Climate Changes Impact On Coral Reefs Environmental Sciences Essay

This undertaking is given by our instructor and we were supposed to compose about the clime alterations. I decided to compose about the subject â€Å" coral reef † . I want to cognize more about coral reefs, non merely the general facts about how they look like or what sort of coloring material they have, but more about the interesting facts. Why are they of import today, how we as human ruin them and what we can to halt this procedure? As it says on International Coral Reef Initiative â€Å" For the first clip since 1998, mass coral bleaching is impacting coral reefs across a broad country of Southeast Asia and the Indian Ocean. Bleaching has been reported in Indonesia, Malaysia, Thailand, the Philippines, Maldives, and parts of E Africa. I know it exists menaces against coral reefs, and I want to larn more about them and what are the effects of e.g. coral bleaching. In the quotation mark above it says that coral bleaching is increasing. Why? What are coral reefs?Coral reefs, indicated by ruddy points, are found preponderantly in tropical Waterss 30 grades north and South of the equatorCoral reefs are among the oldest ecosystems in the universe. They are located 30 grades north or South of the equator, chiefly in the Indonesia and Pacific Ocean. In the Bahamas at 32 grades at that place exists an exclusion. The coral reefs can populate at that place because of the warm H2O from the Gulf of Mexico. Today the coral reefs are the largest life construction on Earth and the Great Barrier Reef is the largest individual construction in the universe Coral are single animate beings and a individual coral is called polyp. Largely the polyp live in groups of 100s to 1000s indistinguishable animate beings, and organize a â€Å" settlement † . The procedure which formed the settlement is called budding and literally the original polyp transcripts itself and the settlement grows. There exist two ways for the coral to turn either add to their limestone or reproducing. When a coral attention deficit disorder to their limestone is means that they secrete more calcium carbonate around and under their cup. The coral will so turn both upwards and outwards. The 2nd method is by reproducing either asexually or sexually. In the nonsexual manner the coral produced indistinguishable ringers or in a sexual manner by directing out sperm or eggs. Corals are divided into three different types depending on where signifier. The first one and most common is fringing reefs. They are close to the seashore and they form a boundary line to project themselves. Barrier reefs are another type and are similar to fringing reef. These besides environment land multitudes, but form a boundary line at a distance. The 3rd group of reef are called atolls and are either egg-shaped or round. They are lying off the seashore. ( See beginning 4 + 6 )Why are corals of import?Today coral reefs are of import and necessary in the universe. Great Barrier Reef, which is the universe largest reef, stretches along the nor'-east cost of Australia. The reef consist of over 3A 000 single reef and has a length of 30A 000 kilometers. It is really possible to see it from the outer infinite. A satellite exposure of the Great Barrier Reef The reef includes 400 coral species, 2A 000 fish species and six of seven species of sea polo-necks. There are many different types of coral which have assorted colorss. ( See beginning 3 )Why are the corals deceasing?There are many menaces to coral reefs. Some menaces are natural happening such as marauders and hurricanes. These are made of course, but because of planetary warming the menaces harmonizing to the coral reefs addition. Others menaces are made by human among them overfishing and pollutions. Consequence of coral bleaching Marauders and hurricanes are natural happening and it is difficult to make something about these happening because they happen of course, still increasing of rainfall over a long period lessening coral growing. The coral reefs need sunlight, clear H2O, seawater with a specific salt and warm H2O ( 23 – 29 grades Celsius ) to populate. However, addition in the temperature degree and altered salt affects the coral reefs severely. Merely one grade rise in temperature influences the coral. The harm is called coral bleaching and involves that the coral expels the algae which gives the coral its coloring material. Alternatively of being colorful the coral takes on a blunt white visual aspect. The algae do n't return if the emphasis is prolonged and as a consequence the coral dies. â€Å" The bleaching is really strong throughout Southeast Asia and the cardinal Indian Ocean. The studies are that it is the worst since 1997/1998. This is a truly immense event and we are traveling to se e a batch of corals deceasing † says Dr Mark Eakin Overfishing is a menace made by human. Today many people are dependent on fish as an income and nutrient, still overfishing is a job. It affects the coral by â€Å" taking cardinal species from the marine nutrient concatenation † . Furthermore the methods used to catch fish can besides be harmful to the coral. For case 15 states use nitrile fishing which involves dumping toxicant onto reefs to stupefy fish for easier assemblage. The toxicant does n't merely impact the fish, but besides the reefs. Another sensational method is called blast fishing, utilizing explosives to stupefy fish, and the method is used by more than 40 states. As a consequence of the detonation the coral are ripped apart and destroyed. On the other manus, addition of the H2O degree increases the thriving for harmful algae and other rivals. More rivals and harmful algae mean less infinite for the coral to growing. Likewise out of use sunlight lessening the growing for a coral and the coral can decease. ( Se e beginning 5 )Decisionâ€Å" Seventy per centum of coral reefs may be gone in less than 40 old ages if the present rate of devastation continues † . This destructing procedure has to be stopped, and it needs to be shortly. Coral reefs are place to over 1 million different species and protect the coastal metropoliss. In add-on to this, coral reefs create 1000000s of occupation and unafraid income for many people in more than 100 states in the universe. However coral reefs are a nutrient beginning for the people who live near the reefs, particularly the people on little islands. Another interesting fact is that without the being of coral reefs, parts of Florida would be under H2O. ( See beginning 7 )Beginningshypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral ( 06.12.2010 ) reef.htmHYPERLINK â€Å" hypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral ( 06.12.2010 ) reef.htm & A ; url=http: //www.cultureandrecreation.gov.au/articles/greatbarrierreef/ † & amp ; HYPERLINK â€Å" hypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral ( 06.12.2010 ) reef.htm & A ; url=http: //www.cultureandrecreation.gov.au/articles/greatbarrierreef/ † url=http: //www.cultureandrecreation.gov.au/articles/greatbarrierreef/ ( 06.12.2010 ) hypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral-reef.htmHYPERLINK â€Å" hypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral-reef.htm & A ; url=http: //www.nature.org/joinanddonate/rescuereef/explore/facts.html † & amp ; HYPERLINK â€Å" hypertext transfer protocol: //www.howstuffworks.com/framed.htm? parent=coral-reef.htm & A ; url=http: //www.nature.org/joinanddonate/rescuereef/explore/facts.html † url=http: //www.nature.org/joinanddonate/rescuereef/explore/facts.html ( 06.12.2010 ) hypertext transfer protocol: //animals.howstuffworks.com/marine-life/coral-reef1.htm ( 06.12.2010 ) hypertext transfer protocol: //animals.howstuffworks.com/marine-life/coral-reef2.htm ( 06.12.2010 ) hypertext transfer protocol: //www.icriforum.org/about-coral-reefs/what-are-corals ( 06.12.10 ) hypertext transfer protocol: //www.icriforum.org/about-coral-reefs/benefits-coral-reefs ( 06.12.2010 )

Pyrex Case Study Essay

The current dilemma with World Kitchen is to continuing making Pyrex themselves, or to contract the manufacturing out and buying it that way. This problems has arisen because of the aging Pyrex plant in Charleroi needs an upgrading and they have decided to look at it to see if it is better to outsource it or to upgrade the plant and continue to make it. Pyrex was first started in the early 1900’s by Corning Glass Works. It was made by mistake when Bessie Littleton the wife of a Corning chemist ask her husband to bring home s some strong shatterproof glass for her to use in the kitchen. What her husband did was bring two jars home, made of low- expansion glass. Bessie had cooked a sponge cake in one of the glasses and she found out that the cooking time was shorter, it did not stick to the glass, the flavor washed off of it and did not stick to the glass, and she could see through it to see how the cake was baking. The Chemist then took the cake to his work the following day an d had his coworkers look at what she had made with the glass he took home. They then began a two year process to perfect the glass and to start selling it. So in 1915 Pyrex started to hit department and China stores everywhere. World Kitchen was formed in 2000 and is the current owner of Pyrex. World Kitchen already outsources a bunch of their products and this is so they can stay competitive with the competition. That is because with a lot of their current products they are made cheaper overseas versus the cost it would be to make them in the states. By 2006 World Kitchen only owned two plants in United Stated the Pyrex one in Charleroi and a Corelle Plant. The two plants use different forms of technology, the Charleroi plant uses tempering the thick translucent glass while the Corelle plant uses a processes by pressing three layers of thin strengthened opaque glass together. In the Charleroi plant they have a furnace that has to run 24 hours a day and it is extremely costly to run. So if they were to keep the Charleroi Plant the first thing that they would have to change is the furnace and find a better way to heat the glass. That way they would not have to constantly run it and they could slow down and speed up production accordingly. Since World Kitchen currently outsources the manufacturing of a lot of their other products they  have existing relationships with potential manufacturers t hat might be interested in making the Pyrex Line. The problem is that there might not be a foreign plant that can meet the demand for the Pyrex line of products. Also with contracting the product and making it overseas, in order for World Kitchen to get the product back in the United States they will be paying Tariffs and those Tariffs vary from country to country. World Kitchen is currently a privately owned company which is better because with the decision to either continuing to manufacture Pyrex or to outsource it will be done directly by the head CEO’s and they will not need to worry about what stockholders think. According to market research done in 2006 it was an estimate that 79 percent of homes owned at least one Pyrex product. It also showed that Pyrex held a 75 percent share of the current market. World Kitchen s market share was dominant among makers of glass makers, the Pyrex products was also compared to no glass products such as metal, plastic, and ceramic bake ware. So we are going to look at the pro’s and cons that are associated with continueing production at the Charleroi plant or if it will be better to outso urce the production of Pyrex. 1. What are the pros and cons of continuing production at the Charleroi plant? When a supply chain is choosing a manufacturer or a product to carry, one of the things they usually look at is where it is made. This is because depending on the location there are different pro’s and con’s that can be associated with the product. For example Pyrex is made in Charleroi, Pennsylvania and I am going to talk about the pros and the cons of Pyrex continuing the production here. One of the main good things about continuing the production at the Charleroi plant is that you can manage the production and the quality on a day to day basis or however you like. If it was somewhere out of the country than you would not be able to visit the plant as often and assure the same standard of quality that was suspected of it. Another good thing about continuing production here is that is has the stamp â€Å"Made in the USA† which is a good marketing strategy within itself. That is because people in the US like and are willing to buy a product more if it was made on it’s on soil. The logistics of transporting the goods will be cheaper and you will not have to jump through the hoops of importing  it into the states. This will mean that you will always have the same delivery time for an order to whomever you are sending it to. If it is made overseas there are a numerous number of things that can delay an order that is out of the manufacturers and buyers hands. A lot of states offer companies tax credits for having a plant in the state and creating jobs for people within that state. Another thing about continuing production at the Charleroi plant is that Pyrex will not have to change anything it is currently doing with production, logistics, and personnel. When you change something that you are currently manufacturing and the way it is made you are risking the possibility of a drastic change to the product. There are also costs related to changing the location and bringing in people to help make that happen. Along with the good things about having the Charleroi plant in operation there are also a number of cons that haunt this. One thing is that you might lose some of the market because the competition will be selling a product that is cheaper and this is because it is cheaper to make overseas. You might not be able to compete with the price and thus lose customers. Another downside would be having to deal with unionized workers in the US, if they do not like their pay or some type of labor condition they could go on strike which will than put production on a halt and money and product will be lost. Another downside about the Charleroi plant is the furnace and the costs to operate it each year. They stated one year they were to make 41 million pieces of Pyrex and the cost to make the pieces would be 39 million. So making that much product you would only have a 2 million dollar profit, which isn’t bad but the labor and the costs of paying the workers is the most expensive thing and can be cut down or even out if there are better and cheaper ways to make. Along with the expense you do not have the flexibility to operate the furnace when you want and you do not have the flexibility to change the speed of production that much either. You cannot control how many products and how much time it takes to make as well and this is because the furnace controls that because you cannot speed it up or slow it down. The furnace is the bottle neck of the batch process and even to upgrade it and make it a better process is going to cost Pyrex quite a bit of money and time. Probably the main con about continuing production here is the cost that is going to be associated with upgrading the facility. Just rebuilding the furnace alone is going to cost an estimated 12 million  dollars. While you are rebuilding the furnace and upgrading the facilities you are going to have to look at a different location to help with the production of Pyrex anyways. This goes in hand with the current profit margin which was only 2 million dollars off of 39 million dollars’ worth of product. This is because of the high costs that was associated with making the Pyrex at the Charleroi plant. 2. What downside might there be with the offshore outsourcing production of the Pyrex product line to oversea suppliers. One of the major downsides of offshore outsourcing of the product lines to different countries is getting the product back in the United States. This is called Tariffs and they can range from 22.5 percent to 4 percent depending on the country and what the US import rate is for that country. So that is something that will overall make the product price somewhat even out. You will have the cheaper labor and not-so strict manufacturing guidelines in some other countries but you will have to pay the tariff to get it back here. One of the major and first things that they need to look at though is to make sure that the over sea companies will be able to match the productivity with the demand of the product. If they are not able to manufacture enough of the product in a certain time than Pyrex will be losing money to the competition that might have the similar type of product in stock. Another thing that the suppliers quoted were the lead times that it could take them to get the product to the distribution center. These times ranged from 4 days to 36 days, depending on what country the product would come from. These can change from day to day according to the situation as well, because there might be a delay at the inspection to get the freight into the United States or a storm holds off the shipment on the other side of the world. So orders will need to be put in almost 2 months ahead of time. This is possible as we have learned in previous chapter, to do but will not be as accurate versus 2 weeks ahead of time. So this can lead to either an over or understock of items. This is because the demand for the product can change on a weekly basis based off many factors. If the work and process is outsourced than you also run the possibility of another country or company getting the process and making a copycat product. This was actually done in China when they were searching for glass manufacturers  there. This is because other countries might not follow or have the strict patent laws that the US follows. This is one reason why there are a lot of â€Å"fake† items made in other countri es. In China, they uncovered companies claiming to be the producers of the product and even used the Pyrex logo on their website. Another thing that I mention in question number one is they will not have control over the manufacturing of the product as much as they do now. If they contract it out overseas, unless they hire someone to always be at the plant they will not know if the contractor is making the product like it was originally made and if the contractor takes short cuts than the product will lose its originality and quality possibly. That means the recipe to make the product can be changed and with something like glass, when you barely change the way it is made it will drastically effect the quality. If you have a strict contract that states the product will be made for a number years the exact same way, you cannot just change it in the middle of a contract when you contract it overseas. That means if market research shows the product can be more effective or cost effective made a certain way, you have to wait until the contract ends with the current manufacturer before you can change anything about i t. If it still made by the company in the states you can change the product however you want whenever you want. That includes if you want to start manufacturing a new line of products with the Pyrex quality and name. It will be much longer because you will have to negotiate the process and prices with the contractor versus just getting the numbers and materials yourself and starting it when it is the most appropriate. 3. If the recommendation is to offshore outsource, what issues have to be addressed with the Charleroi plant? If Pyrex decides to go to offshoring outsourcing the product than the Charleroi plant has to have some type of shutdown procedure. These procedures are important because it is a plan that will help lay off or redistribute the workers as well as the products and equipment. One of the biggest problems is to retain and layoff the workers once they find out the Charleroi plant is being shut down. Shutdowns are usually announcements that the company or organization will tell everyone so they can prepare what to do next. They need to retain a number of workers though while they look for and implement their outsourced manufactures to  start making the products. A lot of workers will start looking for new jobs and quit to start those new jobs, this can be good because the company will not have to lay off a bunch of workers. They might be able to transfer some workers to the New Yor k Plant though. They do need to give some workers an incentive to stay though until the shutdown is complete. Next all of the equipment used to make the product will either need to be sold or sent to the new operations facilities. They need to figure out if the old equipment is worth keeping or if they want to upgrade it to make a better product. They do not want to sell the equipment to possible competitors though because then they will be able to copy their process of making the Pyrex. We also need to look at and make sure that the overseas plant will be able to completely fulfill the orders and if not than the Charleroi plant might not have to shut down completely. They might be able to keep it and operate it only at 10 percent to help with increased orders or high demand, that is only if the outsourced manufactures cannot produce enough of the product. After everything is out and the plant is shut down the company needs to look at if they want to keep the building or not. If the New York plant is still running and the shipment of the products overseas need a place to stay before they are sent to stores, than the building might be able to be turned into a warehouse. Which than Pyrex needs to determine how they can transfer the manufacturing plant into a warehouse because of the unpredictability of the shipping of the products from overseas, Pyrex needs to be able to get products to customers fast. They also need to figure out how much it is going to actually cost to shut down the plant because at the same time the company is going to be spending a lot of money on getting the new manufactures up to speed on the product. So there are a number of issues that need to be addressed when shutting down the Charleroi and they are the rearranging of personnel, how long it will take to shut the plant down, what to do with all the assets inside the plant, and even what to do with the building after everything is gone and shutdown.

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PEMEX - Coursework Example The company comprises of four subsidiary entities that practices production, exploration, commercialization and transformation activities for natural gas and oil in the local and international markets (Blowfield, 2013; p. 67). The company also conducts refinery of crude oil and supplies petrochemicals on top of conducting business overseas via PMI Comercio Internacional. This paper explores the sustainability of the company in the global business with major focus on environmental sustenance and economic stability. The country has positioned to provide assurance of the distribution of primary energy products and has therefore input to considerable change and growth in Mexico. In order to guarantee that the company would proceed to contribute significantly to the development of the nation, the company created a business plan in 2010 where the strategies were approved. The government aims to transform and recognize the company as an efficient, safe, modern, profitable, sustainable, transparent and modern firm is set forward. Through the organization the government has established a business plan which is the result of an attempt to focus on the fundamental plans that deal with the major aspects integral to describe the course and objectives of the organization. The business plan can be summarized by the diagram below. In satisfying the company’s and government’s objectives the company has recognized four routes of actions with various specific strategies. These include the growth, corporate responsibility, efficiency and management modernization (Lourdes, 2012; p. 3). The society has so much expectations and attitudes towards the organization and its contribution to sustainability. As a major element of achievement, the society expects that the government through the company to transparently comprehend the effect of their activities at the economic, social and ecological

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Multiple Topics to Choose from Essay Example | Topics and Well Written Essays - 750 words

Multiple Topics to Choose from - Essay Example Violence and powerful resistance were not uncommon; however, non-violent sources of opposition to slavery were always more efficient than a physical attack. In Narrative of the Life of Frederick Douglass, Incidents in the Life of a Slave Girl, and Blassingame’s The Slave Community, cultural efforts, education, folk songs, beliefs, and ceremonies exemplify the most efficient instrument of resisting slavery, creating â€Å"self† and developing an â€Å"underground culture†. That slaves continuously oppressed and tried to improve their position in the American society cannot be denied. The instruments they used to withstand the pressure of slavery were numerous and varied. Slaves were not willing to tolerate violence, humiliation, and abuse. They were not willing to accept their inferior position in the society. In her Incidents in the Life of a Slave Girl, Harriet Ann Jacobs describes her childhood and adolescence. She witnessed how different slaves fought with slavery – at times, their decisions went beyond the boundaries of reason, e.g., murdering a slave master (Jacobs 182). Jacobs herself rarely engaged in active opposition but chose to tolerate her master’s abuse silently (183). Once she observed â€Å"a woman rush wildly by, pursued by two men. She was a slave the wet nurse of her mistress’s children. For some trifling offence her mistress ordered her to be stripped and whipped. To escape the degradation and torture, she rushed to the river, jumped in and ended her wrongs in death† (Jacobs 184). However, not all slaves had sufficient courage to sacrifice their lives for the sake of avoiding penalties and physical violence. Nor did all slaved had instruments and resources needed to openly fight against the oppression. Culture and songs became the principal way of resisting slavery, which created a collective picture of social oppression in the American society. Folk songs, ceremonies, and beliefs were among the key elements of resisting

Almanac Essay Example | Topics and Well Written Essays - 1750 words

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Personal Statement (for internship) Example | Topics and Well Written Essays - 250 words

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Interview Essay Example | Topics and Well Written Essays - 500 words - 7

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FIN501 MOD 1 Case assign Essay Example | Topics and Well Written Essays - 1000 words

FIN501 MOD 1 Case assign - Essay Example The organization wants to choose between offering the shares through an online auction or traditional book building techniques. AVG should issue shares through an online auction technique, which is better than the traditional method in almost all aspects. The online auction reaches more investors, it reduces the risks of under or overpricing, and the technique is less costly than book building (Corr, 2007). The organization should follow the rules of the technique strictly to avoid leaving out investors like Google did in 2007. Online Auction Attracts more Investors than Book Building I would advice AVG to issue its IPO using the online auction because the method is less costly, reaches more customers, and it ensures that the share price is based on its market value. The company reaches more investors by announcing the offer online and allowing customers to bid the price and shares that they would like to purchase (Gregorious, 2006). This is unlike the book building method where unde rwriters sell shares to the clients that they value more than others (Pequignot, 2005). The investment banks leave out the investors who bid low prices because the underwriters aim at maximizing their returns (Jones, & Yeoman, 2008). This means that investment banks aim at the wealthy and existing investors in the company. Auctioning allows numerous customers to bid because the online process is open to everyone, and it is cheaper to access the internet (Carter, 2005). AVG is likely to attract new and existing investors ranging from the wealthy to the middle income group in the society using the online auction (Khurshed, 2011). Auctioning Reduces Costs of Issuing Shares AVG would incur fewer costs using the online auction than the book building technique. The company does not have to incur the high costs of underwriting. These costs refer to the price that the company pays investment banks when they determine the price of issuing each share (Vermaelen, 2005). The costs also include the commission that the firm would pay underwriters to sell the shares by conducting road shows. The commission may be as high as 8% in some cases, and this may be costly for the company especially when it sells a few shares (Nyantara, 2005). The role of underwriters in the online auction is to help the company to set the price at which to issue shares based on the bids of all customers. This is not costly, and it means that AVG would cut on the underwriting cost. Other costs that the firm would incur using online auction are the Securities and Exchange Commission fee (Savitz, 2012). This fee covers the cost of registering shares with the registrar by way of a prospectus. The securities Exchange Commission fee and other costs account for 10% of the value of the collected capital (Savitz, 2012). This cost is also incurred using the book building process, and this means that the company cannot avoid paying the price. Auctioning IPO is Less Risky than Traditional Book Building AVG redu ces the risk of under or over pricing shares. This is because the directors of the company would determine the value of each share based on the investor’s bids. The bids represent the true value of the shares because the investors symbolize the market (Sherman, 2010). Google oversaw the bids from customers by determining their market price per share without considering the bids. The company ended up losing capital by leaving out some investors from

The Cost of Coronary Heart Disease to Society Essay Example for Free

The Cost of Coronary Heart Disease to Society Essay â€Å"Coronary heart disease (CHD), also called coronary artery disease (CAD), is when the vessels supplying blood and oxygen to your heart become narrow or constrictedâ‘ ºÃ¢â‚¬  The main causes are: Smoking cigarettes Cigarette smoking is a major cause of strokes. High blood pressure Can put strain on your heart and can lead to CHD. High cholesterol levels Cholesterol is essential for healthy cells, but if there is too much in the blood it can lead to CHD. Unhealthy diet A bad diet can lead to diabetes, high cholesterol, hypertension and uncontrolled weight. Each of these factors independently contribute to a high risk of heart disease. Physical inactivity Regular physical activity decreases the risk of coronary artery disease because it makes the coronary arteries wider and more flexible. Alcohol consumption Raises blood pressure; puts more pressure on arteries. Obesity Reduces HDL cholesterol which enable lipids to be transported within the water-based bloodstream. The cost of coronary heart disease to society cannot be viewed in terms of just money, but also the loss of 166,000 lives every year, this figure is the number of people who died of coronary heart disease in 1961 in the UK. The figure in 1997 however had fallen to 140,500. In 2000, this figure had fallen still to 125,000, and in 2010 more than 65,000 people died from coronary heart disease; more than for any other diseaseâ‘ ¹. The total direct healthcare costs of coronary heart disease in 1999 came to  £1.73 billion. The major costs were those used for hospital inpatient care, which accounted for  £917 million (or 53% of the total) and drug treatment, which accounted for  £558 million (or 32% of the total). Rehabilitation and community care, prevention and primary care, accident and emergency (AE) and outpatient care accounted for 7.4%, 3.6%, and 2.9%, respectively, of total direct costs. People aged 65 years and above and men utilised 63% and 52% of total expenditure, respectivelyâ‘ ´. In 2006, coronary heart disease cost the UK NHS approximately  £3.2 billion, this represents a cost per capita of just over  £50 for each condition. The cost of hospital care for people who have coronary heart diseases accounts for about 73% of these costsâ‘ µ. The hospital costs for stroke account for 94% of the total health care costsâ‘ ¶. In 2006 the total cost of coronary heart disease to the UK economy was approximately  £9.0 billionâ‘ ¸. Some patients with coronary heart disease will be referred for cardiac rehabilitation, particularly following bypass surgery or if they have experienced angina or a heart attack. The rehabilitation may consist of an exercise plan to help regain stamina safely based on individual ability and needs, and education, counseling, and training. Training may include ways to better manage stress, as well as how to manage other lifestyle factors that contribute to coronary heart disease. An estimated 401 000 people provided informal care to coronary heart disease patients in the UK and about 408 million hours were used to care for them. Informal care of coronary heart disease sufferers was estimated to cost  £2.42 billionâ‘ ´. About 150 565 working years were lost from deaths from coronary heart disease in England and Wales; 71% of these working years lost were from deaths in men in the 45–64 year age rangeâ‘ ´. There were 65.4 million working days lost because of incapacity resulting from coronary heart disease in the UK. In 2004, the average length of stay for an individual entering the hospital for CHD complications was 4.3 daysâ‘ ´. To the UK population, an estimated 765 000 men and 698 000 women had experienced a coronary heart disease event in the past year, with those aged 55 and above accounting for 88% of cases, also to the UK population, an estimated 1.42 million men and 1.14 million women have a history of doctor diagnosed coronary heart diseaseâ‘ ·. In 2006 over 2.2 million people were living with CHD; 1.3 million men and 860,000 womenâ‘ ¸. The mortality cost of coronary heart disease in the UK was estimated to be about  £1.81 billion (of which  £1.68 billion can be attributed to men and  £0.123 billion to women)â‘ ´. The total cost of illness associated with coronary heart disease in the UK is  £7.06 billion per yearâ‘ ·. CHD, by itself, is the most common cause of premature death in the UK. About one fifth (18%) of premature deaths in men and one in ten (9%) premature deaths in women from CHD, which caused over 28,000 premature deaths in the UK in 2008â‘ ¶. Rates of CHD are higher in men than in women and rates increase with age. However CHD is also a major cause of premature (under 75) deaths. In 2010, there were over 21,000 premature deaths from CHD in Englandâ‘ ¸. CHD rates are not distributed evenly around England. Death rates are much higher in the North of England compared to the South. Premature mortality rates in the North West are about 50% higher than in the South East for men, and 60% higher for women. But CHD rates in England are lower than in the rest of the UKâ‘ ¸. Approximately 85% of those who die of coronary artery disease are age 65 or olderâ‘ ½. People that are diagnosed with coronary heart disease may feel worried or anxious about their personal well being and how this diagnosis will affect their lifestyleâ‘ ». Patients diagnosed with heart disease may experience guilty feelings. They may believe that their chosen lifestyles may have contributed to them acquiring coronary heart diseaseâ‘ ». Patients with coronary heart disease may isolate themselves socially from their friends as a result of side effects of their medications or symptoms of their disease, such as fatigueâ‘ ». Depression is a condition that patients with coronary heart disease may experience. This may be caused by a variety of reasons. They may become less motivated and less functional in their roles in life; achieving goals and getting jobsâ‘ ». Depression is strongly correlated with the presence of angina within a patients with coronary heart disease. Also patients with physical health problems such as coronary heart disease often have worse quality of lifeâ‘ ¼. In conclusion, the cost of coronary heart disease to society are the mass amount of people lost to this disease every year, the pain that the relatives and friends endure and the economic burden from the cost of all the healthcare and time invested to help those in need.

Ethical standards require businesses and individuals to use moral principles

Ethical standards require businesses and individuals to use moral principles One difference between an ordinary decision and an ethical one lies in the point where the accepted rules no longer serve, and the decision maker is faced with the responsibility for weighing values and reaching a judgement in a situation which is not quite the same as any he or she faced before. (Ferrell, Fraedrich, 1994) Ethics is not simply a glorified intellectual game, of no practical relevance. We become moral individuals by practice; good at being truthful by habitually telling the truth; becoming honest by trying always not to be dishonest. There is nothing abstract about business ethics. It is simply another tool to help the practical business man or woman deal with the endlessly recurring moral dilemmas of business life. There is a connection between our perception of the world and the way in which we make decisions in the world. If managers believe that they are and ought to be rational egoists, concerned only with maximising profit, they will take the decisions accordingl y. If, on the other hand, they are aware of moral theories and social policies that affect their own societies and the wider world, then they will be likely to make rather different and more sophisticated judgements, (Vallance, 1995). The idea of ethics in business focuses on the moral or ethical actions of individuals. It is in this sense that many people, in discussing business ethics, immediately raise examples of immoral or unethical activity by individuals. Included with this notion, however, is also the criticism of multinational corporations that use child labour or pay pitifully low wages to employees in less Developed Countries. Many business people are strongly influenced by their religious beliefs and the ethical norms that they have been taught as part of their religion, and apply these norms in their business activities. Aaron Feuerstein is a prime example of someone whose actions after fire destroyed almost all of his Malden Mills factory complex kept his workers on the payroll until he could rebuild. He has stated often and publicly that he just did what his Jewish faith told him was the right thing to do (Richard T De George). The study of Business Ethics has evolved through many years since before the 1960s. Business ethics continues to change rapidly as most organisations recognise the advantages of improved ethical conduct in business and there is an increased understanding between business ethics and financial performance. Up until 1960 ethical issues related to business were often discussed theologically. Through churches, synagogues and mosques, individual moral issues related to business ethics were addressed. Religious leaders raised questions about fair wages, labour practises and the morality of capitalism. Courses began being offered in social ethics in some catholic colleges and universities. During the 1970s business ethics began to develop as a field of study. Theologians and religious thinkers laid down groundwork suggesting that certain religious principles could be applied to business activities. Because of this professors began to teach and write about corporate social responsibility. By the end of 1970s a number of ethical issues had emerged and business ethics became a common expression. In the 1980s business academics and practitioners acknowledged business ethics as a field of study. Business ethics organisations grew and expanded to include thousands of members. Many rules of business began changing at a phenomenal rate because of less regulation. Corporations had more freedom to make decisions, and the government developed new mandatory federal sentencing guidelines to control firms that were involved in misconduct. Business ethics today is still an evolving field of study. Business ethical issues can be approached from the perspective of law, philosophy, theology or social sciences; or they can dealt with in a pragmatic spirit, seeking solution for specific managerial problems. (Ferrell, Fraedrich, Ferrell, 2002.) Some ethical principles include: Fudicary Duty, Property Principle, Reliability Principle, Transparency Principle and Dignity Principle. Fudicary Duty involves each officer having a legal fudicary duty to act in the best interests of the stakeholders and other employee within the firm such as, loyalty. Property Principle is based on the belief that every employee should respect property as well as the rights of the owners of the property for example, theft. Reliability Principle believes that it is the employees responsibility to honour the commitments that they have made to the firm for example, breaching a contract. Transparency Principle is based on the belief that every employee should conduct business in a truthful and open manner and assumes they will not make decisions based on a personal agenda. Dignity Principle believes that each employee needs to respect the dignity of all individuals such as safety and privacy. Fairness Principle based on belief that stakeholders who have vested interest in the firm should be treated fairly for example they should be entitled to fair reciprocal. Citizenship Principle believes that every employee should act as responsible citizen in the community, for example they should abide and respect the laws of the community. Responsiveness Principle based on belief that employees have the responsibility to respond to requests for information about operations from various stakeholders. Being socially responsible will enable you to get greater profits, be more responsive to consumer demands and attract investment. An example of a socially responsible company is The Body Shop (Harvey, 2010). Social Responsibility is the obligation a business assumes to have for society. To be socially responsible is to maximise positive effects and minimise negative effects on society. The economic responsibilities of a business are to produce goods and services that meet the needs and wants of society at a price that can perpetuate the business while also satisfy the needs of the investors. (Ferrell Fraedrich, 1994) The legal responsibilities of businesses are the laws that they must obey. (Ferrell Fraedrich, 1994) The civil laws are the rights and duties of individuals and organisations. The criminal laws prohibit specific actions and impose fines and/or imprisonment as punishment for breaking the law. (Harvey, 2010) At a minimum, companies are expected to be responsible for their employees obeying local, state and federal laws. Ethical responsibilities are the behaviours or activities that are expected of the business by society but are not codified in law. (Ferrell Fraedrich, 1994 ) These are the standards, norms, or expectations that reflect the concern of major stakeholders. (Harvey, 2010) Consider the responsibility issues for many riverboat casinos that serve their patrons as many free drinks as they want. The result is that many of the drunken patrons may decide to drive after leaving their premises and then cause an accident. For example, one patron at the Players Casino in Louisiana, had twelve drinks in two hours, got into his vehicle and then crashed into a van carrying five people, causing three of them to lose their lives. Although the casino operators fulfilled their legal responsibility to provide alcoholic beverages to adults only, they sometimes fail to address the ethical issues presented by the spirit of law. The final obligation a business assumes towards society is philanthropic responsibilities. These are the behaviours and activities that society desire and business values dictate. Philanthropic responsibilities represent the companys des ire to give back to charity. For example, Ben Jerrys donate 7.5% of pretax profits to charity. (Ferrell, Fraedrich, Ferrell, 2002.) The idea of social responsibility became prominent during the 1960s in response to changing social values. Many businesses have tried to determine what relationships, obligations and duties are appropriate between the business organisation and society. (Ferrell, Fraedrich, Ferrell, 2002.) Therefore, Social Responsibility can be viewed as a social contract with society, whereas ethics relates to carefully thought-out rules of moral philosophy that guide individual decision-making. While business ethics relates to the effect of moral rules and principles on individual decisions, social responsibility is concerned with the decisions the organisation makes and their effect on society, (Ferrell Fraedrich, 1994). Corporate Social Responsibility refers to any voluntary business activity that goes beyond legal compliance, enhancing economic performance and contributing to sustainable development of the environment and the community in which a business operates. Corporate Social Responsibility is a decision for business and generally a companys CSR activity will fall under one of four priority headings: workplace, environment, community or marketplace. Corporate Social Responsibility is getting more and more attention as the natural complement of social activities and business sustainability is gaining recognition. Contemporary developments, values and stakeholder expectations have shifted and to survive companies must develop new activities and processes that reflect the societal, demographic, economic and legislative changes. Better working relationships with stakeholders can result from the greater management of expectations, (IBEC Policy, 2006). Business ethics attempts to apply general moral principles to business activities in order to resolve, or at least clarify, the moral issues which typically arise in business. (Vallance, 1995) Moral philosophy refers to the principles or rules that people use to decide what is right and wrong. For example, a production manager may be guided by a general philosophy of management that emphasises encouraging workers to know as much as possible about the product they are manufacturing. It comes into play when the manager must make decisions such as whether to notify employees in advance of upcoming layoffs. Although the workers might like advance warning, its side effects may have an affect on production quality and quantity. There are many moral philosophies and each one is complex. (Ferrell, Fraedrich, Ferrell, 2002) Some types include: Teleology, Deontology, The Relativist Perspective, Virtue Ethics and Justice. Teleology is an act considered morally right or acceptable if it produces some desired result i.e., realisation of self-interest or utility. The two teleological philosophies are Egoism and Utilitarianism. Egoism is the right or acceptable behaviour in terms of the consequences for the individual. (Harvey, 2010) In an ethical decision- making situation, an egoist will probably choose the alternative that contributes most to their own self interest. Many believe that egoists are inherently unethical, that such people and organisations are short term oriented and will take advantage of any opportunity or consumer. For example, some telemarketers demonstrate this negative egoistic tendency when they prey on elderly consumers who may be vulnerable because of loneliness or the fear of losing financial independence. Many senior citizens fall victim to fraudulent telemarketers each year. In many cases they lose all their savings and in some cases their homes. Utilitarianism is concerned with the consequences in terms of seeking the greatest good for the greates t number of people. Utilitarian decision making relies on a systematic comparison of the costs and the benefits to all affected parties. Using a cost benefit analysis, a utilitarian decision maker calculates the utility of the consequences of all possible alternatives and then selects the one that results in the greatest utility. For example, the Supreme Court has said that employers are responsible for the sexual misconduct of supervisors, even if the employers knew nothing about it. Thus, it has established a strict standard for harassment on the job. (Ferrell, Fraedrich, Ferrell, 2002) Deontology focuses on the rights of the individual and on the intentions associated with behaviour not on the consequences. It believes that there are some things we should not do regardless of the utility. (Harvey, 2010) Unlike utilitarians, deontologists argue that there are some things that we should not do, even to maximise utility. For example, deontologists would consider it wrong to kill or harm an innocent person, no matter how much utility might result from doing so, because such an action would infringe on that persons rights as an individual. (Ferrell, Fraedrich, Ferrell, 2002) The Relativist Perspective states that ethical behaviour is defined by experience of the individual and the group. (Harvey, 2010) Relativists use themselves or the people around them as their basis for defining ethical standards. The relativist observes the actions of members of a group and attempts to determine the group consensus on a given behaviour. A positive consensus signifies that the action is considered right or ethical. Such judgements may not remain the same forever i.e., advertising in the accounting profession. Relativism acknowledges that we live in a society in which people have many different views and bases from which to justify decisions as right or wrong. The relativist looks to the interacting group and tries to determine probable solutions based on the group consensus. When formulating business strategies and plans, a relativist would try to anticipate the conflicts that will arise between the different philosophies held by members of the organisation, its suppliers, customers and the community at large. (Ferrell, Fraedrich, Ferrell, 2002) Virtue Ethics consists of trust, self-control, empathy, fairness and truthfulness. (Harvey, 2010) Attributes in contrast to virtue would include lying, cheating, fraud and corruption. The problem of virtue ethics comes in its implementation within and between cultures. Those who practise virtue ethics go beyond societal norms. For example, if an organisation tacitly approves of corruption, the employee who adheres to the virtues of trust and truthfulness would consider it wrong to sell unneeded repair parts despite the organisations approval to do so. (Ferrell, Fraedrich, Ferrell, 2002) Justice is fair treatment and due reward in accordance with ethical or legal standards. Justice deals more with the issue of wh at individuals feel they are due based on their rights and performance in the workplace. (Ferrell, Fraedrich, Ferrell, 2002) One type of organisational justice is distributive justice. It is based on the evaluation of the outcome or results of the business relationship. If you perceive that you are underpaid, you may cut back on your amount of work output. Another type is procedural justice. It is based on the processes and activities that produce the results or outcomes. A procedural justice climate is expected to positively influence workplace attitudes and behaviours related to work group cohesion. (Ferrell, Fraedrich, Ferrell, 2002) Interactional justice is another type of justice. It is based on the evaluation of the communication processes used in the business relationship. Supervisor visibility and work-group perceptions of cohesion are associated with procedural justice. Wainwright Bank and Trust Corporation in Boston has made a commitment to promote justice to all its stake holders with a sense of inclusion and diversity that extends from the boardroom to the mail room. This example illustrates that procedural justice seeks to establish relationships by providing understanding and inclusion in the decision-making process. (Ferrell, Fraedrich, Ferrell, 2002) Organisational Justice is the study of fairness in organisations. Companies may promote organisational justice by paying their employees what they deserve, offering workers a voice, openly following fair procedures, training all workers to be fair and explaining decisions thoroughly in a manner demonstrating dignity and respect. (Harvey, 2010) An ethical issue is a problem, situation, or opportunity requiring an individual or organisation to choose among several actions that must be evaluated as right and wrong, ethical or unethical. Ethical issues typically arise because of conflicts between individuals personal moral philosophies and values and the values and attitudes of the organisations in which they work and the society in which they live. Ethical issues can be explored in terms of the major participants and functions of the business. A good rule of thumb is that an activity approved by most members of an organisation and customary in the industry is probably ethical. An issue, activity, or situation that can withstand open discussion and survive untarnished probably poses no ethical problem. (Ferrell Fraedrich, 1994). A reason for unethical behaviour is individual differences in cognitive moral development. Situational determinants of unethical behaviour involves the organisation encouraging behaviour that violates ethical standards or workers emulate the unethical behaviour of their superiors. (Harvey, 2010)

Steveston Village and Deep Cove- Canadian Tourist Attractions Essay

Nowadays, lower mainland tourist attractions are one of the most attractive tourist destinations for people to go travel. They always locate just beside the big cities, but you can get many special things you can’t get in the big cities, such as the natural environment, local building, fresh air and peaceful feeling. Many people like to relax in the lower mainland tourist attractions at weekend. Vancouver is a city full of good lower mainland tourist attractions. Steveston Village and Deep Cove are two of the most famous lower mainland tourist attractions in Vancouver. According to the research of location, environment, and entertainment of Steveston Village and Deep Cove exhibits, we can found that both lower mainland tourist attractions supply an interesting traveling experience. However, Steveston Village’s is fitter for people who want to get fun while Deep Cove’s is suitable for people who want to relax quietly. Firstly, looking at the location of Steveston Village and Deep Cove will helps to explain why both these two lower mainland tourist attractions are very amusing, but adapt to different people of different purpose. To begin, Both Steveston Village and Deep Cove are locating beside the water. Steveston is located on the mouth of Fraser River. And it is a once-boisterous frontier seaport and principal port on the Fraser River. Similarly, Deep Cove is off Burrard Inlet on the North shore of Vancouver, and it is hidden treasure at the entrance to Indian Arm. In addition, Steveston Village and Deep Cove are quite near the commercial centers. Steveston Village just besides the Richmond Centre and it is about 15 miles (24 km) south of Vancouver. Likewise, Deep Cove is just a 20-minute drive from Vancouver. However, there a... ...k in Deep Cove. Overall, Steveston Village’s fishing style is fit for people who want to see the special things. Deep Cove is a place can give people opportunity to feeling the peaceful of the nature. In conclusion, both Steveston Village and Deep Cove are excellent place to go travel. Steveston Village will provide a wonderful play land to people would rather have delight, whereas Deep Cove is ideal for people who want to quiet and cotton to natural world. The differences in their location, environment and entertainment have obviously show the reasons these two lower mainland tourist attractions are attract different kinds of people. Every coins has two sides, nothing is perfect. Both Steveston Village and Deep Cove are showing the example that if who can insist to keep his style and continue to make it better, it will attract more and more people in the future.

Prosopagnosias Affect on Daily Life Essay -- Psychology, Mental Healt

In Psychology, there are a wide range of disorders, all of which disrupt a person’s life at varying levels. As a result of this, the Diagnostic Statistical Manual of Mental Disorders is used to diagnose a person with a certain disorder and determine the extent to which the disorder affects their ability to function in society. However, the DSM-IV does not address all of the disorders that people can be troubled with. There are four axes to the DSM-IV: axis I which takes into account clinical disorders, axis II looks at personality disorders, axis III diagnoses acute medical conditions, axis IV is psychosocial and environmental factors and axis V determines a person’s ability to function in society. Agnosia is one of the many disorders that cannot be classified under the any of the axes of the DSM-IV although it is a brain disorder. A specific type of agnosia that has recently been heavily represented in the media is prosopagnosia. Prosopagnosia is a mysterious disorder as the etiology is unknown and there is much variance to the disorder by the individual. As the degree in which this disorder affects the lives of people cannot be determined using typical methods, to what extent does prosopagnosia affect a person’s life? Prosopagnosia is the scientific name for what is commonly known as â€Å"face-blindness.† It is a neurological disorder characterized by a person’s lack of ability to recognize faces (â€Å"Prosopagnosia Information,† 2007). What makes a person having prosopagnosia different than a person who is just â€Å"bad with faces† is that, with prosopagnosia, a deficit in face recognition in the presence of relatively normal object recognition exists (Righart & Gelder, 2007). This means that a person with prosopagnosia cannot recognize... ...Prosopagnosia and PET Study of Normal Subjects [and Discussion]. Philosophical Transactions: Biological Sciences. (pp. 55-62). Vol. 335. Royal Society. Shearer, D., and Peter M. (1996). Effect of Facial Familiarity and Task Requirement on Electrodermal Activity. The American Journal of Psychology (pp. 131-37). Vol. 109. University of Illinois. Simulation of Talking Faces in the Human Brain Improves Auditory Speech Rocognition. (2008) Proceedings of the National Academy of Sciences of the United States of America (pp. 6747-6752). Ed. Dale Purves. Vol. 105. National Academy of Sciences. Song, S. (2006). Do I Know You? Time. Weingarten, G. (2008). Losing Face. The Washington Post. Young, A., and Perrett, D. (1992). â€Å"Face Recognition Impairments [and Discussion].† Philisophical Transactions: Biological Sciences. (pp. 47-54) Vol. 335. Royal Society.

Personal Narrative - The Day the Police Came for Me :: Personal Narrative

The Day the Police Came for Me The door opened and in walked the hated vice-principal of my high school, who walked straight up to my 3rd hour English teacher and whispered something into his ear. They both turned and looked in my direction. I stared back blankly, wondering why they were looking at me. Through an undoubtedly bad experience in high school, I learned a very valuable lesson about life, people, and events. Mr. Burton, also the "dean of discipline", asked me to take my things and come with him. I obeyed as my mind scanned itself over and over to think of what I had done. I had always been a good kid in school, had always received at least honor roll or principal’s list every quarter since elementary school, and never got in trouble. Yet, here I was riding with the vice-principal in his golf cart through the rows of cars in the student parking lot, until he stopped behind mine. We got out and then he asked me to open my trunk, and then asked a very confusing and ridiculous question at the time, "Do you have a gun or any other weapon in your vehicle?" I almost laughed at him, and then stopped, realizing I did have a pellet gun I accidentally left in my car. How he knew or why he cared I didn’t know, so I said "Yeah I have a b.b. gun under the front passenger seat," as I reached under and grabbed it for him. We then proceeded to his office, where a police officer was waiting for me. They then informed me then of what the incident was about. The day before, like I always do, I usually take home about three or four friends in my car. That day, there happened to be about five or six people who wanted a ride. However, me being a nice guy and kind of gullible, and them being my friends, I couldn’t say no. So we crammed about three or four people in the backseat, one in the passenger seat, and one in the trunk. It was not a very wise decision to let my crazy friend Chris ride in the trunk with it open. I had left my b.b. gun in there by accident one day when I was bringing it to a friend’s house. Chris found it as we were driving down the road, so he opened the trunk up and pointed the gun at cars driving behind us.

Discipline and the Effects on the Unit

Discipline and the effects on the unit Accountabilities is one of the fundamental of the military. It only brings personal responsibility but it also shows organization of a unit. There are many reasons why being on time is important. The US Army depends solely on its soldiers, enlisted. Warrant officers, and commissioned officers alike. The military would not be anything without the soldiers. When soldiers aren’t there to perform there duties or they are late then the unit looses efficiency. Time management is a very large part of success, military or civilian. Many people could improve there lives drasticly if they knew how to manage the time properly. Setting priorities is a very important step in time management. If your priorities aren’t set in order then you won’t get the important things done in a timely manner. People often go over there time limits because they are optimistic. Discipline we are taught early in our military careers that shaving is an important part of our daily routine. The routine itself promotes a sense of regularity and discipline. By being assigned a task that we are to perform daily, we assume a pattern of living comparable with many other (and often larger) tasks given to us. When a part of our job considered to be mandatory becomes a task performed out of second nature, we begin to perform all duties in a similar fashion. If you can shave every morning without having to be reminded or told, you may find that it comes just as naturally to take out the trash, write a monthly counseling statement, or maintain your weapon. Discipline and respect are important in life as well as in the army. Respect is one of the army’s seven values. The seven army values are loyalty, respect, duty, honor, selfless service, integrity, and personal courage. While respect is one of the army values, discipline is needed for all of them. You must have discipline in yourself in order to have selfless service, to do your duty, to have personal courage, as well as loyalty, and honor. And it takes a discipline to respect. The definition of discipline is 1. training to act in accordance with rules; drill: military discipline. 2. activity, exercise, or a regimen that develops or improves a skill; training: A daily stint at the typewriter is excellent discipline for a writer. . punishment inflicted by way of correction and training. 4. the rigor or training effect of experience, adversity, etc. : the harsh discipline of poverty. 5. behavior in accord with rules of conduct; behavior and order maintained by training and control: good discipline in an army. 6. a set or system of rules and regulations. 7. Ecclesiastical . the system of governme nt regulating the practice of a church as distinguished from its doctrine. 8. an instrument of punishment, esp. a whip or scourge, used in the practice of self-mortification or as an instrument of chastisement in certain religious communities. . a branch of instruction or learning: the disciplines of history and economics. Basically discipline is what is needed in order for order and control to be maintained. The definition of respect is 1. A feeling of appreciative, often deferential regard; esteem. See synonyms at regard. 2. The state of being regarded with honor or esteem. 3. Willingness to show consideration or appreciation. 4. respects Polite expressions of consideration or deference: pay one's respects. 5. A particular aspect, feature, or detail. A lot of people who enlist in the Army do not understand the importance of the step they make. They do not understand that civilian life with its rules, the life they used to live is left behind. Beginning basic training they learn the new discipline, the Army discipline, and not everybody is able to comprehend its importance. Discipline in the Army is important because of the stakes involved. In civilian world a lack of discipline may case some discomfort or may be some problems with the law.. In the Army poor discipline could result in the unnecessary loss of soldiers’ lives – a cost too you much to pay. As a discipline soldier you place the unit’s mission above your personal welfare. It simply means the understanding your task and obeying orders promptly because your fellow soldiers and leaders depend on you to do so. The purpose of discipline is to make soldiers to be well trained so that they carry out orders quickly and intelligently under the most difficult conditions. Insistence of performing tasks properly enhance military discipline. For example, ensuring soldiers wear their uniforms properly, following orders, march well or repeat tasks until they do them correctly are part of military discipline. This no harassment or punishment. Proper and prompt execution of orders will save lives in combat. This is no way means you should not exercise initiative to solve a problem or to ensure the job gets done. American soldiers have a long tradition of displaying initiative and discipline soldiers focus their efforts toward the success of the team. Discipline in routine things like saluting , police calls and physical training leads to discipline in the difficult things like advancing under fire, disposing of unexploded ordnance, and safeguarding enemy prisoners of war. That is why the Army insists on training to standards. It starts with self-discipline but grows with pride in the unit. In the film saving private ryan a soldier lost his discipline for the mission at hand at the sight of a frightened child and the result for his loss of discipline caused him to also lose focus on his surroundings and was shot by a nazi sniper hiding out in a tower just down the street, also in the same film a young corpral was takin out of his comfort zone as a writer to perform the mission of retrieving private ryan. During the mission they came across an open area guarded by to machine guns and in the success of bringing bringing down the gunman was torn in a moral delima to let the German soldier live and later on it came back around on him as that same German soldier led a squad to the same location that they traveled to and killed many of the men in the operation two of which were in a building laying down suppressive fire while the corpral was bringing them ammo because of the corpral lack of discipline he coward down and hid while the German soldier killed the two men in the building. Another military film that shows lack of discipline is Jarhead in this film the one scene that stands out the most in my mind is where the main character talks another fellow soldier into taking his guard shift so he could drink with his buddys that night and the result from the carless actions was a trailor caught fire and a bunch of fireworks and flares were set off and possibly gave away there position, the sitiuation could have been a lot worse then what it was. With the examples used from those two films it shows that with the lack of discipline the effect on the unit can be dangerous and life threatning, just like a chain it only works properlly if every link does its job, if one gets in trouble we all get in trouble, one broken link and the whole chain is no good Do to my irresponsibility and lack of discipline to wake up and be at the gym at 0530 like normal I decided to sleep in and then was late to the 0630 PT formation which caused PFC Bucini to run around through out the entire hanger and out to the barracks in order to locate me and also me being late not just looks bad on me but it also looks bad on the platoon and the company. I made it look bad on my Platoon Seargeat ( SFC Duffy) in front of the other platoons of not knowing where his soldiers are and to the First Seargeant. To understand how standards and discipline are related, you have to start with the basic premise of how we grow sergeants in the army. This is a three step p rocess. Step one; establish a standard. Army regulation 670-1, wear of the uniform, is a stadard that tells us how to wear the uniform, items on the uniform and all the accessories. It guides our unifor in the field. The items we wear on the uniform or carry with us is a standard usually IAW a unit SOP. The PMCS we perform on our hummv in the motor pool is done to outlined in the operators manual. A patrol of soldiers coming off mission in Baghdad, Iraq clear their weapons upon entering their base camp IAW the standard published in the weapons handling procedures developed by the safety center. Now with an understanding of standards, step two is put someone in charge of enforcing the standards. This is where the sergeant is now responsible for his or her piece of the army, those three or four soldiers. It is the sergeant who conducts daily inspections of soldiers uniforms. It is the sergeant who conducts pre-conduct checks (pcc) of his or her soldiers arms and equipment before going out on patrol. It is the sergeant who supervises the PMCS of the HUMMV during maintenance periods, and it is the sergent who over-watches the soldiers coming off patrol to ensure all have cleared their weapons to standard. Step three in growing our leaders is to hold the sergeant accountable. This is where the more senior leaders above the sergeant have their resopnsibility. To see what is being done to standard, senior leaders have to inspect. A soldier on patrol missing a piece of equipment means it was missed during PCCs by the sergeant and obviously missed by a more senior leader during the pre-combat inspection (PCI). This same analogy extends to every standard we set for our units and our sergeants to enforce. So for the more senior leaders above the sergeant you must always remember your role in growing sergeants. Lead by example by demonstrating the standard in all that you do. This leading by example empowers the sergeant to enforce standards on their small piece of the army. We have always said when a more senior leader demonstrates a lesser standard; this demonstration now becomes the new standard. The demonstration of a lesser standard goes far deeper than just setting a new standard, it circumvents the authority of the sergeant. I have learned that the two basic building blocks for a sergeant to establish his or her authority and establish discipline in the organization begin with basic uniform and saluting standards. Enforcing basic standards and holding sergeants accountable for their soldiers is critical to developing these young leaders. In every case where a soldier has died because of an accident and the cause of death was negligence by sergeants to enforce standards and how these were enforced and the discipline within the organization. In every case where the sergeant stops enforcing fundamental standards and senior leaders do not hold him accountable, the enforcement of standards in other areas begins to slip. Short cuts in performing PMCS begin to become routine, soldiers stop wearing seatbelts, PCCs are not performed in detail, complacency begins to set in and sergeants stop making on the spot corrections. The importance of the squad and platoon leadership in establishing standards and holding sergeants accountable is critical to the performance of the organization when you walk into an organization as an outsider and you see everyone in the same uniform, vehicle load plans are organized, basic fundamental drills are performed aas routine, you learn a lot about the units discipline. You know as an outsider that standards are established, everyone knows the standard, and there is a leader in charge. The bottom line , be the standard, know the standard, and enforce the standard. The army is an old institution. In this country it dates back to the washingtons time in 1775-76 when the Revolutionary war took place to proclaim our freedom from the British. One particular thing which washingtons army had in common with our modern army today is discipline. This is very important in order to keep ou forces organized. A well disciplined army will always come out the victor in battle. Take a look at musolini’s army in italy in the last war. When the going got tough, their troops got disorganized, failed to obey orders, and finally decided it was time to surrender. And so it happened with Hitler’s Third Reich. His troops got disorganized from the lack of proper discipline and as the proverb goes, â€Å"united we stand, divided we fall†. The Third Reich fell. Our american army is a well organized fighting force and always will be, with the proper kind of discipline which we have now. The officers in charge of each army, corps, division, regiment, down to the platoon and squad are all experienced , level headed men and women, whose job it is to keep the men and women under them disciplined as well as informed as to what is goin on and thereby gaining the men’s and womens cooperation. From the five star general down to the lowly private, it is his duty to see that whatever his job is, it will be done properly. With such a fighting force, how can we lose? Remember â€Å"united we stand, devided we fall†. We shall not fall. With so many distractions around you, what does it take to stay focused on your goal and keep going until you succeed? The answer is, self discipline. Self discipline, absolutely must be developed in order to succeed. Self discipline is the ability to force yourself to do something you know you should do, whether you feel like it or not. Whilst you may not have a global corporation or a country to run (and so can probably get away with a few extra hours in bed! ) the point is, successful people dislike the same things you dislike but discipline themselves to do it anyway. Why do we do things we dislike? Because we know that is the price to pay for success. This is why self discipline is so important in achieving success. Self discipline means overcoming your natural urge to do what is fun, easy and quick. Self discipline takes time to develop, but just like any other skill the more you practice using self discipline the stronger it will become. Every act of self discipline you practice will strengthen your level of self discipline. Over time it will also strengthen your character, confidence and self esteem. If you can force yourself to do what you should do, whether you feel like it or not, your success is virtually guaranteed. Now that you are aware of what it takes to be successful, is success what you truly want? Or are you happier living the lif you currently live? Because if you want success, you can have it, anyone can. Just like in a shop you must first decide what you want, pay the price and it will be yours. â€Å"discipline is the soul of the army, it makes small numbers formidable procures success to the weak, and esteem to all† –George Washington. Among the many issues facing us, discipline proved critical in understanding what went wrong in Somalia. Much of the problem of the CAR as a unit, most of the incidents that occurred during the preparation stage in Canada, and the many troubling incidents involving Canadian soldiers in Somalia all have a common origin – a lack of discipline. For the ordinary citizen who has little exposure to the military, discipline is understood to be the cornerstone of armies, the characteristic that one would have expected to be much in evidence in an armed force as renowned for its professionalism as the Canadian forces. It was the difference between this public expectation and the actual events of the Somalia mission that captured the attention of Canadians and contributed to the call for this inquiry. For example, there were 20 incidents of accidental or negligent discharge of a personal weapon and two incidents of accidental or negligent discharge of crew served weapons in theatre. One caused an injury and another killed a Canadian forces soldier. The board of inquiry into the leadership, discipline, operations, actions, and procedures of the Canadian airborne regiment battle group remarked that these accidental discharges occurred â€Å"to an unacceptable degree†. These incidents call into question the standard of self discipline in the Canadian contingent. Few professions are as dependent on discipline as the military. An army is best seen as a collection of individuals who must set aside their personal interests, concerns, and fears to pursue the purpose of the group collectively. The marshalling of individual wills and talents into a single entity enables an army to face daunting challenges and great adversity and therefore to achieve objectives unattainable except through concerted effort. The instrument by which this is accomplished is discipline. The chief purpose of military discipline is the harnessing of the capacity of the individual to the needs of the group. The sense of cohesion that comes from combining the individual wills of the group members provides unity of purpose. The group that achieves such cohesiveness is truly a unit. Effective discipline is a critical factor at all levels of the military, and nowhere more so than at the unit level. However discipline plays a vital role at all levels within the military. Too frequently armies treat discipline as a concern regarding the lower levels: a matter to be attended to primarily by non commissioned officers at the unit level and below. But discipline is important for the proper functioning of the chain of command throughout the military. Undisciplined staff officers of commanders who hold themselves above the rigours of discipline can do far more harm to the collective effort of the military than any soldier in the rankes. We have determined that the CAR displayed definite signs of poor discipline in the early 1990s in spite of the remedies recommended in the 1985 Hewson report examining disciplinary infractions and anti social behavior. A number of factors contributed to the disciplinary problems in the CAR, specifically in two commando, prior to deployment, including periodic lack of commitment on the part of the CAR’s parent regiments to ensure that their best members ere sent to the CAR; the inferior quality of some junior officers and NCOs; doubtful practices in two commando in the recruitment of NCOs; the ambiguous relationship between master corporals and soldiers; the high turnover rate within the CA R and the sub units; mutual distrust and dislike among a significant number of the CARs officers and NCOs; questionable suitability of individual officers for the CAR and the ranks they occupied; a tendency to downplay the significance of disciplinary infractions or to cover them up entirely; and the continuing ability of CAR members to evade responsibility for disciplinary infractions. The CAR was simply unfit to undertake a mission in the autumn of 1992, let alone a deployment to Somalia. The three incidents of October 2 and 3, 1992, indicated a significant breakdown of discipline in 2 commando during the critical period of training and preparation for operations in Somalia. Military pyrotechnics were discharged illegally at a party in alognquin park. The illegal possession of these pyrotechnics was the result of theft from DND and the making of false statements. A search conducted on the soldiers’ premises uncovered ammunition stolen from DND, as well as 34 Confederate flags. These incidents were so serious that LCOL morneault proposed to leave 2 Commando in Canada unless the perpetrators came forward. BGEN Beno, after consulting MGEN MacKenzie, opposed this plan. Almost everyone suspected of participating in the October incidents was permitted to deploy. Several of these individuals created difficulties in Somalia. In spite of established doctrine, practice, and procedures, there were problems at the senior levels of the chain of command in providing adequate supervision, resulting in poor discipline, fualty passage of information, untimely reaction through advice or intervention, and ineffective remedial action. Such problems appear to have been so frequent as to indicate a significant systemic failure in the exercise of command. In short, the attitude of all ranks toward the importance of good discipline, from junior soldiers to the most senior commanders in the Canadian forces, was decidedly weak. When there is insufficient respect for and attention to the need for discipline as a first principle, military operations can be expected to fail. And in respect of discipline, the mission to Somalia was undoubtedly a failure. The fact is that , at the time of the Somalia mission, discipline was simply taken for granted. It seems to have been assumed that trained soldiers in a professional military would naturally be well disciplined. The matter was tracked and reported on indifferently and inconsistently, with no central co-ordination or sharp focus at the highest levels. Above all, discipline was the subject of inadequate attention, supervision, guidance, enforcement, or remedy by the senior levels of the chain of command; it was, shockingly, simply ignored or downplayed. In facing the future, the first requirement is to take steps to recognize the importance of discipline and the role it must play as a matter of fundamental policy. Discipline requires not only policy definition and emphasis in doctrine, training and education, but also a prominent and visible focus in the interests and concerns of the most senior leadership. Under the UCMJ, the noncommissioned officer (NCO) does not have the same authority as the commissioned officer. Principally, NCOs do not have authority to punish personnel under their supervision. Punishment is administered only through the use of article 15 or courts-martial. Since NCOs punitive authority, what actions can they take to ensure discipline among their people? These questions will be answered as we consider the need for discipline in the military. I will focus on the NCOs role in dealing with discipline problems. If preventive techniques fail, NCOs should be aware of methods available to them for correcting subordinates when their behavior impairs mission accomplishment. Indeed the NCO plays an important role in influencing punishment when it is necessary in achieving mission readiness. Discipline can best be defined as â€Å"a state of training, resulting in orderly conduct. † This state of training must be achieved and maintained during peacetime so that our forces will be prepared for war time contingencies. It is too late to prepare for war once war has started, which is sometimes a difficult concept for lesser experienced NCOs to accept. often the feeling is, we are a technical force; technicians do not need to same state of disciplined readiness as combat soldiers. This feeling perhaps fosters a false assumption that air force members will not be expected to fight during wartime; instead, we will maintain a support role (i. e. , aircraft maintenance, supply, personnel, etc). the questions then become â€Å"is it necessary for air force people to maintain a high state of readiness? Is it really necessary to be disciplined for war? These questions must be answered by all NCOs who are ultimately responsible for achieving success in peacetime readiness as well as in actual warfare. History shows us that we cannot leave this state of readiness to pure chance; we must prepare for any emergency. Discipline, of course, is vital. Rudyard kipling recognized this need for discipline when he had one of his tommy atkinses explain: We was rotten ‘for we started- we was never disciplined; we made it out a favor- if an order was obeyed. Yes every little drummer ad is rights and wrongs to mind, so we had to par for teaching- and we paid! General George patton, a strong disciplinarian who was equally as adamant about preparedness, told his commanders if they did not enforce and maintain perfect discipline, they were potential murders. He went on to say â€Å"that is a blunt way of putting it, but war is blunt, and war is what we must all prepare for. † General Robert E. Lee, one of the greatest military leaders of all time, was equally firm when it came to discipline. He wanted his soldiers to understand that, in addition to efficiency, discipline guaranteed a soldiers safety; that if his forces did not prepare themselves for war when they had a chance they would pay dearly. The Air Force, recognizing the need for discipline, published AFR 30-1 air force standards, in which four types of discipline are identified: task, group, imposed, and self. Task discipline is defined as how well we meet the challenges of the job. First, we must recognize that the job is important, and how well we perform will influence the effectiveness of our work section and our unit. Task discipline requires a strong sense of responsibility in performing our jobs to the best of our abilities, volunteering for the tough jobs, and working overtime, if necessary, to accomplish our mission as it relates to the air force mission. Group discipline means teamwork. Since most air force jobs require that several people work effectively as a team, group discipline is very important. Just as we must have a sense of responsibility to our job, we should also have a sense of group responsibility and effective team membership. We must pull our own weight and at times we may have to deny some personal preferences for the good of our work section, unit, or group. Imposed discipline is known as enforced obedience to legal orders and regulations. It is absolutely essential in combat or in emergencies when there is no time to explain or discuss an order. Most air force training teaches us to carry out orders quickly and efficiently. During peacetime, a continuation of this type of discipline provides the structure and good order necessary throughout the organization to accomplish the mission or task, regardless of the situation. Self discipline is a willing and instinctive sense of responsibility that leads us to do whatever needs to be done. Getting to work on time, knowing all aspects of the job, setting priorities, and denying some personal preferences for more important values or duties are all measures of self discipline. Far above our acceptance of imposed discipline, self discipline reflects our personal commitment and sense of duty. Often we emphasize one type of discipline at the expense of another. For instance, we allow ourselves to become so task disciplined that we fail to recognize the necessity for discipline of other types. The ultimate solution for the NCO is to create an environment where the necessity for imposed discipline is minimized or eliminated, but this is not always possible. Therefore, we must understand how to impose discipline when it is clearly indicated. Three general approaches can be taken in dealing with discipline: the preventive approach, the corrective approach, and the punitive approach. Initial consideration should be given to the preventive approach because it is logically first and is positive and constructive in its development. The preventive approach includes understanding human behavior, using good management and leadership techniques, setting the examples, and enforcing the standards. These are not all inclusive; however, they represent the majority of preventive techniques to discipline problems. There are numerous lessons in dealing with preventive techniques, and most of our NCOs fully understand these techniques for preventing discipline problems. Organizations usually have a few people who do not respond well to preventive techniques, which leads us to the next approach in dealing with discipline problems: correcting the individual who has not responded to preventive techniques. The NCO supervisor is limited in his use of preventive and corrective approaches, since only officer commanders can use the punitive approach. This fact alone creates the undeniable necessity for NCOs to understand and employ fully the corrective actions available to them. The first action available to NCOs for correcting individuals who have not responded to preventive techniques is the verbal reprimand. Verbal reprimands should be given only for performance or conduct and should never leave an individual feeling personally attacked. In other words, individuals should be reprimanded for unacceptable behavior not personality. A memorandum for record should be kept to be used for later action, if necessary. The second corrective action is the documented counseling. The documented counseling does not have to follow any prescribed format; in fact, most major air commands have their own forms. Individuals reviewing subsequent case files will have a better understanding of the situation if they include the following items: a statement of the problem, a discussion of the problem, and personal observations. This documented counseling should be filed in a general correspondence folder, marked specifically with the action included in the folder (i. e. , disciplinary action). The third corrective action NCOs can take is the letter of admonishment/reprimand. Administrative reprimands and admonitions are management tools available to commanders, supervisors, and other superiors to instruct and reprove subordinates for departing from acceptable norms of performance, conduct, or bearing. There is no prescribed format for writing this letter. A reprimand is more severe than an admonition and carries a strong implication of official censure. The letter of admonition should be written when no unfavorable information file is necessary, although either the letter of admonition or reprimand can be placed in the individuals uif. The letter of admonition may also be filed in the same manner as the documented counseling. However, since the letter of reprimand is more severe than a letter of admonition, it should be forwarded through the individuals uif. Supervisors can write a letter of reprimand, but only commanders can forward it to the cbpo for placement in the uif. The last and final action is administrative discharge action under the provisions of AFR 39-10 or AFM 39-12. These procedures are too complex to address in this article. However, it should be pointed out that if all the preceding preventive, corrective, and punitive actions have not disciplined the individual, then discharge is the next step.