Analysis of Current Event at Telstra Essay Example for Free

Analysis of Current Event at Telstra Essay Management issue is a common phenomenon that an organization attempting to maximize profits must grapple with. Telecommunication as it is the case with Telstra Corporation Limited has been distinguished by highly competitive market. On the same breath, actors and competitors on the market have been seen struggling with the increasing cost of operation, production, development and mature market. In light of this, the Company faces management issue when it comes to decision making, integrating new models and working within the realm of theoretical frameworks. ResearchMoz (2013) notes that in an industry where competition is rife, analysis of a company’s management issues and current events encompass the recognition of different strategies that enable it maintain competitive position. Despite these positions, it has to be recognized that analysis of management issues of Telstra Corporation Limited must first recognize the position of the Company with regard to managing risks as postulated by the Company’s Chief Risk Office (Schermerhorn et al., 2014). Ideally, Telstra Corporation Limited has Corporate Social Responsibility (CSR) to undertake and as one of its management issue or strategy. Consequently, such must be conceptualised through its laid platform, structure, financial reports and annual reports. Similarly, evidence based researches have shown that the first step in understanding management of a company is to integrate its undertaking when it comes to CSR and how sustainable the Company intends to operate with regard to the environment, competitors and specific objectives (Millmore, 2007; Hubbard, 2008; Bardoel, 2012). Based on the Company’s Corporate Social Report 2014, its CSR is embedded on four critical issues; internal environment, external environment, customers and sustainability (Corporate Social Responsibility Report, 2014). That is, the commitment of the Company towards corporate responsibility starts with simple but straight forward commitments that cover its areas of operations and targeted objectives. F rom its principled perspective, the primary corporate responsibility can be summarised as follows: Provision of the country a foundation that ensures economic growth, sustainability prosperity, productivity improvement and global competitive Contributing towards resources; increasing technology, product services and people in employment to support the communities in which the Company operates and the specific needs of community at large Give a leading stewardship of environment by first and importantly, conservation, efficiency in the usage of resources, reducing and maintaining environmental footprint and reduction of operation costs (e.g. it took part in the Mobile Phone Recycling Program that was co-ordinated by the Australian Mobile Telecommunications Associations (AMTA) (Daley et al. 2014) Based on the Company’s corporate social responsibility as one of the management issues and as reported in the article, there is an integration of new management approach and that is the fact that risk management approach has been tailored to facilitate maximization of profits. Conversely, it can be established, based on its business principles and risk management approaches that the CSR has succeeded in the reduction of any adverse effects on and injury to the environment. Such is also embedded on the desire to preserve the beneficial qualities of the environment, while ensuring quality products and services in Australia (Baigh, 2014). In addition, to the above principles, analysis of the company’s management of this particular issue has also considered profits to the Company thus concluding that Telstra is revamping on this particular management strategy which is succeeding in line with its short and long term goals. To conceptualise this argument, scholars such as Hooper and Potter (2006) have drawn a thin line between CSR as a management issue and as a marketing issue. To ascertain that the CSR approach as contextualized is a management issue but financial or marketing issue, in most cases, companies always engage in pricing strategies which also depend on value pricing coupled with strategic markdowns. In such cases, this makes sales of their products to go down since it cannot compete effectively with other products. Additionally, products face what Hamlin (2012) terms as ‘a society of shifting priorities’ (p.281). Therefore there is pressure to keep up with the emerging social needs by style modification. It is for this reason that any decision to modify must be embedded on the premise to meet the needs of the targeted consumers. While the explanation above provides for what would constitute a marketing issue, what Telstra engages in is management issue. According to Johnson et al. (2011), CSR is not only management issue but a current one the sense that it deals with financial performance, top management, chief executive and shareholders. Herewith, the management issue within the context of Telstra is the responsiveness that should be taken because in a competitive environment where there are other operator s such as Huawei and Vodacom, managers are supposed to intervene in accordance with their position and power, especially where management can fail to respond to economic challenges and changes. Also related to CSR as a marketing issue is ethical decision making approaches. According to the article, the process of identification of managing risks through ethical decision making is an integral part of the Company’s governance framework and management issue which help in the realization of the success of the strategy as well as financial prospects for future operations. Telstra business ethics entails standards and principles that guide managers, individuals and work group behaviour in line with telecommunication and terms of service in Australia. Additionally, it is important to note that stakeholders of the Company make these conventions (principles) and such have been codified as regulations and laws. Contextualising this definition within the frameworks business management issue; ethical decision making help Telstra family design strategies that eliminate misconduct. According to Peng (2014) there are three significant components that sum up its ethical decision making as critical management issue; ethical decision making being individual factors, ethical decision making being Company’s relationship with others and ethical decision making being opportunities available for the Company. Basically, while this issue might to be seen as revamp on a current management strategy, it has been applied successfully since the Company bases the three components on behaviourist theory where what matters is what individuals in the Company can do rather than specific quality or attribute. That is, different patterns of individual b ehaviours are linked to ethical decisions that are made by the Company and such are geared towards the realisation of the goals and objectives that have been set by the Company. To contextualise the success of the Company with its approach of ethical decision making as one the management issue, Perren and Burgoyne (2010) report that Telstra has been engaging with Communication Workers Union with a view to offering better terms of service and transparency in supply management. For instance, in 2013, the Company engaged Low-Income Measures Assessment Committee (LIMAC) (this is an example of Communication Workers Union which is viewed as independent and transparent) which made changes to the package the Company was initially giving to its workers and suppliers. In connection to this, the Company, this particular issue has successful been engaged in what Katzenbach and Smith (2005) term as ‘vertical management’ (p. 37). Vertical management within the context of ethical decision making is a case where a Company liaises with regulatory organization so as to have a common agenda and conform to the requirements of the industry. Conceptualist theorists a nd ethical formalism argue that ethical decision making process in management encompass evaluations of fairness product stewardships but with respect to firm’s overall culture. In summary, with ethical decision making process as one of the management issue, Telstra has a well-defined management and leadership structure which is focused on the achievement of defined objectives including ‘green’ managements. Lastly, this issue departs from being finance or marketing issue on the ground that the approach lacks market orientation is a model that concretizes the strategy of finance and marketing. Senge et al. (2007) define this theory (market orientation) as a strategy that ensures all products and services as undertaken by Companies are oriented towards specific demands of clients and customers. Still on ethical decision making as one of the Company’s management issue or approach, Telstra’s planning, leading, organising, controlling and functioning is based on choices made on guidelines laid. According to article, one of the important issues to not is that the Company’s risk management frameworks are aligned with ISO 31000 Risk Management (Baigh, 2014). While this is an indicator of a management strategy or practice that has succeeded, underpinnings of theories of issue management are significant to the Company additionally; technical and commercial objectives remain axis for the Company. The success in management of this issue is conceptualised with regard to audience or customer satisfaction. This is to mean that in as much as its ethical decision making remains a priority as a management issue, targeted markets shapes such prioritiesan aspect Aras and Crowther (2009) terms as ‘ascertaining the success of management strategies and policies in dow nstream and upstream relationships’ (p. 213). From Michael Patterson (Telstra’s General Manager for Tasmania) statement on the legal battle the Company had with Optus, it can be realized that the Company’s planning, leading, organising, controlling and functioning are in line with the tenet of management of telephony inputs and components that are required in the market. This is an indication that there is long term transparency and conformity to good practices. Assessing Corporate Social Report 2013 vis-Ã  -vis opening of the China’s SouFun Sensis, there is evidence that efforts are diverted to supply chain relationships with third party suppliers as well as other competitors. It is important to note that Telstra is overemphasizing on CSR strategies; an aspect that may affects its ethical decision making. If this stretches beyond what the Company can handle, strategic alignment with other sectors may be affected. Basically, this is where this strategy differs from the aspect of marketing in the sense that according to the theory of signaling, the best way to market a product is to engage a brand or product in competitive signal that are intended to pass information to potential consumers with an aim of making such consumers believe that competing products are substandard (Cole, 2012). This is exactly how Cadbury for instance has succeeded in capturing the attention of their targeted market every time they engage in marketing. Telstra, through this does management and not marketing as they do not engage in competitive signaling. As a management approach, Telstra looks at ethical decision making differently. That is as a management issue, ethical decision making is seen in terms of transparency when it comes to critical corporate accounting and statements. One of the critical goals of the Company is to attain what it terms as ‘front-line management’ (Baigh, 2014 p.26). The benefits of the people within and around have been necessitated through avoidance of misleading information. The continuum of growth in economy resonates around a transparent business operationwhich is also a recipe of what this assessment considers to be a successful management approach. Synopsis on the Management Issue From the perspective of undertakings in the Company, the aspect is a management issue in the sense that it analyses the environment issues in lieu of external factors that impact business activities. On the other hand, the purpose of the management issues as analysed is to evaluate and determinate competitive advantages as well as threats a Company has with regard to its operations. These analyses recognise stiff competitions, threats and opportunities faced by companies such as Optus, Vodafone and 3 Mobile. In as much, this analysis considers Telstra due to its cutting edge when it comes to services such as broadband, hosting, directory and pay TV which are not as extensive in other companies. Since the management issue has been a success, revamping of a current policy is twofold; first, there is need to strategize the management issue identified to an extent that the company benefits from the economies of scales and the strong relationships with suppliers, which will place it in a strong bargaining position with its upstream partners and allows leveraging the costs. Strategizing the management issue to attain this goal means that a focus on customer-relationship and loyalty creation, as well as investment in research and technical development (RD) to reduce the costs of services so as to compete with niche operators. Secondly, revamping on the current management issue must assess the possibility of working alongside its downstream partners to deliver triple-play solutions in voice, data and video services, expansion of data download quotas and continuous innovation in fixed line services, as opposed to mobile services, to offer incentives to its clients. Similarly on the question of whether Telstra is handling the identified management issue appropriately is manifold but the assessment will review two issues that offer succinct answers to the question. First, proper management of a company circles around how best a company maximizes a profit and expands networks (ResearchMoz, 2013). Through the management issue, Telstra has leveraged the risks of economic downturns by diversifying its income channels. The growing domestic market and the boost in 4G technologies enable further market penetration and help to reduce the pressure of external factors. Secondly, the Company through the management issue has pursued an investment heavy strategy to grow its existing network. However, financial indicators, outline a challenging internal environment in terms of liquidity and internal funding options. References Aras, G. Crowther, D (2009). Global Perspective on Corporate Governance and CSR. Farnham: Gower Pub. Baigh, H. (2014). Seven Strategies for Simplifying Your Organization. Harvard Business Review. Retrieved from http://blogs.hbr.org/2013/05/seven-strategies-for-simplifyi/ Bardoel, A. (2012).Tool or Time Thief? Technology and the Work-Life Balance. Retrieved Cole, K. (2012). Management: Theory and practice. Australia: Pearson. Corporate Social Responsibility Report (2014): Understanding the Definition of Corporate SocialResponsibility: http://www.telstra.com.au/abouttelstra/download/document/csr.pdf Daley, J., McGannon, C., Ginnivan, L. (2012). Game-changers: Economic reform priorities for Australia. Melbourne: Grattan Institute from The Conversation, Future of Work: https://theconversation.edu.au/tool-or-time-thief-technology-and-the-work-life-balance-8165 Hamlin. R. (2012) Towards a Universalistic Model of Leadership: a comparative study of Britishand American empirically derived criteria of managerial and leadership effectiveness. Working paper WP005/02, University of Wolverhampton. Hooper, A. and Potter, J. (2006) The Business of Leadership. Aldershot: Ashgate Publishing Company. Hubbard, G. (2008). Strategic management: Thinking, analysis, action. Australia: Pearson. James, K. and Burgoyne, J. (2001) Leadership Development: Best practice guide for organisations. London: Council for Excellence in Management and Leadership. Johnson, G., Scholes, K., Wittington, R. (2011). Exploring Strategy: Text Cases. (9th ed). London: Prentice Hall. Katzenbach, J. and Smith, D. (2005) The Wisdom of Teams. New York: Harperbusiness. Millmore, M. (2007). Strategic Human Resource Management: Contemporary Issues. Harlow: Financial Times, Prentice Hall. Peng, M. (2014). Global Strategy (3rd ed.). Mason, OH: South-Western Publishing. Perren, L. and Burgoyne, J. (2010) Management and Leadership Abilities: An analysis of texts, testimony and practice. London: Council for Excellence in Management and Leadership. ResearchMoz. (2013). Australia Telco company profiles Telstra, Optus and Vodafone. Retrieved from http://www.researchmoz.us/australia-telco-company-profiles-telstra-optus-and-vodafone-report.html Schermerhorn, J.R., Davidson, P., Poole, D., Woods, P., Simon, A., McBarron, E., (2014). Management (5th ed.). Australia: Pearson Senge, P., et al. (2007). The dance of change: The challenges of sustaining momentum in learning organizations. London: Nicholas Brealey Publishing. Source document

The Argument Of Contingency Theories

The Argument Of Contingency Theories Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. Two types of theories are referred as contingency theories: theories of organizational structure and theories of leadership. In general, contingency theories are a class of behavioral theory that state that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, ecological concerns, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: There is no one best way of organizing or managing the company Organizations are open systems that need careful management to satisfy and balance internal needs and to adapt to environmental circumstances Different types of organizations are needed in different types of the environment Different approaches to management may be necessary to perform different tasks within the same organization Effective organizations not only have a proper fit with the environment but also between its subsystems Several contingency approaches were developed simultaneously in the late 1960s. The emergence of the theory was the result of criticisms of the classical theories such as Webers bureaucracy (Weber, 1946) and Taylors scientific management (Taylor, 1911) which had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency factors. The contingency approach originated with the work of Joan Woodward (1958), who declared that successful organizations in different industries with different technologies were characterized by different organizational structures. In this essay I will discuss three influential contingency theories, those of Burns and Stalker (1961), Lawrence and Lorsch (1967), Fiedler (1967) and I will try to assess the relevance of contingency approach in organizations today. Tom Burns and Graham Stalker in their book, The Management of Innovation (1961) studied about 20 Scottish and British electronics companies operating in increasingly competitive and innovative technological markets. Their findings demonstrated that organizations operating in stable environments are very different from those which have to face a changing and dynamic environment. The authors have discovered that differences in the way firms approached change and innovation related to the values and mission of the firms. Burns and Stalker classified the firms into 2 categories on the basis of their managerial structures and practices: mechanistic and organic. The authors found that mechanistic organizations are similar to bureaucracies and suited for relatively stable environmental conditions. Such organizations are clearly programmed, strictly controlled and hierarchically structured. Often they do not have mission and vision statements, and instead depend on established rules for guidance, measuring success by the degree to which staff conforms to process and procedure. Organizational tasks are typically broken down into specialized activities. Individuals are responsible for their specific functions in a relative isolation from the overall organizational goal. The organic organizations are appropriate in unstable, turbulent, unpredictable environments. Organic organizations are orientated towards results, have a flat organization structure instead of a hierarchy, and little structure in terms of process and rules. They focus on results and employees receive positive rewards for creative and pragmatic contributions. Given these conditions it becomes necessary to review and redefine the responsibilities, methods, inter-role relationships, and even goals on a continual basis. Burns and Stalker emphasized that each system is appropriate under its own specific conditions. Neither system was superior to the other under all situations. Since the 1960s much of writings in organization theories field is a constant debate between the machine/organ analogies, and attempts to develop growth models of how simple mechanistic forms can grow into the more complex organic forms. Another significant study to demonstrate the relationships between environmental characteristics and effective organizational structures was conducted by Paul Lawrence and Jay Lorsch (1967). They studied ten US firms in three industries (plastics, food, containers) that confronted varying degrees of uncertainty, complexity and change. The researchers found that successful firms in each industry had a different degree of differentiation. The firms operating in uncertain, complex, rapidly changing environments had more highly differentiated internal structures such as sales, production and RD departments. Such organizations require the greater need for suitable mechanisms for integrating and resolving conflicts between various segments. Successful firms in more homogeneous and stable environment were more formalized and hierarchical in their forms. Authors concluded that in order to succeed firms must have internal structures as complex as environments in which they operate. This seminal work of Lawrence and Lorsch refined the contingency theory by demonstrating that different markets and technological environments require different kinds of organizations, and that subunits or functional departments within an organization might be managed in different ways, due to variations resulting from their sub-environments. Managerial leadership has influenced organizational activities in many ways. These influences include motivating subordinates, budgeting scarce resources, and serving as a source of communication. Contingency theories of leadership argue that no single leadership style is effective in all circumstances, but the leadership styles are contingent on the organizational and situational context. Fred Fiedlers theory (1967) is the earliest and most extensively researched is also known as contingency model of leadership effectiveness. Fiedlers ideas, originated from trait and behavioral models, underline the importance of both the leaders personality known as leadership style and the situation in which that leader operates situational favorableness. Fiedler was the first theorist who said that leadership effectiveness depends on the situation. The leadership style is the consistent system of interaction that takes place between a leader and work group. In order to classify leadership styles, Fiedler has developed an index called the Least-Preferred Coworker (LPC) scale. To get an LPC score a leader is asked to think of co-workers with whom he/she has ever worked and choose the one with whom the work was the most difficult. Then this person is rated on a number of eight-point bipolar scales (friendly/unfriendly, hostile/supportive, etc.). The responses are then summed and averaged: high LPC scores are interpreted as an indication of human relations orientation of a leader, while low LPC scores show a task orientation. The situational favorableness is a measure of the degree to which the situation of the work group affects the leaders ability to influence group members. Fiedler then extends his analysis by focusing on three key situational factors, which are leader-member, task structure and position power. In leader-member relations Fiedler states that leaders will have more influence if they maintain good relationships with group members who like, respect, and trust them, than if they do not. Fiedler determines the task structure as the second most important factor in structural favorableness. He argues that highly structured tasks, which specify how a job is to be done in detail, provide a leader with more influences over group actions than do unstructured tasks. Leaders, who are authorized to hire and fire, to discipline and reward, have more power than those who do not. For example, front office manager has more power than a room clerk. By classifying a group according to three variables, it is possible to identify eight different group situations or leadership style. According to Fiedler, there is no ideal leader. Both low-LPC (task-oriented) and high-LPC (relationship-oriented) leaders can be effective if their leadership orientation fits the situation. Fiedler stated that it would be easier to change the situation (i.e. the work environment) to fit the leaders style. As such, the organization should not choose the leader who fits the situation but should change the situation to agree with the style of its leader since the leaders personality is not likely to change. The following aspects can be considered as strengths of Fiedlers theory: it is predictive and supported by a lot of empirical research; it does not require that people be effective in all situations and provides a way to assess leader style that could be useful to an organization. However, among the theorys weaknesses are the fact that it is cumbersome to use, it doesnt explain what to do when there is a mismatch between style and situation; it doesnt take into account situational variables, like training and experience, which also have an impact in a leaders effectiveness. Finally, the LPC measure has a low reliability and its meaning is unclear, which put in doubt whether it is a true measure of leadership style. Todays organizations are quite complex and there cannot be one correct strategy that works in all situations. The contingency approach stresses the absence of a single best way to manage and emphasizes the need for managerial strategies based in all relevant facts. In other words, each managers situation must be viewed separately, a wide range of external and internal factors must be considered and then the focus should be on action that best fits the given situation. Contingency theory is often called the it all depends theory, because when a contingency theorist is being asked for an answer, the typical response will be that it all depends. While this may sound simplistic, assessing the contingencies on which decisions depend can be a very complex. The appropriate management style and organizational structure depend on the environmental context of the organization concerned. The ability to manage change is now recognized as a core organizational competence. In order to prove the relevance of contingency theory to the modern enterprises I would like to analyze what has happened to the offshore banking industry from 2001 up today and how these changes has influenced to redesign completely the organizational structures of offshore banks and how this change was managed and implemented. Increasing pressure from FATF and OECD on tax evasion issues, anti-money laundering concerns as well as prevention of the terrorism financing from the end of 2001 started to change the environment in which offshore banking was operating. Therefore offshore banks had to adjust their organizational structures and the way these banks have been managed. Increasing importance of the role of compliance processes at offshore banks has changed the organization structures of banks as well as operations processes in the way, where the importance of the compliance departments have become a necessity to survive. Compliance officers have become managers of one of the most important internal processes compliance with the laws and regulations. Therefore now offshore banks operations are centered on the compliance department, rather that business/client management department. This issue in fact is going beyond just offshore banking sector; it has influenced drastic changes of many countries legislation, supervisory and regulation processes as well. So a massive task of reorganizing not just internal organizational structures of banks, but regulating agencies was undertaken in a very short period of time. Those countries and their financial institutions which were able to adapt to the changes rapidly, survived, but entire industries and dozens of banks went out of business because of their failure to act as open systems and balance internal needs and external environmental forces. The change was massive and organizations had to deal with many important issues, interrelated and so interdependent, that in many cases organization have failed to manage the change in order to deal with the following problems: Lack of suitable qualified compliance personnel no professionals available; Lack of appropriate training and educational programs no educational institutions; Increased expenses for appropriate compliance practices lower profitability, dilemma of choice for the CEOs continue as usual to satisfy shareholders needs and create financial benefits for themselves in a short term rather than comply with the demanded change but reduce the performance of the company; Resistance of business departments to accept the necessity of increased compliance interference struggle for power within companies; Insufficient laws and regulations government agencies lagging behind with legislative change, banks had to establish their new internal rules and procedures for compliance; Those offshore banks which where managing their organizations consciously or unconsciously employing contingency theories of organizations, have managed to adopt to the new environment, therefore the relevance of these theories is undisputed to the modern companies, at least in the offshore banking sector.

Meeting at airport :: English Literature

Meeting at airport Ali had just driven through the rush hour traffic of London with his mother. He had arrived several hours earlier than necessary for the arrival of his wife’s return flight from India. His wife and son had been on holiday in India. He knew he had a couple of hours before his wife arrived. He had been married for two years. His wife was born in India. He had gone to India after completing his studies. He travelled to India with his parents to visit relatives, and to have a holiday before he started his new job. While he was on holiday, he made many friends. It was while staying with his grandparents that he met his future wife. His wife was the daughter of one of his neighbours. He was in India for only two months and within two months he had met, someone with whom he wanted to marry. During his walk around the arrivals area, he bumped into Ali a friend from his school who he had not seen for many years. Ali said to Sanjay†Hello, how are you, I haven’t seen you for ages!† Sanjay replied, â€Å"It’s you Ali, my old friend we have a lot of catching up to do.† Ali said† I have been married for a couple of years and I am waiting for my wife and son to return from India.† Sanjay replied, â€Å"I am waiting for my second wife to return from India, her job involves a lot of travelling.† Sanjay continued, â€Å"We’ve recently been allowed to adopt a child by the local authority.† Ali was surprised that Sanjay had been previously married. Sanjay said, â€Å"I was married to my first wife for about a year before we separated† Sanjay continued, â€Å"I wanted my wife to stay at home, and for us to start a family,† â€Å"my wife didn’t want to stay at home, she wanted to continue with her career.† Sanjay continued, â€Å"I believe that a woman’s place is in the home and it is important for her to look after the house and the children after these responsibilities she can pursue a career.† Ali said, â€Å"I don’t completely agree as the maintenance of the house and children nowadays are a joint responsibility between Husband and Wife.† Ali’s eye caught the flight arrivals board, which indicated that their flight had landed.† Ali told Sanjay that their flight had arrived. Sanjay said, â€Å"I expect my wife to leave her job when she becomes pregnant.† Sanjay continued, â€Å"I wouldn’t want her to work again until our child was at least three years old, and starting nursery.† Ali said â€Å"Goodbye!†

Essay --

Mady Bunnell English 11 Hour 2 Almost 50% of people with eating disorders meet the criteria for depression.Only 1 in 10 men and women with eating disorders receive treatment. Only 35% of people that receive treatment for eating disorders get treatment at a specialized facility for eating disorders. Up to 24 million people of all ages and genders suffer from an eating disorder (anorexia, bulimia and binge eating disorder) in the U.S. Along with all these appalling statistics, eating disorders have the highest mortality of any mental disorder(1). There are multiple causes of eating disorders leading to horrific consequences, but various treatment plans await those victims seeking to get help. An eating disorder is established by an unhealthy relationship with food and weight preferences that interfere with ones personal life. As of May 2013, The Diagnostic and Statistical Manual of Mental Disorders classified anorexia, bulimia, and binge eating as the three main eating disorders. Anorexia is classified as having an intense fear of gaining weight and a typical unhealthy practices of intense starvation for long periods of time. Bulimia involves repetitive cycles of binge eating followed by self induced vomiting, also known as purging. Binge Eating is associated with cycles of consuming colossal amounts of food in a rapid manner. People who binge eat also cannot control how much they as well as when to stop. Eating disorders do not just appear out of out of the blue, people tend to use food as a coping mechanism to deal with pain emotions or to have some sort of control in their lives, with the short rush of fulfillment, eating disorder victims are inclined to skim over the severe and fatal repercussions of their actions. Eating... ... eating disorder victims. They are required to stay for certain amount of time and then follow up with outpatient care. During the inpatient process, specialists are a lot more hands on with their patients. Doctors and therapists dictate exactly what each individual does throughout the day, how much and what patients are granted to eat for breakfast, lunch and dinner to meet the nutritional needs of the patient, and psychotherapy counseling. There are multiple causes of eating disorders leading to horrific consequences, but various treatment plans are available to anyone struggle with the burden of an eating disorder. Eating disorders are simply mental demons that strive to mutilate any sense of self-esteem that victims may possess. By heeding the symptoms as soon as possible fatal repercussions can be averted through the the outpatient and outpatient processes.

Womens Prostitution and the Criminal Justice System Essay -- Female W

In the following assignment, it is my intention to produce a research report, examining women involved in street prostitution and how they end up entering the criminal justice system. Within the report I will look at three pieces of research, review their main findings, the type of research that was used, and look to identify where I believe further research is required. My reason for choosing women in the criminal justice system is that I have expressed an interest in the criminal justice setting and my elective module is in this area. Anything that I learn from undertaking this assignment will aid my understanding and increase my knowledge base when undertaking my second placement. Prostitution has been defined as: "Prostitution involves the exchange of sexual services, sometimes but by no means exclusively, sexual intercourse, for some kind of reward, money, drink, drugs, a meal or a bed for the night" (Shaw & Butler 1998) Another simple definition offered was, prostitution is: "The purchase and sale, involving cash payment of sex" This is the preferred definition of Glasgow's Street Working Women as stated in: Stewart, A (2000). Historical Background ===================== Throughout the UK and internationally, the issue of prostitution is seen as an ever-increasing problem. For the purpose of this assignment I will concentrate on the issue of prostitution within the United Kingdom. There has been a marked rise in the incidence of street prostitution since the 1980s and a growth in the proportion of intravenous drug users involved in street prostitution. In Glasgow, police estimate that ar... ...emale population in Cornton Vale Prison is represented by black or ethnic minorities, (HM Inspectorate of Prisons for Scotland 2001). One Area that could use further research was highlighted in the Herald newspaper this week; it has become a very worrying state that women are apparently being coerced into working in illegal saunas as prostitutes. Sauna owners are buying the women's debt they then 'work' to 'pay off' the debt, according to retired Chief Inspector Nannette Pollock " the wording that refers to these women is debt-bonded", (The Herald 1/11/02) One other area for further research could be the use of language used within the criminal justice system, terms like 'common prostitute' could and should be removed then maybe some of the stigmatisation that these women are subjected to would also be removed.

Reconstruction of African Americans Dbq Essay

African Americans were given the opportunity to vote. There opinion began to matter. As Alfred H. Ward expresses in his art black men waiting in a line, it means much more than a single file. Displaying the men dressed in different outfits and uniforms waiting to put in their opinion, their vote (Document A). Negroes were now being viewed as another person and another opinion needed. It was even expressed that one shall not be denied a vote for their race (Document C). This is yet again another prime example of the African Americans new progress in a political aspect. Though it may seem a simple and smooth change it wasn’t a golden path through the transformation, some still could not accept the fact that black deserve to have the right to vote. Dramatic words and publication were existent during the late 19-century, even a cartoon was published of an African American man dying, and reason of death being he used his right to vote (document F). Soon the African Americans had their heads soaring high, some people were finally giving them some social respect. Along with the 14th amendment supporting their new freedom things seemed to be changing. Simply re stated â€Å" no state shall make or enforce any law which shall abridge the privileges or immunities of citizens of the United States† just with the first statement, African Americans are entitled to even more rights (Document B). Again, the civil rights act of 1875, this enacted that all persons of the U. S. shall be entitled to full enjoyment of accommodations, advantages, and privileges of inns, public water and entertainment. Also stating that this is applicable to every citizen of every race (Document D). Though yet again things were not always so positive and equal. â€Å"Jim crow laws of the deep south† created many restrictions and much un fair treatment. To the extent of marriages between white and blacks were prohibited in Florida (Document H). In Georgia one could not burry an African American where whites were buried (Document H). Also, in Mississippi, discussion of or defending for social equality would immediately be guilty of a misdemeanor (Document H). Some cases so harsh that blacks who would assert their rights would face unemployment, eviction, and sometimes physical harm. From evidence shown the African Americans had dramatic reconstruction stages in both political views along with social views. They received some respect and rights of being created equal. They also received their right to vote. Though, it didn’t all become easy and perfect they had much progress of reconstruction. Many changes were made. As many lives were transformed.

Compare and contrast the Characters of Professor Moriaty Essay

This essay is to show the contrast between two of the villains out of the Sherlock Holmes short stories, Professor Moriarty and Dr Roylott. I will talk about the differences and the similarities between the two villains and how the behave toward Holmes. Dr Roylott is a character from â€Å"The Speckled Band† where he killed his daughter by use of a poisonous snake. Professor Moriarty is a character from â€Å"The Final Problem†. By using the text of these books I am also able to identify and show Conan Doyle’s methods of characterisation. The appearance is one of the primary aspects of a character because without imagery you cannot print a picture of the character in your head of what the character would look like. The appearances of the two villains are very different in build and facial and body features. Dr Roylott is a very large person, as it states in The speckled band, where Roylott meets Sherlock at Baker Street. â€Å"So tall was he that his hat actually brushed the cross-bar.† This shows that Dr Roylott was a man of great height. It also states after that quote â€Å"and his breadth seamed to span across it† This other quote about his build explains that not only was he tall but had a very large chest, and was very bold in his stature. This advantage of size was used to intimidate Sherlock by confronting him. The sheer size difference was used to Roylotts full advantage. Roylotts face is described as being wrinkled and weathered, â€Å"A large face, seared with a thousand wrinkles.† This describes Roylott being quite old or as a man who has been quick to temper and he suffers with a vast amount of stress. It also shows that Dr Roylott is a man who doesn’t act like most people in his class status and is slightly adventurous and hard working. Conan Doyle use of â€Å"a thousand wrinkled† in an exaggerated from and gives more meaning to in that he seamed to have that numerous wrinkles which is able to paint a more accurate image of Roylott in the audiences head. Roylott is also described as a man of agriculture even though he is a man of anger and impulsive rage. â€Å"a peculiar mixture of the professional and of the agricultural.† This explains his professional abilities have bought him wealth and agriculture because of his intelligence. Being wealthy he dresses like a man of his status, in stereotypical dress-code and is s aid as wearing â€Å"a black top-hat, a long frockcoat, and a pair of high gaiters.† Professor Moriarty is quite the contrary where he is nowhere near as large or bold as Dr Roylott. Moriarty is said to be more of a lean build â€Å"He is extremely tall and thin.† Moriarty is quite a tedious man in comparison of the body structure of the two villains but it doesn’t make any difference in Professor Moriarty’s intellectual abilities, and Moriarty does not need a physical advantage. Moriarty is also described as having a large forehead that curves out. This is in relation to his vast superior intelligence to most people, and Doyle used that imagery to try and make the audience see Moriarty as having a large brain that his head has to curve to allow space for it. Moriarty is also described in The final problem as â€Å"He is clean-shaven, pale, and ascetic looking.† For Conan Doyle to say that Moriarty is â€Å"ascetic† he is able to instantly make the audience think that he is a cruel man, but not adventurous. With Moriarty’s intellectual capabilities Doyle is able to make the audience think that he is not committing crimes, but organising them. It also says that Moriarty has a lot of self-discipline for himself. The manner of the two characters is very different. Dr Roylott is a more aggressive man, whereas Professor Moriarty is a more rational man, and talks about something rather that acts like a violent boisterous person. Dr Roylott shows his extreme impatience and violent tendencies when he met Sherlock and Dr Watson, in Sherlock’s home. Roylott storms into where Sherlock is and began to shout at Sherlock about his daughter had been there earlier. Instead of sitting down like Moriarty he confronts Holmes in an aggressive manner and uses intimidation to try and get Holmes to tell him what he wants. Sherlock is not threatened by the show of anger and retains his rationality. In this Roylott realises that he is not going to intimidate Holmes and demonstrates his strength by bending a fire poker to show his power, and leaves with a threat, still trying to intimidate Holmes but also proving a point, he means business. Unaffected by this Holmes carries on with the investigation. Moriarty is the complete opposite in physical aggression, for he isn’t as bulky as Roylott, but in the same way Moriarty attempts to intimidate Holmes, not by a physical show of strength but by a complex and articulate array of words. When Moriarty visits Holmes he insults Sherlock not long after he arrives, â€Å"you have less frontal development than I expected.† This is an insult where Moriarty is trying to say that Holmes is not intelligent enough to out perform Moriarty, in the sense that he will not be able to accuse him without evidence that Holmes will not acquire. This is an entirely alternate method in contrast to Roylott. Moriarty is calm, collective and does not proceed to violence and speaks in a relaxed manor that everything is satisfactory. Moriarty does not need to try and intimidate Sherlock because everything he says carries a lot of weight and he knows that Holmes has met an equally matched adversary, himself.