Reflection about the discomfort Essay Example for Free

Reflection about the discomfort EssayWhen I met a strange at a party, I said to myself I wouldnt be shy. I told him my life story and my opinions within 10 minutes of meeting him. How odd it seemed. And last he escaped from me. This was not a good start of a relationship, from that I learned self- telltale(a) was a kind of communication which creamed go around a minuscule at a time. I had to sensitive to the other persons needs and feeling, to be empathic. When I communicated with my boyfriend in the first week, I reminded myself I should practice self-disclosure and I gave me a license to blurt out everything to him. Several times he said to me, Youre doing that communication thing on me. From his reflection about the discomfort, I design I was over disclosing. The next week, when I stayed with him, I paid more attention on listening to him, gave him chances to disclose, but he complained that he was disclosing more than I was. This time I made another mistake, I was unde rdisclosing. I understood that deciding when and how much personal information to disclose was not a innocent case, if I couldnt handle well, not only I would lose the chance to make friend with that stranger, but also lose my boyfriend. I was so tribulation that I was not prep atomic number 18 well for this part in the methodology section. I should modify it. Then I went to do some reading and arrange the guideline for disclosure.Self disclosure is best when it is to the right person-often one who is capable of empathic understanding to the right degree- you may decide to disclose all or part of your experience for the right reasons-be sure your goal is to disclose yourself rather than to burden the other or show off at the right time-in hours that are appropriate and when the other is not heavily burdened with his own need and in the right place-in a location conducive to this kind of communication.(Bolton, 1986, p. 180)In the pursual days, I unploughed these guidelines in mi nd when I communicated and made a great effort in using disclosing, no complaints again and the relation surrounded by my boyfriend went even intimacy.I was amazed how I was able to self disclose to my friend Jane after nearlly 3 weeks disclosing training. I opened myself to her and revealed things about my former(prenominal) that I very rarely talk about. I found she was able to relate to me and I even led the way for her to reveal things about herself.This gave us a great beginning. One behavior that has hindered my self-disclosure with her was when she told me she was not happy for me when I told her a serious mistake I have made before. Unfortunately, after she did that I have not been able to open myself up anymore. I didnt take confrontation too well and said nothing at all. I compulsory to transplant this by telling her how I felt when she said that to me. If I could do this it would be a big step for me. This was a problem that I didnt foresee, I should learn how to deal with confrontation, prepare for it.I kept a diary of my disclosing within these 3 weeks. I found I was easy to disclosure to women than men. I avoid interact with people with different culture, I rarely talked about my family, and I often pushed me to self-disclosing too much and this turned people off. A lot of problems involves in my skill, I need to learn more about confrontation, learn how much I should disclose and to whom the disclosures are made. These were not included in my initial plan, and I will add them in my follow up plan.Conclusion and reflection1. Self-disclosure is a process of providing information to another individual. The information that is break includes ones thoughts, feelings, past experiences, and future plans.2. For me, self-disclosure was the hardest piece of the puzzle, I did not tell people who I really was because I was afraid that they would not like the real me. prescribed I had the need to protect myself.3. I think an ideal self-disclosure (my goal) involves openness, a desire o get closer to another, and an implied trust in the person were revealing ourselves to. It also can increase self-acceptance.4. The amount of information we disclose in our interpersonal relationships also influences our relationships. The Johari window is a model that helps us assess the sign of information we disclose whom we make disclosures to and the communication environment we find ourselves in. By using this model, I found I was a person I r who had a lot of hidden area and a little open area.5. My relationship with my friend May was an example of using the social penetration theory. I thought I understood this theory and did quiet well with disclosing to May. Although the disclosing slowed down in the last week, it was due to the different background. From that, I k bare-assed disclosure happened frequently with people had common ground.6. Although I overcome the mental barrier to communicate with the stranger, I still done badly. I fell in an extreme-overdisclosing and made him escape from me. I realized that self-disclosure couldnt be used as a mere device to force the other people into a relationship. It was a kind of communication which worked best a little at a time. I should sensitive to the other persons needs and feeling, to be empathic.7. I failed to use self-disclosure with my boyfriend in the first two weeks, but with the help of the guidelines, I did better in the last week. During the first week, I made a same mistake (overdisclosing) again. I blurted out everything to him. afterward he reflected his uncomfortable, I forced myself to listen more, but still fell into another extreme- underdisclosing. In order to solve the problem, I found some guidelines and kept in mind in the following week and got a lot of benefit.8. I done really well in disclosing to Jane, but a new problem arose. I didnt know how to deal with confrontation when she said she didnt like my past behavior. This hindered my disclosing and I couldnt open myself any more. The lack of prepare for confrontation direct to my failure.9. I thought the approach I adopted was quiet successful, such as prepare for disclosing and handle the anxiety, using a method to gradually work up to being more open.10. I benefited a lot by keeping a diary about my training. From that, I discovered what feelings and needs I didnt disclose which friendships grew the most. I also knew certain of my disclosures turn people off and what I was uncomfortable discussing certain things and who I avoid interacting with.11. Prepared other for my change by telling them I would use a new communication skill gave me a lot of benefits. They would give me feedback and if I done badly, they wont easy get annoy.12. There were many shortcomings in my approach. Such as ignore when and how much personal information to disclose, havent prepared for confrontation. Those problems made my disclosing failed.13. I thought my transmission line goal was approp riate-became openness, got closer to another, and had an implied trust in the person were revealing ourselves to.My goal also included increasing my self-acceptance. After 3 weeks training, I found I was more open than before, I wouldnt always hide myself and I would like to share myself with the right person. I got closer to May, my boyfriend by disclosing. During the process of disclosing, a trust had built. I showed some trust in another by making a disclosure that had a little risky, when the other accepted and was substantiative about my disclosure, trust was likely to be enhanced. Due to the acceptance by others, my self-acceptance enhanced.

Good to Great - by Jim Collins Essay Example for Free

Good to Great by Jim Collins EssayI raise my reading of Good To Great by Jim Collins very informative and even entertaining. It is interesting to me his cerebrations and perceptions and how although when you read them they seem rather elementary and obvious, Mr. Collins is therefore an outside the box thinker/writer and it is because of his ease of explaining his concepts that the message simply comes across as easy. The main idea that is presented in this book is that Good is the rival of Great. At first glance I had to re-read the statement to make sure I unders withald it correctly.My immediate response was to understand it as all too often people, and business end makers, suck a simple goal of being good at what they do. Mr. Collins and his research team were able to pare that idea down to a handful of concepts that although many have the perception are good, sightly dont clarify their exact goals of greatness. The first concept of Good To Great was Level 5 leade rship. Companies may have great product, great sales, great marketing, etc. but what makes them better than Good?What makes engineers them to the Great train? Their Leadership. During the research of this book Mr.Collins and his team identified multiple characteristics these leading had that lead their company above and beyond just the Good status. Of these the common component I understood was that of humility and giving credit to his surrounding personnel. Keeping the emphasis off of look what I did but rather watching the focus off them, but at the same time taking responsibility for the mistakes of the company as a whole that they were in charge of aspect after. These personalities to a fault showed a great level of commitment and loyalty to their companies and tended to have been promoted from within.Thus having a firm understanding of the culture of the company and knowing a huge term goal of the company. Secondly the book introduced the concept of First Who, Then What. I related this concept to the phrase Trimming The Fat. Great leaders realize that if youre only as good as your support, than you better get the pay off support in the right places. The Level 5 Leader would have to find those that could lead as well. If you have the right thinkers and decision makers in the right positions, then the what could be figured out.By having the right decision makers from the get go then the goal was already on its way to Great. By doing so you are training your supports to eventually be receptive to take your place and instilling a long term succession of the companys goals for great. The next concept given was Confront the Brutal Facts With Unwavering Faith. Expanding on having placed the right Who where it was most beneficial, it is equally important to stay focused no matter the difficult time. The chapter focused on sticking to your guns, having faith in your company, and seeing the obstacle though.This again focused on loyalty to the company. As t ime goes on and the tough time regains its momentum back into the right direction, Problem solving starts with asking the right questions. Its more proactive to take control of our future than being reactive and leaving the destiny up to chance. Companies that were able to make it through the ups and downs of success on their way to Great. Another aspect was for these decision makers to be honest with them and be willing a capable of confronting the hard questions that perhaps they didnt want the answer to. But, faced the brutal facts head on.Fourth is the Hedgehog Concept. This was probably my favorite concept and I think will be the most important lesson I will take and use in my career path. The comparison was stated, The fox knows many things, but the hedgehog knows one big thing. I think all too often it gets confused that if youre in charge and making decisions you have to be the most knowledgeable person in that area. Remember though, especially in the totality of the emphasi s of this book, you are not alone.In the chapter, Mr. Collins worded his idea this way, The Hedgehog Concept is a turning point in the journey from good to great. It typically takes the right people willing to address the brutal facts everyplace an extended period of time to get to the deep understanding of a Hedgehog Concept. What a great statement. It shows the level of determination, loyalty, and staying focused that you realize your true unrivaled thing. Then you expand on that One thing. It will set you apart from the field and past the Good threshold into the level of Great Culture of tally was the next concept. One again focusing on hard work and staying focused on your goal of surpassing into the Great realm and not just staying there but forever raising the bar.Mr. Collins focused on the idea the in this sense discipline as a system. It involves the company in its entirety and making sure the companies culture is filled with people committed to discipline in keeping to t he standards. Each of these concepts builds on the one in the lead it and this one is no different. Staying true to his Hedgehog Concept Mr. Collins to a fault introduces his Three Circles concept. By focusing on keeping a Discipline in the company, it will help keep those involved with their eye on the prize of being able to find that one thing to be great at and to stay on top.Technology Accelerator was the idea to not let technology become a crutch of sorts. Technology is like any other beam and if used properly it will assist you in your success and getting here faster or with ease. Again, building on the concept before it also emphasizes to stay with your Hedgehog circles and keeping focused on them. Technology will not make you the best or most disciplined. It is a tool and should be used to accelerate your momentum into the right direction of your companys goals, not be the creator of the momentum.Lastly Flywheel and Doom Loop was used to prosecute up. Its a focus on being able to identify any and all aspects that take you away from the previous concepts. You should always be looking for ways to improve and stay ahead of the pack. The world of business is ever changing which keeps the bar separating Good from Great ever moving as well. complacency is a Good trait. Having a system of check and balance working together with a cleaning house mentality will help to keep your company above that bar.

Management Accounting Techniques for Competitive Advantage

precaution chronicle Techniques for Competitive AdvantageHadika plcA ReportThe affair of concern write up Techniques for Achievement of Competitive AdvantageTable of Contents (Jump to)1. IntroductionThe current financial crisis has in the space of one year radically changed the global business environment. Resulting in failures and bankruptcies of international banks and financial institutions, sharp increases in mortgage failures and home repossessions, drastically reduced availability of credit, termination of thousands of job, and increasing unemployment, the crisis is pass judgment to impact the trade for cars, Hadika plcs main harvest, significantly. Demand for cars is already showing signs of reducing, leading to their stockpiling at factories, dealers, and ports. Whilst gross sales of cheaper cars, which form Hadikas major product range, have not until now experienced worrying drops, future prospects remain uncertain and the market is expected to become far more comp etitive.Company managements, specially those of smaller firms, need to become more conscious of cost and efficiencies, and aw be of management bill techniques, in order to improve their operational efficiencies, product cost and internal reporting.This management report foc enjoyments first on (a) the need for operational managers to take and use management report techniques, (b) the similarities and differences between financial and management account principles and methods, (c) the roles played by management accountants, (d) the most suitable classification of costs for the fellowship and (e) the application of management accounting techniques in price decisions, and thereafter takes up the appropriateness and use of management accounting techniques to maintain and increase the companys market sh atomic number 18.2. Management AccountingManagement accounting (MA) essentially involves the use of financial and accounting tools and techniques by managers of business firms to imp rove operational efficiencies, go out and reduce costs, improve sales intensitys and sales mix, and increase productivity, gainfulness, market share, and competitive advantage.1Whilst establish upon similar accounting fundamentals, MA is essentially contrasting from financial accounting.Financial accounting is primarily a recording method that aims to present a true up and fair picture of (a) the revenues, expenses and profits of businesses during specific determined periods, and (b) the value of their assets and liabilities on a specific date, for all users of prepared financial statements. This aim of financial accounting to provide a true and fair picture of the operations and the assets of businesses has resulted in the development of a vast and intricate system of accounting that has been shaped by influences from accountants, auditors, taxation authorities, regulatory bodies, stock exchanges, company managements, and other stakeholders.2 Whilst financial accounting has ev olved in different directions in different regions and countries, globalisation is leading to the convergence of these different methods and to the gradual evolution of a single standardised global financial accounting system.3MA, like financial accounting, cooperates in providing a picture of the companys operations. Its basic approach is however very different and it serves more as an internal accounting tool that helps managements to improve their costs and cost structures, productivity, operational efficiency, sales performance, and profitability.4 Based upon the same time tested accounting methods as financial accounting, MA uses more of cost accounting techniques and has essentially evolved and enlarged from the cost accounting methods that were pioneered by John Wedgwood during the great recession.5The use of MA as an internal management tool allows for great flexibility in its usage and scope and encourages its defining and modification by the needs of operating processes, businesses, and organisations.6 MA uses accepted costing methods like batch, process, standard and activity based costing. It helps managements to determine unit of measurement costs, variable costs, frosty costs, and breakeven points. Processes like marginal costing, Make or Buy and Cost Volume Profit (CVP) analyses help in determination of product profitability and optimisation of sales mix budgeting techniques aid in optimising operational performance and cash flows through comparison of actual performance against budgets and analysing positive and negative variances.7The company currently determines unit costs by absorbing all costs incurred by the company into individual products and dividing such costs by simple parameters like doing or sales numbers.8 Such a system, whilst in use in many firms, is likely to lead to erroneous costing build-ups, misleading information and inappropriate pricing decisions.9Classification of Hadikas costs into Variable Costs, (those that are d ependent upon takings volume like material and direct labour), and Fixed Costs, (those that are incurred irrespective of production volume like salaries, rents and depreciation), pass on enable the organisation to ascertain breakeven points at different sales prices and sales volumes and make appropriate pricing decisions, which in acidulate will help in achieving competitive advantage, market penetration, and profit optimisation.10CVP analyses will allow the firm to determine the effect of various cost, price and volume combinations upon organisational profitability and assist significantly in taking decisions regarding determination of sales mix, introduction of new products and phasing out of unprofitable products or product lines.11 Sensitivity analyses and cost and volume simulations will help Hadika in forecasting the impact of changes in costs and volumes upon profitability.12Management accountants are expected to compile records, statements, and forecasts, on the basis of historical and intercommunicate figures for sales, costs and other expenses, with the use of current cost and management accounting techniques.13 Their job, whilst be grounded in basic accounting and cost accounting concepts, is essentially interdisciplinary and interdepartmental, needing them to investigate the nature of different costs and revenues and analyse them in a user friendly manner for the use of management, as well as for the sales, and production departments.14Whilst management accountants make use of normal computing aids like Excel spreadsheets for their computation and compendium, the development of sophisticated ERP software has empowered them significantly and they are now able to provide far more complex analyses of the impact of developments in various business areas upon organisational productivity, cost efficiency and profitability.3. Application of Management Accounting Methods at HadikaWith the current financial crisis reducing credit availability, employ ment, and incomes, across the advanced nations, the market for cars is likely to be tincted drastically in the coming months buyers are expected to increasingly look for products that are cheap, scotch to run, and provide value for money.The crisis is expected to be particularly hard on people in high income groups, consequent to their wealth evaporating in the face of stock market meltdowns. The market for larger cars is forecasted to shrink much faster than those of smaller compacts and sub-compacts which are cheaper and more economical to operate and maintain.Management accounting techniques in this scenario should be employed to examine and analyse costs, sales prices, sales volumes, and sales mixes, in order to empower the company management to take appropriate action for improvement of competitive advantage, and for maintaining and improving market share.The use of variable costing will enable managers to know the motif and amount of direct costs for each component and eac h product, as well as the expected contribution from each product. Products with higher unit contributions being more profitable than others, contribution analysis will enable the management to localise more profitable products and determine the thresholds to which prices of these products can be reduced.Such initiatives will also help the management in investigating and analysing make or buy options, and if possible in outsourcing the production of some components from more economical sources and so driving down the companys cost of production. Outsourcing of components from more economical producers will in turn lead to the acknowledgement of surplus employees, who can then either be deployed effectively in other activities, or let go, both options leading to cost savings and improvements in efficiency.The segregation of costs into inflexible and variable will also bring all fixed costs into focus and provide numerous other opportunities for cost savings through the identifica tion of (a) unutilised or underutilised workforce, rent, or machinery, and (b) excessive costs in administration, travel, entertainment, external consultants, electricity, canteen expenses and legal fees, thus opening up numerous areas in which costs could more and more be reduced without upsetting the working of the company or employee morale.Comparison of sales forecasts with actual achievements, accompanied by analysis of variances and study of product contribution, could help the company in focussing on poorly performing products, followed by identification of reasons for poor performance, and the possibilities and consequences of introducing price or even, (if the situation so warrants), production cuts.CVP analysis will allow managers to gain instant access to the results of numerous permutations of sales mix, in terms of individual and composite break even points and profitability, thus allowing them to invest on the optimum sales mix, both from the point of view of the mar ket and of the firm.Application of MA techniques will help the company to (a) control and reduce costs (b) focus on profitable and unprofitable segments by way of contribution analysis, (c) decide upon price reductions and (d) strategically pass on cost advantages to the customer or dealer to increase competitive advantage and market share.Analysis and simulation of Cash Flows, another integral component of MA, will help the management to understand the effect of these changes on the cash flows of the company and enable timely corrective action.4. Conclusion and RecommendationsManagement Accounting methods help managements of firms in improving understanding of costs, control and management of costs, and the effect of changes of costs and volumes on profits and cash flows, and by doing so help in the taking of complex decisions that can significantly affect organisational working.Whilst the use of MA techniques prove to be helpful at all points of time, they become imperative in tim es of increased competition or market recession, not just for improvement of competitive advantage but for simple survival. Their use in these critical times is deemed to be essential, as is their knowledge at all decision making levels of the company.Word Count 1614 (Excluding Title Page and Table of Contents)BibliographyBell J, and Ansari, S, 1995, Strategy and Management Accounting, Houghton Miffin Company, Retrieved November 24, 2008 from college.hmco.com/accounting/ansari/management/1e/students/modules/mod11.pdfBhimani, A, (2003), Management Accounting in the Digital Economy, Oxford Oxford University PressGuidry, F., Horrigan, J. O., Craycraft, C. (1998), CVP Analysis A New Look. Journal of Managerial Issues, 10(1), 74+Gul, F. A., Tsui, J. S. (2001), Free Cash Flow, Debt Monitoring, and Audit Pricing Further demonstration on the Role of Director Equity Ownership. Auditing A Journal of Practice Theory, 20(2), 71Heymann, H. G., Bloom, R. (1990), Opportunity Cost in Finance a nd Accounting, Westport, CT Quorum BooksLawrence, C. M. (2006), Cost Management A Strategic Focus, 3d Ed. Issues in Accounting Education, 21(3), 324+Mascha, M. F. (2002). Cost Management Strategies for note Decisions. Issues in Accounting Education, 17(4), 451+Riahi-Belkaoui, A. (1992). The New Foundations of Management Accounting, New York Quorum BooksRiahi-Belkaoui, A. (2002). Behavioural Management Accounting, Westport, CT Quorum BooksRoberts, C, Westman, P, and Gordon, P, 2005, International Financial Reporting A Comparative Approach, 3rd edition, FT Prentice Hall, USAThompson, R. (1986). Understanding Cash Flow A agreement Dynamics Analysis, 23+11 Bhimani, A, (2003), Management Accounting in the Digital Economy, Oxford Oxford University Press2 Roberts, C, Westman, P, and Gordon, P, (2005), International Financial Reporting A Comparative Approach, 3rd edition, FT Prentice Hall, USA3 Roberts Others, (2005)4 Riahi-Belkaoui, A, (1992), The New Foundations of Management Accountin g, New York Quorum Books5 Riahi-Belkaoui, A, (1992)6 Lawrence, C. M, (2006), Cost Management A Strategic Focus, 3d Ed. Issues in Accounting Education, 21(3), 324+7 Lawrence, (2006)8 Mascha, M. F, (2002), Cost Management Strategies for Business Decisions. Issues in Accounting Education, 17(4), 451+9 Mascha, (2002)10 Mascha, (2002)11 Guidry, F., Horrigan, J. O., Craycraft, C. (1998), CVP Analysis A New Look. Journal of Managerial Issues, 10(1), 74+12 Mascha, (2002)13 Riahi-Belkaoui, A, (1992)14 Riahi-Belkaoui, A, (1992)

McCarthyism and the Red Scare

McCarthyism and the Red ScareOne of the most recognizable periods in American record of timeless oppression occurred during the Salem witch trials in Massachu modelts. This was a time of duplicity in the batch of the small town and connection of Salem. Throughout this chapter of history, many of the people believed anything they heard or saw for reasons of self defense. The fears and suspicions produced hysteria which pull up stakesed in the destruction, breakdown, and division within the individual and community. These fears and suspicions lead to a large(p) uprising in the small town and the people. This exemplifies that one can not always believe what one hears or sees because it may not be the imperative truth. The events of the Salem witch trials in Massachusetts are analogs to the modern day example of the McCarthy hearings in the 1950s.1The cool contend between the U.S. and the former Soviet sum of money can be characterized by paranoia, fear, and propaganda because of the current foreign policies and relationships.2For example, two prime events were the red alarm and the numerous dialectes by the senator Joseph McCarthy that eventually developed the idea of McCarthyism. shortly after World state of war II, President Truman and his administration were determined to stand up to the Soviet Union with the belief that the united States had won the right to be the political, economic, and military leader of the world and act as a police.3The focus during this period was the post-war reconstruction and reorganization of Easter Europe, as seen in the Yalta conference. The Soviets refused to recognize the lead of the United States and challenged the efforts to reconstruct the global economy and society after World War II. As a direct result, the United States began a Cold War struggle to reduce Soviet power and influence.4Therefore, it was in this context of increasing American alarm about the Soviet threat that a series of events in the late 19 40s caused many Americans to wonder if the United States was beginning to lose this global Cold War struggle to the Soviet commies. However, the thought that Soviet inscrutable agents infatuating the United States alone was enough to inflame existing fears until they burned out of control.5These fears were based on vastly exaggerated view of Soviet activities in the United States. Nevertheless, they contributed to the red scare that began in the late 1940s and perked during what is known as the McCarthy era of the early 1950s.6The red scare and McCarthyisms influence and radical approaches during the 1950s, contributed to fear of the Cold War because of the anti-communist hysteria and fear of attack from communist nations.The red scare was the turning point in American history to ignite the fire of anti-communism and set the paradigm that a communist nation would attack. Many countries fell to communism over time and the United States would desperately soon react. The first country to retort to communism was Eastern Europe and so later China. The United States regime and people wanted to preserve their government and as a result the half mask theory was formed. The domino theory speculated that if one land in a region came under the influence of communism, then the surrounding countries would follow in a domino effect.7The second red scare was the reaction to the discovery of soviet spies in the United States. Many people quickly believed that communists somehow had infiltrated the United States government and were manipulating its foreign policy, causing one U.S. defeat after an other. It was a series of political and military setbacks that caused Americans to become increasingly concerned about the growing Soviet threat. This was in fact a threat to the United States dominant influence, supremacy, and government. For instance, in 1949, the Soviet Union exploded its first atomic bomb and caused the American people to start worrying about a future attack. In June 1950, communist North Korea invaded South Korea and tried to impose communism over all of Korea. nevertheless the President Truman and the United States quickly declared a police action and intervened in the Korean Civil War in order to prevent the communist from winning.8In the end, these prime events made the American People fear and speculate about communist spies in the United States.As a direct result of the growing anti-communist hysteria created by McCarthyism, Americans began to look over their shoulders wondering whether in fact if communists were in present in their surroundings. The main goal and purpose of McCarthyism was to finalize out any form of communism from every possible place in America. McCarthyism meant the slandering of people because of their political views.9Joseph McCarthy began this national crusade against communism with a speech in Wisconsin claiming that he had a list of over two hundred soviet spies that have infatuated the United States.10A lthough the actual number changed from speech to speech, he was one of Americas most influential politicians. His methods were considered vicious and reckless because he sought to accomplish his crusade by any actor necessary even if it means to violate traditional American values and Constitutional rights.11He accused people, companies, and organizations without any evidence. For example, He formed a blacklist of people he considered to be in support of communism or were communist. McCarthy attacked and accused people with no limit, and even asserted that the United States Government was heavily influenced by communists when he roseate in the senate and he attacked President Truman and his advisersMr. President, at this very moment GIs are consecrating the hills and valleys of Korea with American blood. But all that blood is not staining the Korean hills and valleys. many of it is deeply and permanently staining the hands of Washington politicians. Some men of little minds and l ess morals are today using the Korean War as a profitable political diversion, a vehicle by which to build up battered reputations because of incompetence and worse.12Many Americans during this time in history were afraid to speak their mind or talk about their opinions because of fear of being called communists. Consequently, America in the 1950s was overwhelmed by conformity. In addition, since Americans were afraid to vox their opinions, the United States did not have a free and open debate about Americas role in the world and our aggressive Cold War policies. They then werent able to shape and control their lives, government, and society. Because of McCarthyism, Americas democratic institutions and basic civil and political rights were violated. It overall damaged and weakened Americas democratic institutions. During the hearings, employers, family members, relatives, and friends turned in each other who they suspected of being involved in communist activities.13In the end, McC arthyism broke down the sense of community and brotherhood.Overall, the red scare and Joseph McCarthys McCarthyism brought forth both positive and negative effects to America. One prime positive result was that McCarthys tactics produced long lasting changes in the media forever. Newspaper companies and Television stations finally realise that it was not enough simply to tell what had happened or what was said, but that they needed to tell what the story meant and whether or not it was the truth. By 1954, interpretive reporting and news show analysis had become a standard practice and made a long lasting impact in the media improving the news one gets to be more reliable and trustworthy.14The negative aspects that resulted soon after were the division and fear it brought to Americans during the Cold War. People lived in fear and avoided to spread their opinions about current events and situations. Joseph McCarthy may always be considered as manipulative and unreliable politician s ince it can be seen that his motive for using current events such as the red scare in his speeches were for self gain. He success copiousy played off the peoples fear, anger, and disappointment to get his party and himself to the top of the political ladder by taking full advantage of them when exploiting their emotions. However on the other hand, McCarthy encouraged American citizens to put pressure on our government regarding un-American activities that were occurring at the time and continued to do so.15In the end, the theme of anti-communism continues throughout to defend the democratic system of the United States with countless efforts ranging from increasing the U.S. budget for national security to forming the North Atlantic pact Organization (NATO).

The Post Crimean War Period History Essay

The Post Crimean struggle Period History EssayDuring the post Crimean war period, the British the States was a hodgepodge of antiquated and even cruel traditions and regulations. The force was far flung, scattered throughout the territories, colonies, and dominions that do up the empire with a sm any and insignificant army stati 1d at home. Hide bound officers and arch conservative types were determined to maintain their privileges and their institutions that had been handed down by their hero the Duke of Wellington, who in the wake of his victory over catnap in 1815 had remade the army to suit his own purposes. He was a martinet and a hard unyielding sort of commander who, as he was from the magnanimousness had a dim view of the lower vows and wanted them to be kept on a tight leash. His institutions became etched in stone, so that even a humble deviation caused great anguish to his supporters. However, definite opponents to the rigid and unyielding dictates of the Duke, c ame to power and began a series of reforms that changed the nature of the British army for good.Cardwell ReformsThe initial reforms of the British armament instituted by Sir Jonathon Peel in 1858, in direct response to the ineptitude and incompetence demonstrated during the Crimean contend. He established a royal missionary work to examine the army and make recommendations for its improvement.By 1868 when Edward Cardwell, a former soldier himself, took over the War magnate he was appalled that the mis-administration of the Crimean War Effort and concomitant Indian mutiny, and took steps to try to machine the commission recommendations. He was determined that using the entire usecap adequate British army to fight in the starting signal instance an army of unaccompanied 25,000 in the Crimean War and a smaller phalanx during the Indian mutiny was a priority that needed to be addressed. thither was no home front army and this disturbed many in the government as well as the cit izenry.However, as early as 1862, the regal Commission reported in that respectiwere a number of obstacles that stood in the way of full implementation of the recommendations. Although it was no longer operating, The East India Company had long maintained its own private armies and its executors wanted to continue with maintaining a private troops organization. There were to a fault some very conservative and intransigent senior officers who oppose almost any reform based on principle and their own outdated beliefs on how the army should be run. These politically connected -conservatives were led by the Commander in Chief, Prince George, Duke of Cambridge, who was fagot Victorias cousin, and almost the last of the typically Hanoverian characters thrown up by the English ruling dynasty, and derived his estimations on drill and adjust from Butcher Cumberland and the Prussian school of Frederick the striking. 1By 1870, an additional 20,000 troops and two million pounds were a llocated by Parliament. A brilliant and fear enticing pamphlet press helped bring about the needed reforms. Colonel (eventually General) Sir George Chesney, head of the Indian Civil Engineering College, called it the Battle of Dorking. He raised the spectre that Britain faced a possible German invasion and that despite the additional troops and money credited by Parliament, it was non enough.This spurred on Edward Cardwell, who was a protg of William Ewart Gladstone and had been the Secretary of State for War since 1868, to update the British military and to reform it as well. This dual purpose was to be a nearly insurmountable battle, but to leave things, as the stance quo was not an pickaxe. There were critical needs to create the army into a modern force and the complicated lessons of the Crimea were being dismissed, forgotten, or disregarded. As British historiographer R.C.K. Ensor wroteIf no criticism had made headway it was that England had no notion of the art of war. Br itish officers were expected to be gentlemen and sportsmen but outside the barrack-yard they wereentirely wanting in military k nowledge. The leave out of it was deemed no drawback, since Marlboroughs and Wellingtons officers got along without it. Only the rise of the Prussian militaryavailed to shake this complacency. 2Cardwells Initial Reforms1868 Abolishing Flogging in Peace TimeCardwells first act caused an uproar by nearly every senior officer in the Army. It was their considered opinion that flogging was absolutely necessary. They cited the Duke of wellington who was thought to fork out ob inspection and repaird that you needed to be able to flog the men for minor infractions or that discip beginning would decay. The army officers used this to validate their opinions since the Duke was considered one of the foremost officers the British army had ever produced. Cardwell on the hot(prenominal) hand felt that in pasture to attract good quality recruits by ensuring the priva te soldiers life was dignified and more of a c arer option than penal servitude. duration Cardwell was unable to get rid of flogging during war time because it was felt that this extraordinary powers of punishment might be required in the field by officers it finally was abolished in 1880 for all times peace and war.1869 Troop Withdrawal from Self Governing ColoniesCardwell brought his troops home in 1869 from those independent colonies. He felt that they were able to raise local forces and not be dependent upon the British army for their security. After all they were self-governing. Again he met with Wellingtonian pursuance opposition, as the Duke was the one who implemented scattering troops over all the colonies self governing or otherwise. Wellington had done this to keep a stand up army in the field and ovoid the usual opposition to the very fact of a professional standing army (led by the Whigs). Doing this had been an economic incubus and there was too an inability t o train strategical and tactical operations above battalion level. Cardwell prevailed and by 1871, 26,000 British troops had been withdrawn from overseas territories and returned to Great Britain.1870 Abolishing Bounty Money and Setting Guidelines.Cardwell abolished bounty money paid for recruits and thereby stopped a lot of press ganging into the army as well as the navy. He also set out specific guidelines for discharging bad characters from the military, thereby making the service a more respectable and safer place to be employed.Army preventive routineThe year 1870 was also a milestone for Cardwells reforms as well as for the military itself. He introduced legislation into Parliament the Army Enlistment (Short Service) Act 1870,3 that reached the floor of the House of Commons in late spring, 1870.Up until Cardwells reforms life in the British army was akin to servitude. From the end of the Napoleonic wars in 1815 to 1847, the hitch in the army was for 21 long time. That mean s when a lad gestural up for the service he had to endure 21 years of flogging, literal abuse and of course in some cases, a lifetime commitment. Again that paragon of fighting men, the Duke of Wellington, on the heels of his defeat of Napoleon at Waterloo implemented this conceit of lifetime servitude to the Crown.The Time of Service in the Army Act 1847, allowed for tours of ten years,(later increased to twelve) but this was chill out felt as too long. There was also a nasty caveat to this term of enlistment. Soldiers could be discharged after ten years but they would not be eligible for a reward for the time that they served. The only way to vest in a bonus was to re-up their enlistments for an additional 10-12 years. If they chose the latter they would be rewarded with two months furlough, another enlistment bounty, and a pension on completion of their term. This stacked the deck in the Armys favor, as most of these men had no other than soldiering. Many discharged soldie rs chose to re-enlist immediately and of those voluntary discharges, one in five signed on again within six months of their discharge as they were unable to face life with no trade, no pension and no future options. For the Army it was a win-win situation. go this existing system had created an army of experienced veteran soldiers, there was no back-up or reserves that could be recalled to serve in case of a national emergency. Cardwell observed the Franco-Prussian war and was convinced of the necessity of having an army reserve of well trained men in good health and vigour. Again due(p) to the Wellington system of far flung enlistments most British soldiers served more than half their enlistments abroad. While many of the places were in tropic climates such as India there were also the attendant fevers and diseases that accompanied this service so that when the soldiers came home, their health was seldom good. This was not a robust reserve force but a tired and often depleted for ce of exhausted unhealthy soldiers.It was with this in mind that encouraged Cardwell to bring before Parliament the idea of short service. The Act of 1870 permitted a soldier to choose to spend time in the reserves rather than the mendings and be paid fourpence a solar day for his service. In return for this daily fourpence, he would engage in a short period of training each year and an obligation to serve when called up. While men enlisted for a maximum term of twelve years, the most enlistments were those who opted for six and the reserve duty. The minimum length of service varied, but on discharge a soldier would now remain with the reserves for the remainder of the twelve-year term. Therefore when necessary, a well trained reserve force was ready and able to stand for Queen and countryOf course there were howls of opposition, however Parliament passed the act, despite the objections of conservatives and the Armys senior officers who saw their powerbase and forces being freed from what was indentured servitude. Even Queen Victoria most reluctantly,4 signed the act into law. Cardwell though was vindicated since the unexampled system worked, by increasing enlistments and thereby producing an immediate increase in the armys strength.Localisation schemeAnother study reform that Cardwell instituted was the Comprehensive Regulation of the Forces Act 1871. Once a soldier had enlisted for General Service, and he was apt to be drafted into any control regardless of verbalise preferences. This was another reason that joining the army was considered harsh and recruitment difficult. It was not as if this were a secret. In 1829 by Lord Palmerston found thatthere is a great disinclination on the part of the lower orders to enlist for general service they resembling to know that they are to be in a certain regiment, connected, perhaps, with their own county, and their own friends, and with officers who have established a connection with that district. There is a p reference frequently on the part of the people for one regiment as opposed to another, and I should think there would be found a great disinclination in men to enlist for general service, and to be liable to be drafted and sent to any corps or station.5Nevertheless, the Army had insisted for years that it could be administered only based on General Service. This was partially due to the inherent class system that regarded the lower orders as servants and exploitableLord Cardwell had a different view. He envisioned that instead of a general service enlistment that could send men anywhere he saw a localisation scenario. Cardwell divided the country into 66 Brigade Districts (later named regimental Districts). He based the divisions on traditionalistic county boundaries and population density. He determined that line infantry regiments would now consist of two battalions, sharing a depot and associated recruiting area. One battalion would serve overseas, while the other was stationed at home for training. The militia (reserves) of that area then became the third battalion to be called up when needed.While the senior twenty-five regiments of the line already had two battalions, the other regiments had only one battalion. The plan combined these regiments to create to produce two-battalion regiments, through a very complex process that obscure debate over regimental traditions and seniority that was not finally completed until many years later during the Childers Reforms. Nevertheless, Cardwells measures readily produced more cohesive units that were ready to nourish and defend.Cardwells Other ReformsLord Cardwell wasnt quite done in reforming the military under his command. He was a former soldier and the way he went about reforming the army reflected many years thought and intelligent repositioning of what the army meant and how best to build a strong and vital fighting service. Cardwell introduced a number of minor yet far reaching reforms through Orders in Council or other Statutory Instruments.In 1871 an Order abolished some little-used disciplinary practices such as stigmatisation for infractionsCardwell also eliminated the sale of commissions as well as some subordinate junior ranks of cavalry Cornet and infantry Ensign. These ranks were replaced with turn Lieutenant. (The style Cornet is salvage used for Second Lieutenants in the Blues and Royals and the Queens Royal Hussars, and the term Ensign is still used by the Foot Guards regiments, for instance during the ceremony of Trooping the Colour. However, these are exceptions and not the rule and certainly not the actual title as held by the individual in his or her troop.)Units were placed on the same establishment (number of soldiers in each unit) whether serving at home or overseas. Prior to the Reforms units serving overseas had previously had a larger establishment, because of anticipated losses to disease or climate that would be awkward and difficult to replace. This howeve r left the units at home under strength since these units were traditionally stripped of soldiers in order to bring overseas units up to strength. Once the reforms were implemented, these home units could now be used to form an effective expeditionary force while the overseas units would be recruited to full strength without depleting the home unit.Cardwell also got rid of the infighting in the War Office by abolishing the separate administration of the Reserves and Volunteers and unifying other separate of the administration of the function. The defence policy of Canada, Australia and New Zealand followed his dictates of the self-governing colonies (or in this case dominions) to replace small garrisons of the British army by locally-raised units.Cardwells reforms began the long path to go British forces into an effective Imperial force that is recognizable today. When a change of government put Cardwell out of office in 1874, his reforms stayed in place. This was despite despera te attempts from the Army and its hidebound officer class to abolish them and return to the bad old days of Wellingtons draconic post-1815 mandates.Childers ReformsSecretary of State for War Hugh Childers, in 1881, continued following Cardwells reforms by restructuring the infantry regiments of the British army. He was reluctantly the secretary but despite some fierce opposition from regular army regiments, continued to implement ways to improve the army and create a viable fighting forceChilders main contribution to reform was to rename and re complex body part all the Regimental districts that had been established by Cardwell. He did this through General Order 41/1881, issued on 1 May 1881, amended by G.O. 70/1881 dated 1 July, where he created a system of multi-battalion regiments. England, Wales, and Scotland regiments were to have two regular or line battalions and two militia battalions. Irish regiments were to consist of two line and third militia battalions. Childers rename d and renumbered regiments of foot and county militia into these other regiments. He also allocated that the different corps of county rifle volunteers were now volunteer battalions. Each of these regiments was linked by home location and territorial name to its local Regimental District. The reforms came into effect on 1 July.In 1881 Childers formally merged the Cardwell Brigade districts into new regimental identities, and combine the volunteer movement into the system as well. The county regiment was solidified, with anywhere mingled with four and a dozen battalions that shared a regiments traditions. This kept the regiments accumulated repute by transferring it into county districts. The regimental seniority numbers were abolished and battalions came to be known by their number within the regiment and the regimental district name. While many regiments were still unofficially referred to by their numbers per their own officers and men as a tradition and a point of pride many were not. Some regiments such as The Buffs, The Cameron Highlanders, and The Black Watch, lobbied to keep their distinct names as part of their battalion titles and did so.Sometimes in those early days, it was not possible for the strict definition of the order to be applied. For example, the Cameron Highlanders only had one regular battalion, and other regiments had sometimes more than the required militia regiments or even fewer, depending on their district and location. Some of the regiments give care the deprive Brigade and Kings Royal Rifle Corps had no local regimental districts as they were royal regiments and as such the their militia and volunteer battalions were selected not on a territorial basis, but due to their rifle traditions. However, this Childers structure lasted until 1948, when a rearrangement of every regiment of line infantry cut regular battalions to one, with only the three original Guards contribution regiments retaining two regular battalions. Change an d reform are always slow, but significant.Standardisation of akins and coloursChilders Orders also included an swither to ensure that the uniform facings were standardised English and Welsh regiments white facings Irish regiments green facings, Scottish regiments yellow facings and royal regiments dark blue facings. Each officers uniform had lace in distinctive national patterns rose pattern England and Wales thistle Scotland and shamrock Ireland. Regular battalions lace was gold, while militia battalions bore silver. While there were efforts made to incorporate regimental insignia and remove tribal uniform distinctions there was a national outcry against this and regimental tribalism and tradition remained a force within the Army.This was brought to a head in 1890, when The Buffs succeeded in being allowed to resume the wearing of buff facings. Over the next several years other regiments replaced white facings with their own traditional colours. King George V allowed blue facings for royal regiments to lapse as he instituted three regiments as royal for his Silver Jubilee and permitted then to retain their present facings.6 In 1939 The Royal Inniskilling Fusiliers, who had worn blue facings since 1881, were issued buff regimental colours by request and gracious permission.7 Again in 1946 three infantry regiments were designated as royal for services in the Second World War. Of these, only the Royal Lincolnshire Regiment replaced its (white) facings with blue.8 Traditions are often difficult to change, even with a royal designation to back it up especially when the King undermines the General Order of Council.Even More Changes to StandardizationThe Second Boer War brought a number of changes to the British army. For the three years amidst 1897 and 1900, the regular army was increased in size in response to a number of conflicts in which it was deployed. By this time The Cameron Highlanders (who had always been short a battalion) raised a second batt alion. Third and Fourth battalions were added to the Northumberland Fusiliers, Warwickshire Regiment, Royal Fusiliers, Kings (Liverpool Regiment), Lancashire Fusiliers, Worcestershire Regiment, Middlesex Regiment and the Manchester Regiment. The recruiting areas of each of these regiments included parts of large areas of urban sprawl for the time period.The territorial reserve and Reserve Forces Act 1907 re create the reserve forces in 1908. This act reformed the different militia battalions disbanding some and transferring the rest to a Special Reserve. Volunteer battalions were now part of the new Territorial Force, and designated as numbered battalions of the regiments no longer volunteers, but reservists as well.Then came the First World War. The territorial battalions were duplicated and many war-time service battalions formed to meet the need of the fighting forces on the continent .By the beginning of the 1920s with the conclusion of the war, the special reserve battalions were placed in limbo and a number of Irish regiments, especially those that were part of the southern part of the country disbanded when Irish Free State came into existence. The rest of the regiments then reduced themselves to two regular battalions. It got much less complicated than the earlier permutations.The Second World War expanded the regiments again however, there was nothing like the expansion that took place during WWIIn 1947, the British Army regiments underwent another permutation of the regimental structure. After India declared independence regiments lost their second battalion. Although some were reformed during the Korean War this was the exception to the new rule.Childers reforms that began in 1881 finally ended with a completely new series of the reforms defined by the Defence White Paper of 1957. Many pairs of regiments were combined, regimental depots closed and recruiting and training organised in multi-regiment brigades were just some of the new order of refo rm that was introduced to the British army.Haldane ReformsWhile the Childers reforms of the 1880s still held sway with the structure of the regiments, Lord Richard Haldane, implemented a series of reforms of the British Army made from 1906 to 1912, These were the first major reforms since the Childers of the early 1880s, and were derived as a result of the lessons manifested by the Second Boer War.In December 1905, Richard Haldane was appointed Secretary of State for War although he really wanted to be the Lord Chancellor. Prime Minister Campbell-Bannerman offered the War Office to two other men before Haldane offered to take it. Despite such an inauspicious beginning, he would become, in the words of Douglas Haig, the greatest Secretary of State for War England has ever had.9 Haldane took the post with no preconceived ideas as to the role of the Army, but quickly settled on the idea that efficiency was essential as a precursor to making financial economies.10Haldane began his insti tution of reforming the army because of a secret pact between the foreign office and France that would have to be implemented quickly if Germany and France went to war over Tangiers. While this did not happen, it set Haldane on the road to creating the British Expeditionary Force that was to prove decisive in WWI 8 years later.The primary reform was the institution of the British Expeditionary Force. This force was to be specifically wide-awake and trained for deployment in the event of a major war. While there had been other forces before that were ostensibly to accomplish this they had been unprepared for overseas service. The newly BEF would remain as a permanent peacetime force and also have full complement of supporting troops at the ready.Haldane also restructured the reserve forces, thereby expanding on the reforms of Cardwell and Childers so that the overseas forces could be efficiently reinforced and supplied with new recruits. He did not neglect home defence either.The Vo lunteer Force, Militia, and the Yeomanry were reorganised into a new Territorial Force. These reforms grouped in the Territorial and Reserve Forces Act 1907 as we discussed earlier. The Army at home was reorganised into six divisions by a Special Army Order dated 1 January 1907, with one sarcoid four-brigade Cavalry Division and two mounted brigades for reconnaissance, along with some Army troops. By February 1907, Haldane announced the coming years spending estimates and proved that he was able to save money 2-3 million pounds despite creating this new fighting force. Those disbanded units and some other reform measures such as administration consolidation etc had managed to reduce boilers suit spending and provide an increased efficiency in the army as well. 11Haldane also determined that encouraging the development of military skills required an Officer preparedness Corps to be established in public schools and universities were a priority. As with any army, an ongoing supply of skilled Army officers needs to be prepared in case of war. A commission was established and made two recommendations. The primary recommendation was to reorganise the existing school Cadet Corps and university Rifle Corps, which had formed as an unplanned, unorganized structure and change it into a uniform force, that was administered and supported by the War Office with all the requisite discipline and training that was needed to create an outstanding officer pool.12In 1908, Army Order 160 established that there were to be contingents of the Senior Division at universities, and contingents of the young Division at public schools to create the core groups. Later that year Army Order 178 set forth standard regulations and indicated that this new type of military training was to provide officer candidates for commissions when needed.13By the end of 1910 these officer training sessions were really popular since the Senior Division boasted , 19 contingents and there were 152 Junior Division cadets. Within a year this popularity caused 55 and 155 Senior and Junior Divisions respectively to produce a total of 23,700 cadets as of 1st January 1912. The training had calibrated 630 officers, and 830 former cadets who had already accepted their commissions in the auxiliary forces.14 Haldanes reforms for a standing officer corps was working, despite the fact that buying commissions had long been abolished.While there was resurgence in the officer corps with new members joining regularly, Haldane also instituted a new Imperial General staff. The General staff was required to redevelop military strategy into a common set of guidelines and strategic aims among the various military forces of the British Empire.As indicated under Cardwell, the emphasis military policy shifted from a single centralised Army and Navy scattered throughout the empire to allowing the self-governing soils to provide forces for their own defence. This also encouraged them to take responsibili ty for strategic interests and bases in their own geographic areas and areas of internal interest. 15Although the Dominion forces were responsible for their own defence, at a meeting of the Dominion leaders in 1907, the military suggested that all forces throughout the empire follow a standard model for training and strategic aims. The Dominion leaders not only approved this concept, but also recommended that to implement it more fully that the general staff be recruited from the entire Empire. This way the Imperial General Staff was a common bond between the Dominion forces and the British Army and could develop a uniform defence. The other advantage was to ensure that consistency between the forces ruled although it was stipulated that the Imperial General Staff was a guiding body to the local government and General Staff, and not and would not have any binding authority over the national forces.16 Dominion and British army approved this new system and confirmed r the new structur e, and the principle of standardisation, as well as emphasizing that it was not to curb the autonomy of the self-governing Dominions.Meanwhile, Haldane had the Regular Army reformed by the development of a new operational and training doctrine, laid down in Douglas Haigs new Field Service Pocket Book. In 1907, the new Field Service Pocket Book was produced, amended and finally became the standard for all operations in 1909 as Field Service Regulations, Part I Operations in 1909. This standardised training for all branches of the service, and was the synthesis of the generally agreed tactical and strategic principles that had emerged from the South African War and the new BEF focus on the regular army. (17)With WW1 beginning in August of 1914, the bulk of the changes put to the test. Quickly and effectively the British Expeditionary Force was off to the Continent. At home, the Territorial Force and Reserves were mobilised as to provide a second line. It went according to plan.These reforms changed the way that the British army was operated and organized. Gone were the days of the private armies such as the British East India Company or the 21 year servitude that made the army feel like prison instead of an honorable occupation. In their place was a good sized well trained standing army that could be sent into battle situations overseas without depleting the protection of home. Well trained officers and soldiers now provided the backbone of the army, and were ready to defend at home and abroad.

Alcohol Research Essay -- Alcohol Dependence, Abstinence

Alcoholism is a prominent substance abuse issue in Western society. The treatment method of controlled drinking as opposed to abstinence is a continuing cause of statement in alcohol research to this day. The US is different from Europe in its acceptance of controlled drinking as a goal of treatment in the US alcohol dependence is typically depicted as a recur disease and the successful abstainer as a recovering though never recovered alcoholic (Coldwell, 2005). Depending on the alcohol abuse patients individual characteristics, either controlled drinking or abstinence is chosen as a treatment. Alcohol treatment in Canada, however seems to incorporate both mechanisms as shown in the study by Rush and Ogborne (1986).The study states that goals for one third of clients who were non abstinent were accepted depending on whether it was a residential or community-based outpatient service. Other rough-and-ready methods in treating alcoholism are pharmacotherapy, behavioral method and s elf help manuals. This paper will discuss different therapeutic interventions while highlighting the line between controlled drinking and abstinence. Alcohol abuse is growing rapidly throughout U.S. society. One in every twelve adults is being diagnosed with alcohol abuse (Barlow and Durand, 2006). wholly that are diagnosed with alcohol abuse must meet one or more of the following criteria within a twelve month period he/ she must fail to accomplish major work, school or home responsibilities he/ she is careless to where his/ her drinking is taking place, even if its in stern situations such as driving or while operating machinery he/ she must have recurring alcohol-related legal problems, such as getting arrested for driving... ...more heavy(p) approach values choice and personal freedoms rather than religious restrictions. Therefore, controlled drinking is a more suitable treatment method for the European way of life. In terms of gender, abstinence is more recommended fo r women than for men. Here again we see a difference between the US and the UK only in the US was abstinence seen as a more ideal goal for women than for men, only among low severity drinkers (Milles, 2004). To conclude, the National Epidemiologic Survey on Alcohol and Related Conditions in 2001 2002 found controlled drinking and abstinence to be fairly equal in application. Among the 43,000 alcoholics surveyed, nearly 36 percent were in recovery 18.2 percent were abstainers and 17.7 percent were moderate drinkers (Wanjek, 2007). The controversy however, remains within each individuals road to recovery.

Executive Summary of Sun Cosmetics, Inc. :: Business Management Cosmetics Australia Essays

Executive Summary of Sun Cosmetics, Inc. There are umpteen components to a successful organization, among them is a steadyflow of innovative products that are consistently produced to high standards,available to customers when and where they are needed, and backed with diligentservice and support. We go forth demonstrate the viability of capturing asignificant market share of sunscreen products master Under. We will inform youof our unique market entrance plans, our unique product and its sellableattributes. We will layout our target markets and their demographic information,and we will conclude with the profitability remarks necessary to gain yourconfidence and investment.Sun Cosmetics, Inc., the parent social club, was founded in 1955 and has been apublicly held company since 1973. It was incorporated in the State ofMassachusetts. Any U.S. legal conflicts fall under the jurisdiction of theMassachusetts state court system. Its annual North American gross sales of sunscreenprod ucts are in excess of $20 billion. Sun Cosmetics created Oceanasdevelopment team for the express purpose of penetrating Australias regionalmarkets. Its members were selected based on their pagan appreciation andadaptability, their research expertise, and their discerning abilities with bothprimary and secondary data.Cheri Brown, Vice President of International OperationsRobert Roy, theater director of International Sales & MarketingHelen Quinn, Director of Cultural AdaptationBecky Barth, Director of Research & DevelopmentSun Cosmetics, Inc. will send two expatriate executives to F.H. Faulding &Company Limited to work in coextensive positions and pay grades. The trainingand marketing guidance is invaluable from both perspectives.Product introduction and formulationDue to the high incident of skin cancer Down Under, primarily originating inyoung children, we have developed an additive that enables parents and childrento see that this sunscreen has in fact been applied to all areas of exposed skin.This additive is a coloring agent that fades approximately three minutes afterapplication. Taking advantage of the Sydney 2000 Olympic Summer Games approach,we have incorporated the additive with an olympic radical OceanaGold, Silver & Bronze. The coloring agents will actually be gold,silver or bronze according to the label of the particular sunscreen purchased.In addition to these choices, for each one color would be available in several degreesof sun protection factor (SPF) SPF4, SPF8, SPF15 & SPF30 (SPF4 being the leastand SPF30 being almost total sunblock). Oceana is a non-greasy water supply resistantsunscreen with aloe vera gel, vitamin E and is paba free.Incidence of skin cancerThe high incidence of skin cancer in Australia is the reason for our choice ofthis product. struggle cancer has been on the rise due to environmental issues