre rigidities in organization. A second aim of paper is to discover from Kodaks failed answer to trials and risks of ICT and digital cameras that altered method of photography. Kodak bought into very powerfully in digital photography, but managers and culture of organization made it unrealistic for business to capitalize on that investment. When battled with the uncommon, di scontinuous change from expertise, older administration in the Kodak faces intimidating task of altering organization to adopt new technology.  Main conclusions/ implications Change counts on assuring administration ranks that risk is serious; after the long time span of achievement, centre competencies become centre rigidities, producing change that much more difficult. Kodak furthermore illustrates how tough it is to change an organizations culture; the gracious, bureaucratic organization operated by risk-averse managers is improbable to reply effectively to the trade conflict. It was not clear that clients were prepared for new innovations, and incumbent manufacturers obtained little repsonse proposing require for them. In Kodaks case, clientele was adopting new expertise at the fast rate. What are courses learned? The most significant fact is that administration has to identify risks and possibilities of new data and communications technologies and marshal capabilities for change. This change effort engages striking centre rigidities and culture of organization, and conveying all grades of workers on board, or change effort will fail. This inv estigation of Kodaks annals carries suggested additions of this paper, expressly require to change organization and its culture when answering to the trade conflict. The unanswered inquiry is when battled with the foremost technological discontinuity, can managers and organizations change the enterprise form that has been thriving for more than the century?

Leaders of Womens Suffrage - Free Essay Example

Sample details Pages: 2 Words: 693 Downloads: 10 Date added: 2019/08/12 Category Law Essay Level High school Tags: Women's Suffrage Essay Did you like this example? The womens suffrage movement was from 1848 to 1920 when women fought and spoke out for equality and political rights. Women had no power to own land, to vote, no voice in their marriages, and were limited on what they could do. This caused women to unite and fight for their freedom such as creating womens groups, take part in the anti-slavery and temperance movements, and give speeches for over seventy years until the nineteenth amendment passed and were legally allowed to vote. It all started when 100 men and women decided to gather at Seneca Falls, New York, for a womens rights convention to confront the problem of womens suffrage.(Jeydel 41) At this convention, women began to create their roles such as, setting up charitable societies speaking out against intemperance and slavery, organizing against their employers, and demanding expanded property rights, education, and employment opportunities for women. (Cogan Ginzberg 427) People didnt think that what the women would do would ever bring change, and saw it as impossible. There was a demand for a social, political, educational, economical, moral, and legal voice and seat for all women. (Jenkins 133) Women believed for equality and for the same power that men had, as well as the same opportunities, jobs, and titles. Don’t waste time! Our writers will create an original "Leaders of Womens Suffrage" essay for you Create order Womens groups began forming, as leaders would rise, take charge and guide them. One of the leaders was a woman known by Susan B. Anthony, who was an activist that participated in the anti-slavery movement and the temperance movements. (Jeydel 40) She had given a speech at one of the Daughters of Temperance meetings, which was where people would be educated about the prob lems of alcohol, and pushed for the New York legislature to forbid production and sales. (Jeydel 40) Elizabeth Stanton was another woman who was a leader in the suffrage movement. Elizabeth and another woman named Lucretia Mott had planned the womens rights meeting at Seneca Falls. (Jeydel 41) Anthony and Stanton one day met at a anti-slavery meeting at the Seneca Falls and become close friends who became about of the Daughters of the Temperance group. When the two friends found out about the Sons of Temperance group, they decided to attend the meetings, only to be silenced and told that they were to listen and learn and werent allowed to speak there. (Jeydel 41) They had later created the Womens National Loyal League that was composed of loyal women of the North whose stated aim was to educate the nation into the true idea of a Christian Republic.(Jeydel 41) Because of this womens group, it supported for the petition for the emancipation of slaves. These two women both saw an issue that needed to be changed, so they came together and created groups that would encourage other women to join the movement and push to end slavery. Another women who was considered a great leader during this time was Elizabeth Boynton Harbert, who was an important womens suffrage leader in Illinois. She was one of the most known Illinois leaders to encourage women in the middle-class to reform work. (Buechler 79) Harbert began to write and publish a weekly new articles and known as Womans Kingdom and kept up with it for up to seven years. She had written a play later that was about conventional patterns of child rearing artificially restricted women to the narrow realm called womans sphere, and the contributions women might have made to society had they not been restricted. (Buechler 81) She wanted people to see how women were limited on what they could do, and how if they were permitted to do as they want, how they could have helped in society in greater ways. Harbert had encourage women to push for the equality for work and family for both genders. Women had wanted people to think that by giving them rights, it wouldnt change womens expectations in society. (Buechler 82) Harbert believed that women had a mission to fulfill on the earth. The mission of woman on earth? To uplift, purify, and confirm, by her own gracious gift, the world. (Buechler 82) She wanted women to feel that the world needed them and that they were more important than they thought they were.

Idiot Savant Blessing Or Curse - 1504 Words

Idiot Savant: blessing or curse? By: Amunhotep Stubbs Advanced Placement Psychology Mr. Cuetara June 4, 2015 Abstract According to the Merriam-Webster Dictionary, idiot savant is a rare condition where a person who is considered to be mentally disable, displays brilliance in a specific area. Idiot savant was first coined and discovered by Dr. J. Langdon Down in 1887. Dr. Down is best known for his description of the disorder called Down syndrome. In French, idiot savant means learned idiot. Idiot savant can be hereditary or caused by damage to the left hemisphere of the brain resulting in spectacular abilities. This paper will discuss the significance of acquired savant, autistic savant, and cases of idiot savant. Introduction The study of psychology is a relatively new but rapidly evolving field of study. One of the most studied disciplines of psychology is the study of disorders. One particular disorder that stands out is idiot savant, or savant syndrome. Dr. Down first described savant syndrome as a specific condition over 120 years ago. Idiot savant is a rare, however a spectacular phenomenon. Most researchers agree that the disorder is most widely caused by damage to the brain, particularly the left hemisphere. Savant syndrome can also be hereditary, or passed through the genes from parent to child. It has also been linked to autism but not all savants are autistic. This paper will compare and contrast idiot savant

The Relational Data Model and Relational Database Constraints

Questions: 1. Why are tuples in a relation not ordered? 2. Why are duplicate tuples not allowed in a relation? 3. Why do we designate one of the candidate keys of a relation to be the primary key? 4. List the data types that are allowed for SQL attributes.5. Describe the four clauses in the syntax of a simple SQL retrieval query. Show what type of constructs can be specified in each of the clauses. Which are required and which are optional? Answers: 1. A relation is a logical representation of the database. According to the definition, the order of attributes in a relation is important to maintain the corresponds between the between the values to respective attributes. Ordering the tuples in a relation, it will need extra commands and more functionalities. As, ordering of tuple is not necessary and has no impact on physical storage, it is not maintained to save computation resources. (Elmasri, 2008) 2. A relation is a set of ordered tuples, by definition. On the other hand, according to the definition of set, it does not contain duplicate value. Thus, a collection of tuples will be called relation only when there is no duplicates. So, there is no duplicate tuple in a relation. Primary key is used in relations to maintain this property. (Elmasri, 2008) 3. Candidate key can uniquely identify a tuple from a relation. Any candidate key can do the same task. On the other hand primary key is a candidate key that is designated as the same for a relation. There are other use of primary key, for example, in referencing to the foreign key, indexing to support searching etc. If there is two or more designated primary key, then referencing, indexing etc. will be problematic, more computational resources will be consumed to maintain properties of primary key for both. So, it is not used in practice. (Elmasri, 2008) 4. The data types available for SQL attributes are, numeric, bit string, character string, Boolean, Date and Time. The list is, Data Types Numeric INT SMALLINT FLOAT REAL DOUBLE PRECISION DECIMAL(i,j) Bit String BIT(n) BIT VARYING(n) Character String CHAR(n) VARCHAR(n) CLOB() Boolean Date Time 5. The Four clause in syntax of a simple SQL query are, SELECT is a required clause. This is used for selecting the attributes of a relation. FROM is a required clause. This is used for selecting the tuples of a relation. WHERE is an optional clause. It is used to retrieve some tuples that satisfies the condition with the WHERE clause in the SQL query. ORDER BY is an optional clause. It is used to order the results from the SQL query in ascending or descending order. References Elmasri, R. (2008). Fundamentals of Database Systems (6th ed.). Pearson.