Forecasting the Adoption of E-Books Essay Example for Free

Forecasting the Adoption of E-Books Essay point 1 The coat of the market for e-books in the long-run 293. 7 one million million x 46. 7% x 8% = 10. 973 million (Total US population x percentage of US population reading literature x Percentage of handed-down makeup books purchased online in 2003) It will take 10 years to reach 95% shrewdness of the potential market. Question 2 I predict that the sale of the e-book when it first became available is 0. 751milion (pm) (Assumption each innovator buy one book. ) Question 3 The long-run total adoption of e-books would be 10. 973 million.(Total US population x percentage of US population reading literature x Percentage of traditional paper books purchased online in 2003) Question 4 I do expect the market for e-books tend to be guided by imitators rather than innovators. According to the table above, I found that the weighted average for e-book of q (0. 0684) is larger than p (0. 2990). In addition, the word of mouth takes an impor tant role in the adoption of e-books. The information about the e-book from the innovators result much to the adoption of e-books since people tend to hesitate to change their old reading habit.Question 5S(t)=p+(q/m)N(t-1)m-N(t-1) class 1 0. 0684+(0. 2990/10. 973) X (0)10. 973-0 = 0. 751 million Year 2 0. 0684+(0. 2990/10. 973) X (0. 751)10. 973-0. 751 = 0. 908 million Year 3 0. 0684+(0. 2990/10. 973) X (1. 659)10. 973-1. 659 = 1. 059 million Year 4 0. 0684+(0. 2990/10. 973) X (2. 717)10. 973-2. 717 = 1. 176 million Year 5 0. 0684+(0. 2990/10. 973) X (3. 893)10. 973-3. 893 = 1. 235 million Question 6 The adoption of e-book will be very different from digital music obtained online. The adoption of e-books face more challenges when comparing to the adoption of digital music.To most of the listeners, there is non much difference in experience between listening to a song from an iPod and a CD player. Therefore, they have a relatively low switching comprise and more willing to change their habits. On the contrary, to most of the readers, it is definitely very different from reading an e-book to reading a printed book. The feelings of holding a printed book and flipping over a physical book are irreplaceable. So readers are loyal to printed book and hesitate to switch from traditional books to e-books.Hence, it is reasonable to predict that the pace of adopting digital music is faster than the pace of adopting e-books. Question 7 I think both of the attitudes about reading and purchasing e-content have changed a lot in recent years. In the old time, people could read e-content via PC only. Nowadays, people are able to read e-content by dint of various mobile devices. Therefore, they spend more time on reading e-content especially during leisure time and even commuting time. However, the quality of the reading lather is diminishing as the overload of e-content available on Internet.In addition, people tend to rely more on the e-content since it is very conveni ent, environmentally friendly, advanced mobility and high accessibility. For the attitude about purchasing e-content, more people are willing to pay for the e-content in recent years. The advanced online payment system plays an important role. concourse feel more secure and also convenient when dealing online ever than before. Moreover, more well-known and large-scale publishers offer more choices of e-content for readers. Besides, in the light of the plethoric of mobile device, people have more time and chances to read the e-content regardless of the time and places.Thus, people are more willing to spend on e-content than before. Question 8 The hardware plays a paramount important role in the adoption of e-books. No matter how amazing the e-content is, the e-books would non be popularized if the hardware were not user-friendly. However, a good hardware is very likely to boost sales of the e-books. It is because the hardware is a fixed cost while the e-books are the variable cos t to the readers. A portable hardware with proper size of monitor and high capacity is very attractive to the readers.They no longer need to neither stomach the bulky printed books nor spare some places for storage. Moreover, the hardware enables readers to read comfortably when comparing to read via PC or smart phone. It is good for the readers eyes. Last but not least, the hardware contributed to protecting the environment as it saves much paper. Only when the hardware preforms better than the tradition printed books, the adoption of e-books will be success. Question 9 I do expect the size and also the pattern of diffusion are quite different globally as compared to the United States.The size and the pattern of diffusion depend on many factors. Population, culture, attitude to new products, technology and even literacy could be one of the variables of the size and pattern of diffusion. Take Africa as an example though the population size of Africa is much larger than The United States, the potential size of the market for e-books must be obviously different from the United States. So it is not difficult to understand that the size and pattern of diffusion of various places will not be similar to the United States.

Ideology of the films Essay Example for Free

Ideology of the subscribes EssayI. Introduction Feature films such as Star Wars and The Terminator last just a couple of hours, but they take months or even years to make. Huge teams of people are involved in preparing for the action, and then capturing it on camera. Then, when the acting has finished, more hard work begins on turning the action into a film fit for motion-picture show and TV screens. This paper studies (1) who were the st fine art film-makers (2) know the development of cinema worldwide (3) be aware of the different types of modern film and (4) figure out the film- do at present. II. Background A. The first film-makers The first people to invent equipment for making films were the Americans W. K. L. Dickson and Thomas Edison, in the earlier 1890s. Their apparatus consisted of a camera c on the wholeed the Kinetograph and a viewing box c alled the Kinetoscope. Only one person at a eon could look into the viewing box to watch the film, which was in black and white, had no sound and lasted just a few seconds. Two French brothers called Auguste and Louis Lumiere first devised a way of projecting film images onto a large screen for an audience.The Lumiere brothers called their apparatus the Cinematographe. They carried out their first demonstration in a Paris cafe in December 1895. People were stunned to see the large, moving pictures. Other inventors immediately began creating refreshing types of projectors and experimenting with making their own films. ? Early film-making ideas Film cameras do not nature movement. The moving pictures we see on screen are actually still photographs, taken so quickly one after the other that they seem to merge. each still photograph is called a frame.Most film cameras today take 24 frames every second, on a big reel of film that is provoke steadily through the camera. The first film cameras, though, could take only 16 frames every second. The length of the film on the reel was 20 or 25 metres, which gav e just about one minute of screen time. So the first films usually showed just one, short scene. For example, LArroseur Arrose (A Trick on the Gardener) by the Lumiere brothers, do in 1895. The first film with more than one scene was probably Come Along Do , produced by the Robert Paul play along in Britain in 1898.The company joined a scene outside an art gallery with a scene inside. A film-maker called George Melies began to produce multi-scene films, such as Cinderella (1899). Melies in any case experimented with kindle ways to join the scenes together. He often used equipment, such as slides and magic lanterns, to grow excess effects. At the turn of the century, cardinal British film-makers works separately in Brighton came up with creative ideas for shooting the scenes themselves. George Albert Smith invented a technique for filming a scene from different camera positions.In The exact Doctors (1901), a scene showing somebody feeding medicine to a kitten is shown first f rom a blank space, then in close-up, then from a distance again. James Williamson had a different ideato shoot a piece of action across several scenes, instead of just one. In Stop despoiler (1901), the lead character runs out of one scene, then the film cuts to a new scene elsewhere and the lead character runs into the scene, continuing the story. An American film-maker called Edwin S. doorman used ideas like these especially effectively in a 1903 film called The Great Train Robbery. III. DiscussionA. The Development of Cinema Worldwide In the early days of film-making there were no cinemas. Film-makers used specialist sales organizations to sell their films to entertainment organizers, who projected them as part of variety shows in tent theatres. From 1905 to 1908 in the United States, thousands of theatres (known as nickelodeons) were set up especially for film. Permanent film theatres were also established across Europe, and film-making became a booming business. From 1908 a leading inwardness for American film-making developed in an area of southern California called Hollywood.Established British and French film companies were joined by flourishing film industries all over the world. An Italian film company produced the first large-scale film in 1912. It was called Quo Vadis? , and used massive film sets and more than 5,000 actors. Film-going became so popular that from 1914 umpteen lavish cinemas called picture palaces were created. They could seat thousands of people at a time. Film-companies began to make films that lasted for several reels instead of just one. Picture palace audiences had to wait in the sum of a film while the projectionist changed reels.Films in those days were silent, so picture palaces usually had a pianist or organist who played music to accompany the action. Film-makers also included short written sentences in the film to add to the story or explain what the actors were saying. One of the most famous silent film stars was t he British actor Charlie Chaplin (1889-1977), who created the loveable character of the little tramp who had a funny walk. Many film companies experimented with animated drawings and models, as well as human actors.European film companies introduced the idea of making information films about events in the news, as well as films for entertainment. ? Color and Sound From the early 1900s, inventors had worked on films with colour and sound. The first breakthrough with colour came in 1908 in London, when G. A. Smith demonstrated a colour film process called Kinemacolour. However, Kinemacolour shades were based on just two colours, so films continued to be made in black and white. The first colour films to be created successfully from two colours were Toll of the Sea and The discolour Pirate, shown to the public in 1922.In 1926 the American film company Warner Brothers delighted audiences with a series of short films that had sound to match the pictures. As the sound was preserve on a separate disc, the words did not always match the mouth movements of the actors. Warner Brothers The Jazz Singer was the first full-length talkie, in 1927. The film company Fox soon developed a more effective technique for recording the sound onto the film itself. During the 1930s, Hollywood film companies made the most of the new sound technology by making musicals with singing and dancing stars such as Shirley Temple, and Fred Astaire and Ginger Rogers.Gangster talkies and romantic comedies were popular in the United States and Britain, although at this time the Japanese film industry was the largest producer of films in the world. In 1934, the Bombay Talkies studio was formed in India, founding one of the biggest film industries in the world. bit film companies had been busy creating talkies, they had also been working on perfecting colour in films. Finally a process was developed that used three colors to create different shades, rather than just two. In 1935, the first three- strip Technicolor film was produced, Becky Sharp.From then on, moving pictures not only sounded real, they looked real too. B. Different Types of Modern Films Since the early days, some different types, or genres, of feature film permit been made. These include westerns (such as The Magnificent Seven), thrillers (The Fugitive), comedies (Home Alone), action adventures (Indiana Jones), supernatural horror (Dracula), war epics (The Great Escape), romantic comedies (When nettle Met Sally).Crime and gangster films (The Godfather), films with animation (Who Framed Roger Rabbit? ), spy adventures (Mission Impossible), kung-fu extravaganzas (Enter the Dragon), science-fiction (E.T. The Extraterrestrial) and modern musicals (Grease and Moulin Rouge). Sometimes films combine two or more genres.Some films are produced with 3-dimensional technology, so that if you wear special glasses, the images on-screen appear to have more depth, just like in real life. Other films are made for IMAX cin emas. These special cinemas have giant-sized screens with sophisticated sound systems to make you feel as if you are right in the middle of the action. IV. Conclusion A. Film-making today Film-making requires different specialist staff and technological processes, depending on what the film is about.All films go through three broad stages before they are ready for an audience. During the pre-production stage all the preparations are made for filming. The producer chooses the story, raises money and employs the people who will work on the film. The scriptwriter writes the words, creating an exciting plot and interesting characters. The theatre director decides on the overall style of the film and chooses the leading actors. The art director is in charge of designers for the film sets, costumes and makeup, and choosing locations outside the studio.Technical directors are in charge of crews who build huge film sets and arrange lighting, sound and special effects. The production manag er controls the budget and makes practical arrangements for filming. During the production stage filming takes place. Stories are not usually filmed in the right order. The actors and crew film all the scenes that take place in one location before moving on to another. The director guides the creative elements of the film, from giving opinions on the story, to instructing the actors, to choosing camera angles. The director is helped by people in different departments.For instance, a continuity person makes sure that all the details are correct in scenes that are fracture out of sequence (such as the actors clothes and length of their hair). That way, when the filmed scenes are put into the right order later, they will run together smoothly. The post-production stage happens when all the action has been filmed. An editor cuts sequences of action and joins them together, adding the sound. When the director and producer are happy with it, the finished film is then ready for distributi on companies to sell to cinemas or TV companies.

Advantages and Disadvantages of Single-Sex Classrooms

Advantages and Disadvantages of integrity-Sex ClassroomsSingle-Sex ClassroomsImagine attending an all boys or all girls school while you were growing up. For some heap this was reality, but for most people they take for always attended a coeducational school. There ar many opinions on exclusive energize schoolrooms, as the topic arises in areas as a potential solution to enhancing students performances. According to LynNell Hancock the author of, A live of Their Own, critics worry that single brace sectionrooms leave alone create more gender inequality and set us back further in time by creating unfairness in the classroom(Hancock, 1996).1 However blush though some may believe it will create a set back in gender equality, having single- ride classrooms may be exactly what the States needs to boost international test scores and students performances.Although many critics think single sex classrooms are insufficient because they sepa say the sexes, they are efficient becaus e there are many ways that they enhance students performances by focusing on gender needs and eliminating distractions.234Currently America is seeing a magnetic inclination in the youths test scores in school and are seeking out options for solutions to these starting time scores. This poor performance has led to calls for changes in public school education. According to the Article Boys and Girls hold differently A Guide for teachers and parents by Michael Gurian,Patricia Henley, and Terry Trueman, one solution the country may be thinking of to bring up the low scores in classrooms could be single sex classrooms (2001).The reason for this is because the country essentials to see how single-sex classrooms would affect the youths scores and change their performance in school overall.For our young ones this may mean they will see less coeducational classrooms and more single sex classrooms being implemented around the country and possibly in their own school. Some believe the rea son our youth generation are receiving such low scores is possibly because of the social twinge they face each and ein truthday in the classroom. According to Peter Simon the author of, Single Sex Classrooms minimized Distractions at Two Buffalo Schools, Simons take aims that boys and girls going through adolescents need their own rooms for teaching, so they can focus on school more and non save on each other(Simon,2008). For kids going through adolescence the only thing they fear is being judged and their self image. So being in front of the opposite sex and performing or presenting can create a lot of pressure and damper their scores. This is one of the many reasons people feel that single-sex classrooms are a very effective way to stop physical and mental distractions. Although many feel that single-sex classrooms can decrease distractions, there are many different views people have when it comes to this topic. Smithers and Robinson the authors of, 567The paradox of single-se x and coeducational schooling,had conducted a study of reviewing girls and boys together in classrooms and separately to see how it affects the students(2006).They looked at studies from New Zealand, the U.S., Ireland, Canada,the United Kingdom, and Australia and from their findings the two authors had concluded that single sex classrooms does not bring an advantage or disadvantage to the students or the schools. 8910This is an example of a drumhead of view where they may feel that single-sex and coeducational classrooms realize no difference because it all depends on the students in the study and how the teachers are also making a difference for these students. In this study they found that they believe some(prenominal) single-sex classrooms and coeducational classrooms have advantages and disadvantages but neither is considered better or worse.Single-sex classrooms do have their advantages to a childs performance. In respect to the previous claim there is a beneficial outcome f rom single sex classrooms. For example at Houghton Academy in Buffalo, New York in a single-sex classroom the inwardness of students who had passed the states eighth-grade math exam went from 30.8% of students to 60% of students due to the single sex classrooms implemented into the school(Peter,2008). in any case there was a rise in english too. The passing rate improved from 28.6% to 40% of the students passing(Peter,2008). This core because of the single-sex classroom the test scores alone improved almost 50% for both subjects.That is a big improvement from coeducational to single-sex classrooms to show that they can make a difference in students performances. Many proponents of single-sex education believe that separating boys and girls increases students achievement and academic interest. unanimousness of those proponents being girl ply and encouraging girls to participate more in subjects that are seen as more masculine. According to the article, legato failing at fairnes s How gender bias cheats girls and boys in school and what we can do most it, by David Sadker and Karen Zittleman, teachers and schools worry that subjects seen as more masculine decrease young girls interests in prosecute these subjects because they feel intimidated(Zittleman and Sadker,2009)111213. This means that when girls are in coeducational classrooms they feel less interested in the traditionally masculine courses such as mathematics, technology, engineering, and acquirement because the boys make the classroom setting seem as if it is very competitive and do not allow for girls to participate as much. Author Erin Pahlke beg offs this in her article, The Effects of Single-Sex Compared With co-ed Schooling on Students Performance and Attitudes,she claims that single sex classrooms empower girls because it allows them to enjoy those masculine classes such as math and science without being intimidated by the boys and feeling that they are in a masculine based classroom(Pahlk e,2014). This shows that girls have better confidence and can build their performance in mathematics and science when in single-sex classrooms. Although girls feel more comfortable separated from boys in the classes seen as more masculine, boys may not always benefit as much as girls. Nancy Protheroe author of,Single Sex Classrooms, claims that some teachers explain that they feel that boys feel uncomfortable in this type of classroom setting and that teaching in a single sex classroom of all boys is a demanding job for the teachers(Protheroe, 2009). One of those reasons may be because boys always like to compete with one another so the classroom is just a big competition between those students.This shows that even though one gender may feel more comfortable alone,that boys may not feel as comfortable, and may not be able to perform better because of the pressure they feel in a masculine based classroom.One factor that can affect whether the students performance enhances in a single -sex classroom is the teacher. Some teachers may be willing to adapt to the spick-and-span single-sex classroom. On the other hand some teachers may not want to teach single-sex classrooms so if they are being forced to teach a class they do not want then the childrens performance will suffer because the teacher doesnt want to give 100%. For example Michael Gurian and Kathy Stevens explain in their writing,Single Sex Classrooms are Succeeding, that if teachers feel uncomfortable teaching a single sex classroom and feel that it goes against their beliefs they have the option to say no(Gurian Stevens, 2005). This means that if a teacher does not feel that single-sex classrooms is the right idea for the children then they will they have the option to say no. If the teacher can not have a say in the decision and is forced to teach single-sex classrooms that is when you will see no benefits coming from the childrens performance because of the teachers lack of want to be there. Although for those teachers who would like to teach single-sex classrooms there are training sessions they can take. According to Michael Gurian, Kathy Stevens,Patricia Henley, and Terry Trueman,the authors of,Single Sex Classrooms are Succeeding,there are multiple trainings that teachers have already attended through the National Association for Public Single-Sex Education and the Gurian Institute, so that the teachers can be taught and be aware of the naturally different ways that boys and girls learn in the classroom.(Gurian, Stevens, Henley, Trueman 2009). This means for those teachers who would like to experience teaching in single-sex classrooms that they have a chance to be taught how so that there will be a positive atmosphere in the classroom. Overall the country is trying to find an effective way to help improve students scores and performances in school. Some schools are trying to implement single sex classrooms. However in single sex classrooms it does not just depend on the ch ildrens willingness to participate. The teachers willingness and positive military posture in the classroom will play big role in how the students grades will improve. For those who are in single sex classrooms it will take away(p) their social pressure and hormonal distractions for adolescents. It will also help girls succeed more in masculine seen classrooms because they will not feel the social pressure that those programs are just for boys. The feeling of not being judged or pressured helps students scores dramatically because while growing up kids are so worried about self image and not embarrassing themselves that they sometimes forget how important school really is.Authors NoteAs a whole my strengths in my paper I believe were integrating many different sources and presenting a counter argument. Also I feel I had very fast(a) sources. Some weaknesses my paper has is I had trouble breaking up the paragraphs because I had sources in them and I was explaining them in depth so it made them very long. Also another weakness is my word choice I feel that I could have used better words to describe certain situations. At this point as I turn in my paper I have revised it about 2-3 times and cut down on paragraphs and switched the format so it made more sense. Some of the paragraphs are now moved around to flow better.However, this has been a work in progress since I made my analysis during spring break.My request for feeback is do you think I presented my argument very well or do you believe I jumped all over the assign? Regardless of what is written above I spent 2 hours changing and paraphrasing my work so that I did not plagiarize. I feel that I paraphrased what the authors express instead of copied it now that I went back and changed my paper. I Thank you very much for letting me revise and not failing me right away. This is my 4th adjustment so it should be okay now.Works Cited PageGurian, Michael, et al. Boys and Girls Learn Differently. Ebscohost. Ed. Michael Gurian et al. N.p., n.d. Web. 14 May 2015.http//web.a.ebscohost.com.ezproxy.uwc.edu/ehost/ebookviewer/ebook/bmemailprotectedsessionmgr4002 vid=0format=EBrid=1.Gurian, M., K. Stevens, and P. Daniels. Single Sex Classrooms Are Succeeding. Ebscohost. N.p., n.d. Web. 14 May 2015. .Hancock, LynNell. A Room of Their Own. Ebscohost. N.p., n.d. Web. 14 May 2015. http//web.a.ebscohost.com.ezproxy.uwc.edu/pov/detail/emailprotectedvid=0hid=4214b data=JnNpdGU9cG92LWxpdmU%3ddb=pwhAN=9606187719.Pahlke, Erin, Hyde Janet, and Allison M. Carlie. The Effects of Single-Sex Compared With Coeducational Schooling on Students Performance and Attitudes A Meta-Analysis. Ebscohost. N.p., 2014. Web. 19 Apr. 2015. http//web.b.ebscohost.com.ezproxy.uwc.edu/ehost/detail/emailprotectedvid=1hid=110bdta=JkF1dGhUeXBlPWNvb2tpZSxpcCxjcGlkJmN1c3RpZD1zNTgwNTA4MyZzaXRlPWVob3N0LWxpdmUmc2 NvcGU9c2l0ZQ%3d%3ddb=pdhAN=2014-03898-001anchor=c170.Peter, Simon. 1. Single-sex classrooms minimize distractions at two Buf falo schools Principals separate boys and girls in grades seven and eight. ProQuest News and Magazines. N.p., 2008. Web. 19 Apr. 2015.https//ezproxy.uwc.edu/login?url=http//search.proquest.com/docview/ 455627612?accountid=42411.Protheroe, Nancy. Single-Sex Classrooms. Ebscohost. N.p., May 2009. Web. 19Apr. 2015. http//web.b.ebscohost.com.ezproxy.uwc.edu/ehost/pdfviewer/pdfviewer?sid=e933715f-f864-4ca4-8e7a-3ca094fec92a%40sessionmgr110vid=1hid=110.Sadker, David, and Karen Zittleman. Still Failing at Fairness How Gender Bias Cheats Girls and Boys in School and What We Can Do about It. Ebscohost. N.p., n.d. Web. 14 May 2015. http//web.a.ebscohost.com.ezproxy.uwc.edu/ehost/pdfviewer/ pdfviewer?sid=9068df59-cbc5-4a39-a0ba-5cf10b5d5796%40sessionmgr4004vid=1hid=42Smithers, Alan, and Pamela Robinson. The Paradox of Single Sex and Coeducational Schooling. Alansmithers. N.p., n.d. Web. 14 May 2015. http//www.alansmithers.com/reports/Paradox27Jul2006.pdf.1_Re-opened_2Easily identified, and, I think, is a good thesis.3_Marked as resolved_4_Re-opened_5Words taken directly from Words taken from https//www.naesp.org/resources/2/Principal/2009/M-J_p32.pdf6_Marked as resolved_7_Re-opened_8Words taken directly from Words taken from https//www.naesp.org/resources/2/Principal/2009/M-J_p32.pdf9_Marked as resolved_10_Re-opened_11This is taken directly from http//www.apa.org/pubs/journals/releases/bul-a0035740.pdf12_Marked as resolved_13_Re-opened_

The Organizations Own Evaluation Of Change Process Information Technology Essay

The Organizations Own Evaluation Of Change Process Information applied science EssayThe main(prenominal) objective of this paper is to present the pick offment re raft and craft process transmit in PLIVA pharmaceutical industry, Incorporated (PLIVA pharmaceuticals, Inc). In this research, the advantages and the benefits (tangible and intangible), as well as the problems, of the BPR and the ERP performance moulds were analyzed, discussed and comp ard to the similar research. The impacts of knowledge technology (IT) were also discussed. This study presents the results of research apportioned on reengineering backing processes. It also discussed about the selected aspects of the business processes and cultivation modelling in PLIVA, to take a shither with the results of analysis of the locating and characteristics of ERP systems in PLIVA.IntroductionType of ChangeThe type of the adjustment in PLIVA is transitional change and festering change i.e., ERP implementation and B PR considers. Transitional change is more than intrusive than ontogenesisal change as it replaces existing processes or procedures with something that is completely raw to the family. The future of the placement is un cognize when the transformation begins which send packing add a level or discomfort to employees.The outcome of transitional change is unknown so employees feel that their frolic is unstable and their own personal insecurities whitethorn increase. They provided education on the unseasoned procedures should be commenced at each stage of the new process. This every last(predicate) in allowed employees to feel that they be actively involved and engaged in the change. As an employees level of engagement in the new procedure increases, their underground to change decreased.One of its main problems in business management was the availability of info. Until now the available information often failed to give an accurate picture of the current business situation. To day companies need up-to-date information in order to bear the undecomposed business determinations.Impact of ChangeManagement is cognizant of the impact and stress of these changes will absorb on their employees. The company continued to inform the employees of their status offer support in sufficeing them deal with the personal adjustments they will be forced to make (Vuksic Spremic, 2005). The impact of development change caused little stress to current employees as coherent as the rationale for the new process is clearly conveyed and the employees are educated on the new techniques.ERP implementation signifi pottytly impacts company culture, organizational structure, business processes, procedures and rules. Furthermore, ERP applications integrate legion(predicate) a(prenominal) best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, PLIVA can change their pr ocesses simultaneously with technological change (Vuksic Spremic, 2005). As a result, PLIVA has to change their business processes to fit the ERP system requirements, and the possibilities of ERP systems put one over been used to underpin BPR.Background InformationPLIVA is the largest pharmaceutical company by turnover in Central and easterly Europe and continues to expand its operations with recent acquisitions of Pharmaceutical and RD companies in the Czech Republic, France, Germany, United Kingdom and USA. With increasing struggles concentrating on the global Pharmaceuticals trade, PLIVA has divested its cosmetics, food and agrochemicals production units as standalone companies (Al-Mashari Zairi, 1999).Since its 1996 listing on the London and Zagreb Stock Exchanges, PLIVA has made nonable advancements in internationalizing its business and implementing global and innovative strategies. PLIVA is a rather unique company with investments in both research and development. With over 400 patents in its possession, PLIVA has proven the high calibre of its RD capabilities, most notably through the discovery of its blockbuster azithromycin. This macrolide antibiotic, globally known as Zithromax (under license to Pfizer) or Sumamed (PLIVAs brand), is the top selling antibiotic in its class (Al-Mashari Zairi, 1999).PLIVA consists of 44 legal entities, has 5 major business divisions (research, fine chemicals, pharmaceutical, OTC, DDI) and 9 strategic/corporate divisions (development, regulatory affairs, finance, human resources, IT, musical note assurance, legal affairs, corporate communications and engineering). PLIVA employs almost 7500 people in 33 countries (including 120 IT professionals not including out-of-house consultants), has 5 main production locations (Croatia, Czech Republic, Poland, Germany and USA) and 43 subsidiaries in 23 countries (Vuksic Spremic, 2005).Research MethodologyWe gathered information about PLIVA from different case studies, whi te papers, and websites. We have read those cases and unders in any cased how did they done their research before implementing ERP and BPR projects. As the cases said that they had sent some questionnaires to managers of 14 different companies in Croatia and got the feedback from those companies. We have discussed about the change process in the evaluation section and how much time they have take for the research.Description of Change ProcessPliva needed to standardise their business processes to help enhance their productivity and flexibility and maximise the efficiency of the business processes crossways the entire enterprise. They also wanted to implement new business and goth strategies to grow their business worldwide. Updating and integrating their business processes with an enterprise system would enable Pliva to take on more business and grow in new directions. Pliva form that implementing motley fool will help them standardize their business and prepare for acquiring ot her companies, thus enabling them to expand their business.Increase productivityImprove business process efficiencyIncrease revenuesscale for growth and economic recoveryprepare for mergers and acquisitionsPLIVA decided to solve this problem using the experience of other companies from all over the world. The management group was well aware that there was no point in trying to set about their own solution It was better to grease ones palms a packaged business solution from an internationally renowned and experienced computer software vendor.PLIVA wanted user-friendly software that would integrate all areas and levels of their business, and research on the worlds software market indicated that the most suitable solution would be SAP R/3. SAP R/3 would improve the efficiency of their business by giving them the functionality to enter the information only once and have it available everywhere (Vuksic Spremic, 2005). This gives PLIVAA unique databaseMore efficient managementThe abi lity to make business decisivenesss in real-timeAn integrated solution that connects all business areas.Once the decision to implement SAP R/3 had been made, PLIVA appointed a team to manage the SAPLI project (short for SAP and PLIVA). The team included experts from PLIVA, Intelligroup Inc. USA, SAP AG and SAP Hrvatska, HP Hermes Plus (Al-Mashari Zairi, 1999).Since SAP R/3 includes many different modules, we decided to implement FI and CO first, said PLIVA.s IT Manager, Ms. Jasna Turkovic. FI is a crucial module that integrates all business information the whole business cycle begins and ends in FI. Once we have implemented SD, PM, PP, QM and HR, all our business processes will be managed by information technology and any information entered into the system will be available everywhere in real-time.The implementation of the SAP solution took place in individual phases, with two modules in the area of cost centre news report and profit centre accounting implemented in 1997. This e nabled the better control of financial resources, forecasts and a new type of analysis.During the process of implementation, one of the major problems confront by Pliva was resistance to the change process mainly by the warehouse employees. The reasons for the resistance, Vuksic Sprenic (2005)the employees feel they dont require complicated system and the change is unnecessarythey feel peril and insecure about losing their jobs and lack of skill to use the new systemIn addition to resistance to change, the most significant problems in the system implementation were in the weak experience and quality of consultants who bid in the public tender, the lack of time and the specificity of the pharmaceutical industry.During the implementation of the IS, the consulting company Price Waterhouse Coopers conducted a reengineering project, or the reorganization of business operations aimed at determining the key sectors of future operations the core business. Though these were two fully indep endent projects, they were harmonized at the level of the steering committee.The project team consisted of 25 members, all of whom were experts in their fields, said Mr. Damir Martinovic the SAPLI Project Manager. They were trusty for making all operational and strategic decisions during software implementation. Experts from our consulting agencies helped us get the best results from particular modules and consultants from SAP Hrvatska (Al-Mashari Zairi, 1999) provided support with technical issues and the software itself, particularly regarding Croatian legal requirements.The process of preparations and employees training and education lasted 4 months in 2 shifts, which included 700 employees (average training period of 7 days per employee). The transfer of operations to the new system (in the second phase of implementation) lasted 12 days, as the problem of shifting from the old coded system (taking over old data) needed to be resolved. During the transfer to the new system, ope rations were halted for 10 days, while neckcloth and a detailed financial harmonization were conducted.During the implementation of the new information system, and in running information systems in general, project organization with the usual participants stands out the project sponsor, steering committee, project teams, team leader, functional teams and team members.An interesting organizational solution used in PLIVA are the validation teams, which are separated from the project teams, having the task of control the teams work, measuring harmonization with business projects and goals and coordinating the cross-functionality of teams. The validation team is led by a person from Quality Assurance (QA), responsible for validating the information system.The members of the validation team are also team leaders for the remaining teams in the project. It must be also pointed out that the IT surgical incision in PLIVA has a strategic position in the company. It is directly responsible t o the top management and is organized as a profit centre, meaning that girl companies are billed for the transfer, implementation and use of the existing IS in the daughter companies (roll-out in 2003 in Czech Republic and 2004 in Germany). Considering that PLIVA has over 1500 SAP licenses, a help desk, ABAP programmers, highly educated employees (18 employees are SAP consultants) and an organizational management for user support, all the conditions have been set for PLIVA to become a SAP guest Competence Centre, which would then reduce the costs of license maintenance on 20%.SAP modules were implemented through 4 phases (Vuksic Spremic, 2005)1) 1996-1997. SAP 3.0 modules FI-Financials, CO-Controlling, BC-Basis components, UPGRADE SAP 3.0-3.1 H2) 1998-2000.Modules MM- Materials Management, PP Production Planning, QM-QualityManagement, SD-Sales Distribution, WM- Warehouse Management, HR-HumanResources, UPGRADE SAP 3.1H-4.0B-2000 (JAN) UPGRADE SAP 4.0B-4.6 C 2000 (JULY)3) 2001. M odules SAP PP-PI-Production Planning- Process industries-extension of PP module QM module-advanced functionality of Quality control PM-Plant Maintenance4) 2002. worldwide roll-outA constitutional review of the information system according to SAP specifications and standards was also conducted, and the implementation of the come throughing modules was planned in 2003 SCM- Supply Chain Management, BIW- vocation Information Warehouse, Project Systems, and TreasuryThe Organizations Own Evaluation of Change ProcessA research titled comparative analysis of program support information systems in Croatia was conducted in the month of November, 2000 to aid the companies implementing ERP by providing information regarding market status and allocation of expenses regarding training, development and other intangible and tangible aspects of implementation of ERP. The ministry of scholarship and technology assisted in compiling data for this research. The data was collected from fourteen com panies who were in the process of implemented or had already implemented ERP. ten other companies who were ERP users also participated in the study. For the evaluation phase, only 25% of the companies participated and Pliva pharmaceuticals fell in this group.For thorough evaluation each component was studied individually and was bedded with a range of possible scores. The relevance and criticality of the component could be assessed by its expressed weighted factor.With respect to the change concerning the business process reengineering, a research was conducted by IT researchers from the Department of Information Science and Business Computing of the Faculty of Economics and Business in Zagreb (Croatia) in 2002.The main purpose being, examining all the possible issues and problems which arose while adapting BPR practices (Al-Mashari Zairi, 1999). A questionnaire was prepared and survey was considered the most appropriate research methodology for this study since it involved a lar ge sample situation of 400 of the largest Croatian companies. To determine the largest companies their annual revenues were considered.Another case study was conducted by Pliva on their own business processes. They implemented the ERP systems in phases by implementing the main key modules first and later upgrading their system and adding other modules (Al-Mashari Zairi, 1999).The results of the case study conducted by Pliva were compared with the results of the research that were done on ERP and BPR and the following results were concludedPliva had a proactive approach to the change process. The example of PLIVA shows that winnerful implementation of the ERP system must be accompanied by an appropriate BRP project. From this example, it is possible to conclude that the final results are positive, even when these are completely separate and independent projects. This shows that much attention was given to employee training with the goal of achieving maximal flexibility and readines s for constant organizational changes. This long standing cooperation has resulted in an internal training program which PLIVA employees carry out according to the methodologies of the Management Centre Europe. agree to the research, the best supported components are Finance and Sales. From the results of the case study, Pliva disagreed with the research, for even though product planning and management were implemented in the beginning, there were no significant problems and very wide results ensued. This indicates that good project management and coordination with the BPR project gives a good final outcome.The time taken to implement the ERP project was 3-4 years. The project was implemented in 4 phases. Although it was too long, the phase-by-phase approach used in the case of Pliva could be assumed as the critical factor of winning implementation.Pliva faced problems with finding a good quality consultant, consultants with experience in implementing the SAP system in pharmaceuti cal industries.High initial consulting costs. However, Pliva realised that initial consulting cost can be reduced by choosing employees to act as consultants.Although the project of implementing the ERP system and BRP project were independent, they were coordinated at the level of the project steering committee, which permitted proper execution of wide-reaching organization changes and contributed to the overall success of the ERP implementation.The results achieved by ERP and BPR projects in PLIVA improved the process performance in terms of time and costs and can be summarized as follows (Vuksic Spremic, 2005) reduction of overall inventory by at least 30%, thus increasing the coefficient of Turnover,Reduction of product delivery time to the buyer from 4 days to 24 hours,Reduction of the number of employees by 20-30% in functions where the new system was implemented (redistribution of work meant savings),Reduction in the number of complaints due to mistakes in delivery (complaint s reduced to a minimum)Reduction of time of payment by 30% with the implementation of the buyers credit Limit.Analysis of Change ProcessLewins model has dominated change management theories for many years. In recent years it has been criticized for being top-down driven assuming a stable organizational setting being suitable only for polished organizations and ignoring organizational politics. Lewin is still relevant to the modern world, the argument goes rather than being outmoded (Litzell, 2005). From diverse and seemingly unrelated disciplines models describing the change process has been gathered and analysed. In tracing their origin it was found that a majority of the models were following Lewins three-stage model (Litzell, 2005). In order to bring about a successful change of a groups performance the change must go through three stages as follows unfreezing of the present level of performance should it be necessary moving the group to a new level of performance freezing the g roup on the new level of performance (Lewin, 1952).Unfreezing Destabilize old patterns.The key is to create dissatisfaction with the existing situation, which in turn creates anxiety and a need for change. The response to this need is to choose improvements in line with the vision of the new organization. This kind of mobilizing is necessary throughout the change process a less intense force is needed though to keep the change moving than the initial substantial force needed to get the change in motion (Litzell, 2005).In the case of Pliva the management adds forces working for the change. To support it they tried to Develop a shared vision of how to organize and manage for competitiveness. (Litzell, 2005). The general manager employed towards the vision once there was a core group like the validation team committed to the ERP and BPE change. The vision define new roles and responsibilities, coordinated information and work throughout the organization.An arrangement working through the formal structure and systems will create less resistance (Litzell, 2005).There are only a few people in any situation that are absolutely essential in making the change happen and the successful manager target these people at the beginning and try to win their commitment and involvement (Litzell, 2005).Moving Analyze, handle and steerWhen one attempts to change a social force field in equilibrium one has to consider all of the forces working to maintain this equilibrium. These forces may be groups, subgroups and members with different personalities, relations, barriers, communication and note value systems etc. making up a social field. This social field has to be studied as a whole and reorganized in such(prenominal) a way that social events endure in a different way. One also has to take into consideration the economic resources available and the cultural set governing the group (Lewin, 1952).As mentioned earlier, Pliva faced to resistance to change from their warehouse e mployees. But Pliva was proactive to the change process.According to Brown Harvey (2003), resistance to change can be managed byMove from reactive to proactive managementBuild a launching platformDiagnose the nature of the changeBuild a supportive climateBehavioral management of the processalongside strategy projects, start projects aimed at transforming culture and power structuresMonitor and control the parallel development of new strategy and new capabilities.Pliva continuously monitored and were on the lookout for arising resistance sources. They developed techniques and effectively used power and communication to overcome resistance. They involved employees to participate and gave them the necessary skills and training. They also implemented a BRP project alongside the ERP project to facilitate change process.PILIVA generated support by displaying the behaviour of leaders. The management made sure as shooting that every action taken was in line with the change efforts. They d eveloped structures to manage the transition by developing a step-by-step transition plan and set up an organization to manage and stimulate change. If employee competences are to be exploited the organization was able to structure and channel that competence which they required by allocating key people, use of consultants.Pliva followed the principal of third party consulting by creating validation teams, which consisted of various personnel from different departments. Through this they aimed at having blunt and effective communications and a standard level of power in order to handle confrontations which could arise between groups. They were established to help understand different perspectives and ideas and respect it. The team would use confrontation as a tool to sort tense situations.According to Brown Harvey (2003), Third-party Consultationuses a third party to help open communications, level power, and confronts problems between groupsProvides diagnostic insight, is non-eva luative, and is a source of emotional support and skills.aim to understand each others views/issuessituations are often tense and emotional opposite is a primary feature of thisPliva also adapted BPR in order to facilitate the required changes to their operations to make it more efficient. The fundamental rethinking and radical design of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed Quantum leaps in performance (Hammer and Champy, 1993). Business process reengineering allows rethinking and making radical changes across the organisation. The changes would begin by redesigning the basic processes of the organisation. By doing so they could make their processes more efficient and add value to their enterprise. It could involve combining or removing certain activities. The most effective method could be using top down programme which is neutral, assuming that neither upward flow of invol vement or consensus style of decision would help implementing the changes.According to Brown Harvey (2003), Business process reengineering,Seeks to make processes more efficient by combining, eliminating or restructuring activitiesTop-down program that assumes neither an upward flow of involvement nor that consensus decision making will work to accomplish dramatic changes.Pliva used survey feedbacks as a method to evaluate their implementation process. dickens surveys were done, one for ERP implementation other for BPR. This method would help them grade how successful they were and honest feedbacks would allow them to see places where they require to put in more effort and improve .It also helps them understand if they are heading in the right direction. Using this method they tried to bridge the gap between the current status and the desired status. This method also allows a participative approach through which all employees are engaged. Such approaches help them get a better und erstanding of the rationales and methods nates the change and they can come up with better strategies and mitigation plans in case of any problems. It also enables positive resistance which can benefit the company.According to CMOE (2000), Survey feedback is a tool that can provide a feedback to help leaders guide and direct their teams. Obstacles and gaps between the current status quo and the desired situations may or may not be directly apparent. In either case, it is vital to have a clear understanding of strategies for diagnosis and prevention of valuable organization problems.SURVEY PROCESS STEPSIdentify project plan and objectivesBrief team leaders and employees about the processAdminister survey shoot interviews and focus groupsTrain leaders on facilitating team discussionsAnalyse the data and construct a reportProvide feedback to leadersTeam leaders conduct feedback action planning and meetingsLeaders present reports on progress and results to Senior ManagementFollow-up b y senior leadership to ensure progress and officeSince the employers have been participating in the planning and implementationthey got a feeling of accomplishment from seeing the change through. Peopledevelop a sense of possession through participation (Litzell, 2005). Participation enabled PILIVA to make use of the employees full diversity of competence in the change process. By involving employees in the change work resistance is overcome and the lasting of the change is ensured (Litzell, 2005).Refreezing Continuous perspective.A change of a groups performance is frequently short lived. The change will soon return to the old level of performance as attention shifts from achieving the change to coping with everyday problems. This indicates the necessity of including freezing of the new level of performance as an objective in the planning of change it is merely not enough having to reach the new level of performance (Lewin, 1952).Each department in PILIVA elaborated the change a nd find its own application. This elaboration process helped create commitment to learn and adapt to the new organization (Beer et al., 1990a).When the new organization was in place and running properly, and the right people were in position, and the new approach was settled, then general managers considered how to institutionalize change.PILIVA carried out pilot testing and used the result as learning experiences which can be applied to the change in general. They set up systems ensuring that the change will last (Litzell, 2005). They monitored the revitalization process and adjust strategies according to emerging problems.The basic intangible benefits from the implementation of the new ERP system inPLIVA are (Vuksic Spremic, 2005)Better visibility of the workflow systems and their coordination,Secured forecasts of money flows and planning of available financial resources for a more rapid execution of all business processes,Centralized supply (6-7 employees for the entire company) as a result of the BPR project.Better (monthly) production planning (based on market needs and standing inventory)Better flexibility of the system with regard to business decisions,Automated warehouse (implementation of real warehouse with optimized selection and delivery of products)Well-informed decision making, new quality in planning and forecasting.Recommendation / ConclusionThe implementation of a new ERP system will not bring the expected benefits if it is not accompanied by a change in human behaviour and in organizational regulations.There is no point in implementing a new ERP system if a business will then simply continue with its old, inefficient ways. Therefore, the implementation of ERP systems must be accompanied by a thorough change of business processes, procedures and rules.The top management support.Better planning before implementation of ERP.Vision should be communicated to each and every employee.Training for the employees.They can follow some OD interventions or action research theories which we have discussed in this case study.After the research we have done on Pliva there are some recommendations for themAs when they are implementing they can follow some action research theories or some OD interventions to motivate the employees and make them to involve in the change. Yes but they got successful with the change but we say that it will be much better if so they had followed some organizational development interventions.Employees will of course resist change but are more likely to accept the change if they view top management as keeping them informed and keep them throughout the process. Employees will look for a rationale for the implementation of this major change. Top management should be prepared to involve employees in all phases of the transition.The results presented have outlined the problems of PLIVA in the implementation of reengineering projects, including a lack of preparation for large organizational changes, resistance t o change, inadequate information, education of employees, lack of strategic planning and vision and a reactive role of the management. The problems associated with ERP solution implementation were also analysed, such as large initial investments, people need to adapt to software solutions and the long implementation period. This case study shows that with the right management decisions and actions, through simultaneous and coordinated projects of business process reengineering and the development of an integral information system. The poor personal effects of the listed problems can be minimized or eliminated, which is clear from the tangible and intangible benefits outlined in this case study.

Systematic Review of the Mental Health Review Tribunal

Systematic Review of the affable health Review administrationA Systematic Review of the Mental tumesceness Review courtyard Processes, references and Impact1. What is the Mental health Review judgeship?The Mental health Review motor inn is a collection of independent judicial bodies that aim to tushvass the cases of suitable applicant longanimous ofs who shake up been grantly detained under(a) the Mental wellness form 19831. Following strict guidelines and statutory criteria for discharge, collectively, parts of the tribunal have the power to cipher the discharge of applicant patients who satisfy the germane(predicate) discharge criteria. According to the semiofficial website of the tribunal (Mental Health Review Tribunal2), its some other principal powers atomic number 18To recommend abandon of absence from employment or school as appropriateTo recommend superintend dischargeTo recommend transfer to other hospital or pertinent health c atomic number 18 professionalTo issue nowions regarding procedural numeratesTo reconvene if whatsoever of their recommendations from a former(prenominal) Tribunal hearing is non complied withIn general, the Mental Health Review Tribunal serves as a safeguard against wrongful admission or unwarrantedly long cargo deck (Wood, 19933). As such, they give detained patients access to an effective call down mechanism in order to ensure, as far as possible, level-headed protection of their liberty. All this is carried prohibited in accordance with the Human mos Right.T here(predicate) are five Tribunal offices in the United Kingdom (Mental Health forge 1983 Memorandum on Part V4). Each region in England is operated under a separate MHRT and a separate Tribunal covers the whole of the country of Wales. Accordingly, there are five Tribunal offices that provide administrative support to the respective MHRTs.The MHRT operates under the provisions of the Mental Health Act 1983 and the Mental Health R eview Tribunal Rules 1983 (Her Majestys Stationery Office, 19835). The powers and duties of the Tribunals are as set stunned by the Mental Act 1983, ulteriorly revise in the ensuing policy scroll, the Mental Health (Patients in Community) Act 1995. The actual Tribunal appendage ordinarily takes place in the hospital where the applicant patient is being retained, and is usually held in private, un slight otherwise agreed by the patient in brain and the fractions of the Tribunal.The actual work ates and review procedures of the Tribunal are defined in the Mental Health Review Tribunal Rules 1983 (Her Majestys Stationery Office, 1983) similarly, this has in any case been amended to a more current version.Tribunal procedures and deliberations should always be carried out in accordance with the principles of the statutory instrument and the principles in which the other subgroups operate when considering Definitions, complaint and the Mental Health Commission under the Mental Health Act. These includeNon-discriminationEqualityRespect for diversityReciprocityParticipationRespect for carersLeast regulatory alternative and informalityRespect for rightsAll patients that have been detained under the Mental Health Act 1983 or that are eligible for guardianship or supervised post-discharge care have the fundamental right to appeal, i.e. to apply for a review by submitting an application to the Mental Health Review Tribunal, within the specified snip limits as specified in the Mental Health Act. Furthermore, in order to ensure regular reviews of all cases, if the patient fails to make such an application the Tribunal, the appropriate body or personnel is obliged to make a carry onral of the case to the appropriate regional Tribunal. The party responsible for making this mandatory referral differs for various patients and depends on the restriction status of the patient (discussed further in section on types of patients)In the case of restricted patients, it is the responsibility of the Secretary of State for Justice to refer the case to the TribunalIn the case of non restricted patients, the essence falls on the hospital managersIn a review of Representing the mentally ill and incapacitate (Gostin and Rassaby, 19806), the authors who are incidentally construeatives of the National Association for Mental Health (MIND), highlights the unmet need for profound commission for applicant patients at Tribunal hearings of over 20,000 patients annually. However, as pointed out by John Hamilton (1980)7 of the Royal College of Psychiatrists, 90% of these patients are, in fact, on short term cargo hold orders and remain as informal patients after the expiry of the state order. In fact, a great majority of patients are compulsorily detained only for truly short period of times and (from 72 hours to 28 geezerhood) and whitethorn non be eligible for a review process during that limited amount of time (Rollins, 19808). As a result, the inform al status of the applicant patient is very important because most of the hospitalised mental health patients in England and Wales are informal (Andoh, 20009). Thus applying one safeguard provided in the Mental Health Act 1983, less than 10% of mental health patients who are compulsorily detained have a statutory right of appeal from an independent Mental Health Review Tribunal.In Gostins replying correspondence (198010), he revisits the Percy Commission, and emphasises the glaring discrepancies in expect and actual rates of Tribunal hearings. According to Gostin (1980), the Percy Commission envisioned that there would be around 8000 9000 Tribunal hearing every yr. However, in reality, there norm is a figure of about 750, with the maximum ever annual rate being 1515 hearings. As a consequence, most Tribunal members hear only one or two cases each year and thus do not have the luck to garner experience and familiarity with a diverse breadth of cases that would have been beneficial to improve future judgements. In the past two decades though, there has been a major increase in the number of applicants to the Tribunals (Crossley, 200411). In fact, as reported by Blumenthal and Wessely in 199412, applications to the Tribunal rose dramatically in the 10 years amidst 1983 and 1993, with the figure approaching 10,000, i.e. almost a three-fold increase since 1984 and costing approximately 12 million pounds ().2. Mental Health LegislationMental health order in the Commonwealth countries is changing in some common law jurisdictions (Carney 200713). There is an increasing debate on whether it is, in fact, a health or legal issue and certain schools of thought question the need for special legislation in the present day. There is controversy over the non-therapeutic nature of pitiful law, especially in its sentencing and peno lucid aspects can the inherent workings of law ever be adjusted to incorporate the perspective of therapeutic jurisprudence (McGuire, 200014)? Furthermore, some critics as well question the beneficial mathematical function of Tribunals or legal adjudication of the detention requirements. The very fact that the term detention is used to describe the process of admission of these a good deal vulnerable patients is probably evidence of the need for legal contri saveion. As mental health patients are frequently prone to violence and can be considered a risk to the existence and themselves, it is evident that both disciplines of health and the law need to collaborate to achieve optimal long-term management of this population.2.1 The Mental Health Act 1983The Mental Health Act 1983 provides legislative guidance for the compulsory ambulatory assessment, care and treatment (i.e. the overall management in hospital) of patients with a mental disorder. In the Mental Health Act document mental disorder is defined as mental illness, arrested or incomplete development of mind, psychopathic disorder and any other disorder or disabili ty of mind. As an amendment from the Mental Health Act 1959, the 1983 policy document requires that in order for a patient to fall within the criteria for complete(a) mental impairment or mental impairment, the patient in question has to be associated with abnormally aggressive or seriously irresponsible behaviour (Singh, 198415). This definition excludes an appreciable amount of severely impaired or impaired mental health patients that are neither abnormally aggressive nor seriously irresponsible, and thus these equally vulnerable patients remain unprotected under the amended Mental Health Act 1983.Thus it would issue that the definitions of, under the Mental Health Act 1959, of severe mental subnormality and mental subnormality would be more considerate and fair towards such patients, as it certainly encompassed in the definition the vulnerability of this mental health patient population (Singh, 1984). In part, the Act states that, severe subnormality being of such a nature or d egree that the patient is unequal to(p) of living an independent life or of guarding himself against serious exploitation or will be incapable when of an age to do so, and in the case of mental subnormality of a nature or degree which requires or is susceptible to medical treatment or other special care or training of the patients.Thus the recommendations adumbrate herein in this document apply not only to patients suffering from more violent mental disorders, but also vulnerable patients who may find it difficult to express their various needs, or who in some extreme, cases, may not even recognise that they need specialist help. It has been proposed that mental health should be given the same priority as physical health (Kmietowicz, 200516). Application of the 1983 Act should also take into consideration exclusions from the definition of mental health, as set out in percentage 1 (3) of the Act. This section of the policy document states that a person should not be treated under the provisions of the Act, if they are suffering from mental disorder purely by reason of promiscuity, other moral conduct, sexual deviance or substance misuse, including dependence on alcohol or drugs. However, the Act recognises that such behavioural problems as listed above may be accompanied by, or associated with, mental disorder, and as such should be overlooked in its entirety.Real life experience apparently shows that the Act is usually fully implemented with appropriate communication and collaboration between the various disciplines involved (Ourashi and Shaw, 200817). A recent of judicial practice and assessment of risk to the public in detained individuals, based on Sections 37/41 of the Act, showed that, in attachment to the primary need to protect the public, an additional and almost equally important end was to ensure compliance with both after-care services and medication. In the study sample, which was do of 12 judges from crown courts in England, it was found th at restriction orders were rarely do contrary to the recommendations of the affiliated medical practitioner.It is worthy of note to consider that the recent Mental Health Act of 2007 have introduced some important modifications to core recommendations and prototype designs and responsibilities of mental health practitioners (Kousoulou, 200818). These amendments perhaps gain even more importance when we consider the revolutions that have occurred in psychiatry since the original Mental Health Act 1983 was implemented. Of particular importance, is the notion in 1983, that there was no link between mental illness and violence which has now since been proved invalid (Monahan 199219). From October this year (2008), the Mental Health Act 2007 will be fully implemented in the procedures associated with the Mental Health Review Tribunals.2.2 The Mental Health Act 2007Amendments to the 1983 Mental Health Act policy document in the Mental Health Act 2007, which are directly related to any aspect of process of the Mental Health Review Tribunal and adumbrate topline below (Office of Public Sector Information, 200720)Removal of categories of mental disorder the key definition of mental disorder is amended from that which is outlined in Section 1 (2) of the 1983 Act. For the definition of mental disorder and mentally disordered, substitute mental disorder means any disorder or disability of the mind and mentally disordered shall be construed accordingly. In addition the following statements are omitted in the recent amended versionThose of severe mental impairment and severely mentally impairedThose of mental impairment and mentally impairedThat of psychopathic disorderAmendments to the section on the Mental Health Review Tribunal include specific issues related toPatients absent without leaveDuty of hospital managers to refer cases to the TribunalPower to reduce periods under Section 68Restriction orders in relation to restricted patientsConditionally discharged patien ts subject to limitation directions2.3 The importance of making the right decisionThere have been reported cases of mental health patients who commit suicide within a mere 12 months of contact with mental health services. For example, in a content clinical survey that was carried out in England and Wales, over 2,000 mentally impaired suicide victims had had previous contact with mental healthy services in the year in advance (Appleby et al, 199921). A review by mental health teams concluded that suicide could have been prevented in more than 20% of these cases. In conclusion, the researchers made logical recommendations for suicide prevention measures in mental health services, including strategies to improve compliance and sustain contact with the appropriate mental health services. In addition, there is also the additional threat to the innocent people of the public.The perceived threat of mentally disordered patients, who have been vacated from detention, to the public has be en explored severally (Norris, 198422 Buchanan, 199823 Jamieson and Taylor, 200224). In fact, several years ago, in New Zealand, there was a controversial case of a mental health patient who committed murder six hours after being released from detention (Zinn, 200325). Interestingly, the said patient was found not guilty of the murder by reason of mental illness. Furthermore, the patient was awarded compensation of the value of 300,000 after he sued the health authority for failing to detain him as an involuntary patient under the Mental Health Act. As such, it is evident that there are some incentives here for ensuring that the right intervention is applied to the right patient.3. Members of the Tribunal The Relevant StakeholdersEssential members who must be present at each Tribunal hearing are (Mental Health Review Tribunals website) includeThe regional chairmenA legal memberA medical member, andA lay memberFor each geographic region, the manufacturing business premier makes appo intments and decides who sits on the different panels. For the other members other than the legal member (i.e. the medical and lay members), the Secretary of State for Health, for cases in England, and the Secretary of State for Wales, for cases in Wales, are also consulted in the decision making process.Each member has a specific and individual role in the co-ordination of the Tribunal hearing. In addition to the essential Tribunal members outlined above, there are other stakeholders involved in the long-term process of the review process. These could be private non-governmental organisations, such as the National Association for Mental Health (MIND). Whether these members are salaried or not is usually discretionary, but the norm is that there is no salary payable, but that members receive an attendance fee and travel and subsistence allowance. On the contrary, the Tribunal hot seat is a salaried role.3.1 Role of the regional chairmanA regional chairman is appointed for each of t he two Tribunal regions in England the North Region and the South Region, which are conveniently based in Manchester and London, respectively. The roles of the regional chairman of the Tribunal are multi-factorial and include (Mental Health Review Tribunals website)The regional chairman appoints specific members to particular Tribunal hearingsThe regional chairman has the responsibility of ensuring that all the statutory requirements are complied with, making judicial decisions and giving necessary direction a timely and fair decision is reached in each and every caseThe regional member is also responsible for organising training for the members of the Tribunal to ensure that all members have the updated skills and knowledge that would be necessary to effectively carry out their individual rolesIt is the role of the regional member to oversee the appraisal mentoring scheme of the members of the Tribunal, thus highlighting training needs (see point above) to continually improve the r eview processThe onus also falls upon the regional chairman to handle any complaints about the conduct of any members of the Tribunal, or to refer the case to higher authorities if warranted3.2 Role of the legal memberThe legal member, more often than not, presides over the Tribunal hearings. Legal members of the Tribunal are usually elected or appointed on the basis of their specific expertise in the particular area of jurisdiction (Ferres, 200726). They are required to have such legal experience, as the Lord Chancellor considers suitable (Department for Constitutional Affairs, DCA27). In addition, interpersonal skills and a good understanding of the health system are crucial as fundamental qualifications of the Tribunal legal member. The official website of the Mental Health Review Tribunal provides relevant specific information on the requirements of becoming a legal member and outlines the roles of the legal members asThe legal member acts as President of the Tribunal. Revisitin g the primary role of the MHRT, which is to review the legality of the applicant patients detention in hospital and to direct the discharge of those to whom the statutory discharge criteria apply and to safeguard the patients fundamental human right to be free from unjustified hospital detention (Richardson and Machin, 199928), it is evident that this process is essential a legal one. It is thus only logical that the Tribunal be presided over by a member of the legal profession.In addition, the legal member of the Tribunal has the responsibility to ensure that the proceedings of the review process are carried out in a fair and equilibrate manner.The legal member is also responsible for ensuring that the legal requirements of the Mental Health Act are properly observedThe legal member of the Tribunal also has the role of advising and addressing any questions of law which may arise before the hearing, during the hearing and during the deliberation discussions with the other members o f the TribunalIn collaboration with the medical member and the lay member of the Tribunal, the legal member is also responsible for drafting the reasons for the reached decision, and for endorsing the record of the agreed decisionOne of the major that the legal members of the Tribunal face is the endangerment that the medical member could dominate what must essentially be a legal process (Peay, 198929).3.3 Role of the medical memberAs stated above, a medical practitioner is one of the necessary members of the Tribunal and their role, though clearly invaluable, is fraught with opposing views from the multidisciplinary stakeholders in the field. In 2000, Gibson30 proposed that the role of the medical member was introduced in the 1959 Act to make the process of medical notes review less arduous without ruffling medical feathers. However, according to Prins (200031), the origin of the required disciplines to sit in Tribunal hearings is oftentimes more complex than that, as there were irrelevant views that arose during the parliamentary debates leading up to the 1959 Act, as to who was best suited to make that all-important decision regarding the patients release or continued detention. It is worthy of note, here, that in those early legislative days, the commonplace law was one which involved a purely judicial decision, which probably explains the disinclination to acknowledge the need for a medical aspect in the decision making process.The medical member could be the patients treating psychiatrist, a view as or any other member of the mental health team. According to the Mental Health Review Tribunal website (Mental Health Review Tribunal), the medical member is customarily a consultant psychiatrist with several years of extensive experience who is able to advise other members of the Tribunal on any relevant medical matters that should be taken into consideration in the patients review.There is evidence that the dual role that is expected of medical practiti oners on the Tribunal is a potential barrier to having the fairly balanced and effective hearing that is the main objective of the review or appeal process. As with the legal member and all other members of the Tribunal board, interpersonal skills and a good understanding of the relevant health system are important for all Tribunal members (Ferres, 2007). In addition to this fundamental criterion, Ferres (2007) emphasises the dilemma that is brought upon the medical member as a direct consequence of his/her role as a medical practitioner and a sitting as part of the Tribunal.According to the official website of the Mental Health Review Tribunal (Mental Health Review Tribunal), the basic roles of the medical member of the Tribunal can be categorised as outlined belowMedical role this member is required to carry out an examination of the patient before the hearing and, in so doing, make any necessary interventions or simply make any necessary steps that could potentially aid the dec ision making process in forming an opinion of the patients mental health condition. This is clearly in accordance with Rule 11 of the Mental Health Review Tribunal Rules (Her Majestys Stationery Office, 1983), which requires the medical member of the Tribunal to at any time before the hearingexamine the patient and take such other steps as he (or she) considers necessary to form an opinion of the patients mental condition.Judicial role the medical member, together with the other members of the Tribunal, have a judicial responsibility to decide the patients fate, in terms of if the patient could still represent a danger to self or others and should thus remain in detention, or if the patient is suitably fit to be released into the public domain.Researchers in the past have shown that the duality of their roles on the Tribunal need not lead to knowledge bias, which could cause a flawed opinion (Langley 199032 Brockman B 199333). However, in forceful contradiction to this, some more r ecent opinions expressed by critical schools of thought believe that the dual nature of the expected medical members role is a possible barrier to open-mindedness (Gibson, 2000 Richardson and Machin, 200034). The, somewhat logical, fear is that doctors judicial opinions of patients eligibility for release would undoubtedly be swayed by findings from their overture observations and assessments. Apparently, for the review process to be carried out fairly, medical members of the Tribunal should strive to make their decisions based only on reports, evidence and witness and patient reports that presented to them during the Tribunal hearing. As such, any elaborate divulged by the patient prior to the Tribunal hearing should not be considered as evidence and must not be taken into account. Similar to this notion, the police Reform Committee, in 1967, recommended that a doctor should not be compelled to give evidence of issues that he may have had access to with the patient that have no bearing on the patients mental or physical health (Law Reform Committee, 196735).Putting it logically, general human nature may well be a barrier to such sentiments. Having conducted an examination of the applicant patient, and presumably consequently forming a clinical opinion, the medical member of the Tribunal is expected to morph into a decision making member to attend the review hearing. As the Council of Tribunals have very aptly described it, the medical member is effectively a witness and a member of the Tribunal, deciding the validity of his own evidence (Council on Tribunals, 1983, paragraph 32236). The unanswered question, thus, is how can the medical member be expected to detach his previous medical knowledge of the said patient from evidence that is presented in the Tribunal and remain objective in his opinions and, if this distinction is necessary, does the inherent upbeat of the preliminary assessment then become invalid? These questions also corroborate the idea of the protection of the doctors professional confidence unavoidably conflicting with the interest of justice (No authors listed, 196737).However, in his correspondence to the editor of the British Journal of Psychiatry, Gibson (2000) stresses the inherent emoluments of the preliminary examination prior to the Tribunal hearing. The main eudaemonias are outlined belowThe preliminary examination session gives the medical member a chance to review the applicant patients clinical notes which may contain crucial selective information and clinical findings that are omitted from the reportsThe preliminary examination session also prepares the medical member to ask the most appropriate questions at the hearing, thus ensuring that the benefits of the review process is optimisedFurthermore, Gibson (2000) has suggested that, in order to eliminate the potential prejudice that could accrue from the preliminary assessment and the associated disadvantage of the often time consuming nature, that the applicant patients notes should be made available to all of the Tribunal members in the half hour before the Tribunal hearing is scheduled to take place, thus dispensing with the need for the historical preliminary examination. The limitations of this proposal, as succinctly put forward by Prins (2000) are two foldAs we all know from our practical clinical experience, in many cases, medical notes are too voluminous and complex to do a proper review in half an hour. In some cases, it would take days to form an understanding of the contents of such files.Also, the feasibility of medical notes review by all members of the Tribunal is doubtful. Without a certain degree of medical expertise, it would be near impossible for the two non-medical members of the Tribunal to comprehend the contents of the applicants patients medical notes. This would then necessitate the additional step of medical comment for the benefit of these members, leading to longer duration of the review process, and thus, increased costs and burden on the health system.3.4 Role of the lay memberAccording to the official Mental Health Review Tribunal website, the lay member of the Tribunal serves to provide some form of balance to the Tribunal as a voice of the community outside the dominating, and often clashing, legal and medical professions. Normally lay members would have a background or practical experience of working in the health and welfare field in the National Health Service, voluntary organisations or private health sector. The lay member may also be experienced in social services on administration (Lodge, 200538).4. Other stakeholders involved in the Mental Health Review Tribunal4.1 Legal representation for the mental health patientIn addition to the legal member of the board, legal representation is usually advised for the patient. A legal representative can be useful to explain the law to the patient and help to protect his or her best interests (Mental Health Review Tribunal web site). As a matter of circumstances, the mental health patients handicap or mental illness, coupled with the possible effects of having been institutionalised and various antipsychotic medications, make self-advocacy constantly difficult (Gostin, 1980).These patients do, however, have the right to choose to represent themselves nevertheless, this option is not advisable. Furthermore, Larry Gostin of the National Association for Mental Health (MIND), in London, goes on to convincingly unfreeze the need for legal representation for the mental health patient. Patients who attend the Tribunal without legal representation are frequently denied access to the full reasons for his confinement and subsequent decision, and medical and social reports pertaining to his or her case may be withheld from the patient as confidential (Gostin, 1980). When a legal representative is involved and present during the hearing, he or she is party to all relevant documents and can share the information with the client (in this case, the mental health patient). Another even more important advantage of having legal representation is the ability of such a legal professional to examine provision in the community for housing, care and support.Thus as highlighted above, the benefit of legal representation for the mental health patient in the Tribunal cannot be overemphasised. This calls to question the ethics of the preliminary examination session, during which the vulnerable mental health patient is examined by the medical member of the Tribunal towards forming an opinion of his or her ment

Genesis, the Gospel, and Theistic Evolution Essay -- Science Religion

Genesis, the Gospel, and Theistic phylogenesisIntroductionHumans have asked questions about their origin and their purpose on earth for eons. The Bible tells earth that God cre haved them and explains their purpose. However, since the Renaissance, secular humanism answers questions about origins by representational means and science has been redefined in the process. Most institutions of higher education and many individuals have adopted the naturalistic surmisal of developing to explain human origin without considering its effects on faith. In contrast to prevailing thought at Goshen College, a literal six-day reality is foundational to the Gospel message. compounding evolution and Christianity makes ones faith less logical and opens ones science to new quandaries. Theistic Evolution A Definition forwards delving into the occupations with theistical evolution, let us define it. Theistic evolution rejects the Christian tradition of interpreting the creat ion days as having been common 24-hour days. It insists that only naturalistic mechanisms be considered when considering creation and the origin of life. Theistic evolutionists believe that humans and all other life forms evolved from a bacterial precursor in the distant past. For theistic evolutionists, naturalistic science carries precedence over the Word of God. However, in order to justify Christian faith, theistic evolution allows for the supernatural in order to explain New Testament miracles. In Biology through the Eyes of Faith, theistic evolutionist Richard Wright explains that theistic evolutionists rearrange the first chapters of Genesis into topical sections preferably of interpreting them in a straightforward manner (2003, p. 92). He argues that the chr... ...(1995). The Beak of the Finch A Story of Evolution in Our Time. Vintage Books New York. Wright, Richard. (2003). Biology Through the Eyes of Faith. HarperCollins San Francisco. 1 This problem wit h the theory of evolution was addressed by Stephen Jay Gould and other evolutionists. They postulated the punctuated equilibrium theory of evolution, which does not predict the numerous fossils predicted by the orthodox theory of evolution.2 It may be noted that some people have objected to the apostle Pauls assertion that death first came to earth when Adam sinned on the pace that animals and humans ate plants. Therefore, plants died before Adam sinned. However, this objection ignores the biblical definition of death. Death is repeatedly defined as being the spilling of blood in the Bible. Consequently, these objections ar invalidated. Genesis, the Gospel, and Theistic Evolution Essay -- Science Religion Genesis, the Gospel, and Theistic EvolutionIntroductionHumans have asked questions about their origin and their purpose on earth for eons. The Bible tells humans that God created them and explains their purpose. However, since the Renaissance, humanism ans wers questions about origins by naturalistic means and science has been redefined in the process. Most institutions of higher education and many individuals have adopted the naturalistic theory of evolution to explain human origin without considering its effects on faith. In contrast to prevailing thought at Goshen College, a literal six-day creation is foundational to the Gospel message. Combining evolution and Christianity makes ones faith less logical and opens ones science to new quandaries. Theistic Evolution A Definition Before delving into the problems with theistic evolution, let us define it. Theistic evolution rejects the Christian tradition of interpreting the creation days as having been normal 24-hour days. It insists that only naturalistic mechanisms be considered when considering creation and the origin of life. Theistic evolutionists believe that humans and all other life forms evolved from a bacterial precursor in the distant past. For theistic e volutionists, naturalistic science carries precedence over the Word of God. However, in order to justify Christian faith, theistic evolution allows for the supernatural in order to explain New Testament miracles. In Biology Through the Eyes of Faith, theistic evolutionist Richard Wright explains that theistic evolutionists rearrange the first chapters of Genesis into topical sections instead of interpreting them in a straightforward manner (2003, p. 92). He argues that the chr... ...(1995). The Beak of the Finch A Story of Evolution in Our Time. Vintage Books New York. Wright, Richard. (2003). Biology Through the Eyes of Faith. HarperCollins San Francisco. 1 This problem with the theory of evolution was addressed by Stephen Jay Gould and other evolutionists. They postulated the punctuated equilibrium theory of evolution, which does not predict the numerous fossils predicted by the orthodox theory of evolution.2 It may be noted that some people have objected to the apost le Pauls assertion that death first came to earth when Adam sinned on the grounds that animals and humans ate plants. Therefore, plants died before Adam sinned. However, this objection ignores the biblical definition of death. Death is repeatedly defined as being the spilling of blood in the Bible. Consequently, these objections are invalidated.

Case Study of Bolivar and Contemporary Greek Mythology Essay -- Nikos

The excessive element of the hero in both the poetic and artisticexpression of Nikos Engonopoulos The causal agent study of Bolivar and thecontemporary revival of Greek mythologyIt is, I think, in itself an tremendous act to speak today of heroes and heroicexcession in an era that is characterized as anti heroic. In earlier times much earlierthan the nineteenth century the history of human achievement was not conceived ofas anything but the history of heroic deeds which the distinguished dared to undertakeand successfully managed to execute (J.P.Vernant 1989 145) and whose memory isstill alive. But, nowadays, achievement is considered to be the transient personalflaunting in fields such as politics, economics, athletics and entertainment. Thosepeople, indeed, inspire admiration bordering on deification, reverence, in other words,equal to the admiration for heroes of earlier times, adoration of idols. Our time isantiheroic, a time in which idols hold back substituted for heroes a nd the necessity for selfassertionand personal benefit wins over this collective development.However, the question still remains as to the excess in human potential andthe choices confronting an adventurous spirit extinguishing or at leastneglecting fear in the face of danger. No matter how extraordinary and insane it mightbe, very often, heroic demeanor continues to enchant. This happens, possibly, becauseof the element of excess which is characterised, more than at any other time, by aconvergence of the desire of modern man not to be hemmed in by individual mustsof the technological civilization and a desire to return to the charm of the fairy-tales ofhis childhood years. This effort to accept the reality is neve... ...nica Mc Goldrick, 1995.16. Todorov Tzvetan, 1995, Les abus de la memoire, Arlea, Paris.17. Gellner Ernest, 2002, Nationalism, Alexandria Athens.B. Articles1. Engonopoulos Nikos, may 1956, Zygos, Are there common points of contactbetween modern art and the ideal of Greek art?, Athens.2. Friar Kimon, 1978, Modern poetry, Simon and Schuster, New York.3. Gonzales F., 1976, Collection Voix, Maspero, Battle, N. Engonopoulos,Bolivar, Introduction, traduction et postface, Paris.4. Vasiliou A ., 1978, Modern thought, 20, Engonopoulos Empirikos andGreek surrealism, Athens.5. Diamantopoulou Evangelia, May 2000, Elelef, 3, Fear and fearless heroes inTheophilos Hadjimichail s paintings, Athens.6. Diamantopoulou Evangelia, 2002, Anef, 5, Aphrodite, goddess of ancientGreece, goddess of the sea the artistic proposal of Theophilos, Cyprus.