Managing Oneself and What You Dont Know About Making Decisions, Term Paper

Managing Oneself and What You Dont Know About Making Decisions, - Term Paper Example I can surely say that I am good at management because I was in charge of my own salon and spent 32 years running it. My management skills thus were developing gradually year after year as I was gaining more and more experience. I can surely get on well with colleagues and subordinates with the help of courtesy and efficient communicative skills. I was always aware of the internal atmosphere in my salon because I often communicated to the people who worked there. I always considered effective delegation of responsibilities to be an important aspect of good management. It is crucial to know how approve, encourage ad criticize employees without hurting anyone. People need to know that their efforts will contribute to the general success that is why I aimed to underline my workers` achievements when appropriate. The most difficult part for me was to learn how to distribute tasks and responsibilities among employees equally and how to maintain constant balance. Moreover, it was crucial for me to arrange effective communication within a team at my absence. I consider leadership skills to be the core of good management and I can say that my leadership technique and abilities required a lot of efforts and time to get improved. Leadership presupposes abilities to organize and to motivate team and control its performance (Leatherman, 2010). It was a challenge for me to create a team out of people who did not know each other and could not rely on each other but after some preparation and time I managed to build trust and create clarity among my colleagues. Nevertheless, there is still strong necessity to enhance my existing strengths to make my performance even more efficient. First, I would pay more attention to the effective criticism which is a part of my communication skills. Being a leader requires an ability to criticize subordinates from time to time and

Working with emergent change

Working with emergent change Introduction Nowadays, people tend to speak of living in a fast-moving and unpredictable world (Burnes, 2004, p. 886), in a turbulent, dynamic and unpredictable environment (Burnes, 2000, p. 300) in which the frequency, dimensions and unpredictability of changes are higher than ever before (e.g. Kotter, 1996). Hammer and Champsy even go so far as to say that because of its ubiquity and endurance change is the norm (2001, p.25). Thus, the Heraclitean dictum that everything changes and nothing abides seems more topical than ever. Nonetheless, you have to take notice of the fact that about 70% of all change initiatives fail (Beer Nohria, 2000, p.133). How can this phenomenon be explained? What approaches of change exist and what enables organisations to manage changes successfully? In the following essay, I will first outline the traditional approach of planned change, its critics and, out of these, the evolving Emergent Change approach. Subsequently, I will question if a sheer focus on the apparent predominant processual approach is sufficient. I will do so by outlining case studies of two organisations that successfully implemented changes by paying attention to both planned and emerging changes. These results and Burnes analysis of a further organisational change initiative will lead to my conclusion that the consideration of both perspectives is necessary for successful organisational changes. Then, I will briefly analyse possible reasons that might lead to the previously discussed one-sided perspectives before I end the essay with a conclusion. Planned Change The Planned Change approach seemed to prevail in the theory as well as the practice of change management from the late 1940s to the early 1980s (Burnes, 2000, p.281) and is often referred to as the best developed, documented and supported approach to change (Ibid.). Its roots mainly lie in the work of Kurt Lewin (Bamford and Forrester, 2003, p.547) who is called by Schein the intellectual father of (à ¢Ã¢â€š ¬Ã‚ ¦) planned change (1994, p.239). Many planned change attempts are based on his three-stage model of unfreezing, moving and refreezing (Livne-Tarandach Bartunek, 2009). Nevertheless, it has to be noted that Lewin himself believed that a successful change considered his concepts about Field Theory, Group Dynamics and Action Research in addition to his famous three-stage model (Burnes, 2004, p.887). However, in regard to his latter model, the three steps can be outlined as followed: Unfreezing describes the destabilization of a quasi-stationary equilibrium that exists in a compount field of driving and inhibiting forces (Ibid.). It is postulated that this equilibrium has to be unsettled to overcome old stable human behaviour. Moving refers to the process of transmission to a new way of being (http://www.change-management-coach.com/kurt_le win.html). To lead to an enduring change this process requires reinforcement. Thus, the last step, refreezing, covers the stabilization of the new behaviour (Burnes, 2004, p.887). Bamford and Forrester state that this perspective is grounded on the assumption that organisational change is a process that moves from one fixed state to another through a series of pre-planned steps (2003, p.547). Consequently, it is to be systematically analysable and can be intentionally designed, initiated, and realized (Livne-Tarandach Bartunek, 2009). The importance of Lewins work on organisational change is indisbutable. Accordingly, several authors have developed resembling approaches, such as Cummings and Huses (1989) eight-phase model or Bullocks and Battens (1985) four phase model of planned change (Bamford Forrester, 2003, p.547). Nonetheless, the weaknesses of the planned change approach at a time in which the environment becomes more and more unpredictable and turbulent seem obvious. Thus, many critical voices arouse especially in the early 1980s following the oil shocks of the 1970s, the expanding Japanese competitive power and the apparent eclipse of Western industry (Burnes, 2000, p.281). These events raised questions regarding the efficacy and appropriateness of the established approaches. The main points of criticism, that mainly came from the culture-excellence school, the postmodernists and the processualists are outlined in the following (Burnes, 2004). First, the Planned Change perspective is reproached to neglect environmental factors that might be incompatible with the planned change. For instance, Stickland, who draws on systems theory, emphasises the role of internal and external influences as drivers for organisational change (Tarandach Bartunek, 2009, p.4). A further point of criticism, that is especially brought out by the processualists, is that a change is not a series of pre-identified discrete and self-contained events, but a more open-ended and continuous process where it is often unfeasible or unwanted to define a precise end state (Livne-Tarandach Bartunek, 2009, p.5). Furthermore, critics, such as Pfeffer (1992), blame the approach for ignoring the role of power and politics. They claim, in addition, that the advocated assumption of easily recognizable and resolvable conflicts is unrealistic in most organisational settings (Tarandach Bartunek, 2009, p.5). Emergent Change Taking these points of criticism into account, a different perspective on organisational change has evolved, namely an emergent, processual approach. According to Weick, emergent changes comprise ongoing accommodations, adaptions, and alterations that produce fundamental change without a priori intention to do so (2000, p.237) and although Bamford and Forrester argue that its followers seem to be more united in their stance against planned change than their agreement on a specific alternative (2003, p.547), you can still highlight certain characteristics that are typical for the Emergent Change approach. Peculiar to the approach is the assumption that organisational change occurs as a continuous process of experiment and adaption with the goal of adjusting the organisational processes and competences to a continuously changing environment. The idea of a turbulent environment, that prevails in todays societies and makes exclusive planned change programmes insufficient, is supported by several authors. Dawson (1994) and Wilson (1992), for example, emphasize the demands for a higher employee flexibility and constant structural adjustment that are associated with an increasingly dynamic and uncertain business environment (Burnes, 2000, p.283). This constant structural adaption is brought about through a great number of small- to medium-scale incremental changes which might give rise to a major re-configuration and transformation of an organisation (p.299). Related to this assumption is a further characteristic of the Emergend Change Approach, that is to say, the belief in the iterative and messy fashion of change processes (p.300). Thus, Pettigrew stresses the multi-causal, non-linear and unpredictable nature of change that develops through the interplay of multiple variables (à ¢Ã¢â€š ¬Ã‚ ¦) within an organisation (p.284). These variables involve different contexts, political processes and consultation. Similarly, Dawson states that disruption, confusion and unforeseen events that emerge over long time-frames determine change processes (Dawson, 1994, cited in Burnes, 2000, p.285). Furthermore, the Emergent Change perspective sees organisational change as a political-social process and does not narrow it down to a sheer analytical-rational routine (p.300). Hence, it is assumed that during a change various parties will seek to preserve or amend their own interests. This can lead to conflicts and intrigues. Accordingly, Burnes argues that the successful management of power and politics is a prerequisite for effective change (p.292). These power struggles are not limited to the upper professions of an organisation. Thus, Burnes continues that it is beneficial not only to possess the support of senior and local managers, but also of trade unions and workplace employees. Summing up, you can say that the Emergent Change approach stems from the idea that change is continuous, unpredictable, and essentially political in nature (Livne-Tarandach Bartunek, 2009, p.5). It evolved in response to the traditional Planned Change approach that rooted in the works of Kurt Lewin, but seemed insufficient in a time characterized by a dynamic and unpredictable environment. However, although the declination of the Planned Change approach appeared predominant and the literature provided increasing support for the Emergent Change approach, it has to be questioned if a sheer focus on the lauded processual approach is adequate. Or would organisations profit from a combinational perspective paying attention to both approaches? Several authors, in fact, suggest combining varying approaches to change (e.g. Burnes, 2004; Beer and Nohria, 2000) or have developed connection frames to link planned and emergent change over time (Livne-Tarandach Bartunek, 2009, p.3). In the foll owing I will present two examples of organisational changes to underpin my opinion that neither a solely planned nor a sheer emergent change approach is likely to lead to successful changes. On the contrary, I argue for a combination of both approaches. Example 1 A first example of the insufficiency of a perspective that would solely focus on planned or emergent changes is provided by Orlikowski and Hofman (2003) who studied the introduction of a new technology and the accompanied changes in a software company. They even go one step further and assume not just planned and emergent changes in organisations, but also opportunity-based changes. Zeta is one of the Top 50 software companies in the USA and produces several powerful software products enabling decision support, executive information and marketing (p.269). Furthermore, it has a revenue of $100 million, and employs approximately 1000 people in its offices around the world. In 1992, a new groupware technology was introduced in the Customer Service Department (CSD) within which a new Incident Tracking Support System (ITSS) was developed. The CSD consisted of specialists who technically advised clients, consultants and other Zeta employees and stakeholders via telephone. The aim of the new ITSS was to facilitate the minuting of customer calls and of the respective resolving progress of customers problems. In the course of this process some planned organisational changes were executed. These changes are referred to as planned changes because they were predicted prior to the introduction of the new technology. For instance, the specialists were now to provide an additional work-in-progress documentation and the managers controled the departments recources more precisely through the real-time access to workload information (p.271). Nevertheless, while using of the new technology, several emergent changes could be noted as well. The specialists, for example, worked out a body of informal quality indicators to ascertain the quality and value of prior resolutions (p.270) and managers considered documentation skills as decisive factors in hiring and evaluation processes. In the course of time further changes were introduced which Orlikowski and Hofman reference to as opportunity-based changes. In contrast to the beforehand mentioned, these changes were neither anticipated before the introduction of the new technology nor did they simply emerge spontaneously. Opportunity-based changes occur when an emergent change is observed and actors deliberatley decide to reinforce (or undercut) that change (http://icd.si.umich.edu/~cknobel/?q=node/41). Thus, they are enforced in situ and responding to arising chances and problems. An example of such an opportunity-based change appeared along the invention of partnerships betwee n less expert junior specialists and more experienced senior specialists to redistribute call loads which lead to unforeseen problems. For instance, the junior specialists refused to cede calls that were too difficult to their senior partners because they wanted to appear competent and didnt want their senior partners to be overloaded. On the other hand, the senior specialists were too engaged to monitor their junior partners. Thus, the new role of an intermediary was introduced to prevent the collapse of the system. This intermediary was seen as a buffer to facilitate the information flow between the junior and the senior partner. A range of opportunity-based changes arouse during the usage of the new technology that demonstrated the importance of ongoing learning and change in practice in organizations. Thus, the example showed that although planned changes occur in organisations, they are usually accompanied by emergent and opportunity-based changes. This means that the planned change of the introduction of the new technology in the CSD was followed by other planned changes as the additional work tasks of the employees on the one hand. Nevertheless, further ongoing changes emerged that made a continuous adaption of the organization essential. Example 2 Wikstrà ¶m (2004) presents another vivid example of an organisation that has to deal with planned as well as emergent changes that arise at environmental, organisational and individual levels. His case study of the company Tieto-X discusses a successful customer relationship marketing (CRM) implementation and illustrates diverse ongoing changes to which the company had to respond. Tieto-X is Finlands leading contract work solutions company that specializes in Information Technology. In 2002 employed about 270 people. The structure of the organisation and the collaboration with its clients made it necessary that the customer could have recourse to Tieto-Xs operational system. This allowed the client, for example, to follow up the progress of an IT project. To cope with its rapid growth, Tieto-X decided to start a total systems renewal process in 2002 (p.6) and to change its business strategy from product/service-oriented to a customer-oriented one (p.8). In addition to this planned change event the company was exposed to several further planned as well as emerging changes that took place on an environmental, organisational and individual level (p. 6). On an environmental level of observation, Tieto-X faced, for instance, the socalled Year 2000 phenomen and Finlands accession to the EMU that both lead to increased business chances through higher demands for IT services. Another emergent change event that affected the company from the environment was the enlarged entry of foreign firms into the Finish market and the accompanied sharpened competetion. On an organisational level several planned change events could be observed in addition to the beforehand mentioned fundamental change of Tieto-Xs business strategy to a more customer-oriented perspective and the final CRM implementation. For instance, there were multiple company mergers during the years 2000 and 2002 and the associated merging of disparate organisational cultures. Furthermore, a new product and service portfolio was elaborated and an altered reward system was invented. However, even on this organisational level of observation, Tieto-X had to cope with an emergent change event, namely the turnover of top management. Moreover, you could observe different planned and emergent change events on an individual level. Thus, changes in occupational descriptions and new divisions of tasks represented planned change events and the rise in turnover of salespeople as well as the request for new competencies consituted emergent changes to which the company had to respond. The example illustrates that organisational change is a multifaceted phenomenon (p.9) with planned and emergent changes happening on an environmental, organisational and individual level. Tieto-Xs CRM implementation was successful because the organisation managed to deal with both the anticipated as well as the ongoing and unforeseen changes. Complementing the two discussed cases that clearly demonstrate the need for organisations to pay attention to both planned and emergent changes, Burnes is a decisive advocate of the combinational perspective. For instance, he draws on the case of XYZ construction, a multi-national enterprise that used planned as well as emergent changes between 1996 and 2000 to transform itself, illustrating that planned and emergent changes are not to be seen as competitors and that they are neither mutually exclusive nor incapable (Burnes, 2004, p.899). In addition to spotting the right moment when an organisation is ready for a change, he identifies the ability to understand the organisational context as a key competency of management to ensure successful organisational changes. Thus, the management has to comprehend the organisations nature and its circumstances that determine what and how changes have to occur (Ibid.). Possible reasons for a onesided perspective Regarding this discussion one might ask why people solely considered a planned or emergent change approach in the first place. The reasons for managers to consider planned change initiatives seem obvious. First, planned change programmes communicate a sense of security and control (e.g. Nutt, 1993). The idea of a change initiative starting at a certain point, running through a series of predetermined stages and ending at a predefined endpoint might appear riskless and especially appealing to managers who face the pressure of conducting a change programme while keeping up the business as usual. Furthermore, people perceive uncertainness as strongly aversive in general (Bordia, Hobman, Jones, Gallois and Callan, 2004). Even if one could argue that this promised predictability might be illusionary when conducting change problems in real dynamic business environments with people who are, at least partly, led by their own desires, fears, perceptions and assumptions, one has to take into a ccount that some situations certainly require a planned, systematic approach. Consider for example the introduction of a new IT-sytem. On the other hand, advocates of the emergend change approach might argue that planned changes are useless because of the unpredictable nature of the organisations business environment and the change process in general. Thus, they might ask why attempt a planned change anyway if you assume that plan A does not lead to anticipated result B. Here you see a problem that is often associated with approaches that arise out of a backblash from an apparent devaluated one. Although the main ideas themselves seem totally reasonable and appropriate, a sheer focus on the newly originated aspects might turn out to be as insufficient as the initially criticised approach. Conclusion This essay critcally discussed the statement that as the environment becomes more unpredictable, OD will have to help organisations learn to work with emergent change (in addition to planned change). Therefore, I introduced the traditional approach of planned change and the critical review that faced it especially during the 1980s. The Emergent Change approach that arouse out of the outlined points of cristicsm was presented subsequently. Afterwards, I challenged the appropriateness of the Emergent Change approach and raised the question if it might be necessary to consider both approaches to set the conditions for successful organisational changes. Hence, I analysed this question by presenting two case studies of organisations that faced planned and emergent change events during their organisational changes. Both companies succeed due to their attention paid to both approaches. This fact and Burkes case study strengthened my belief in the beforehand raised question and led to my con clusion that an organisation must to be able to deal with planned and emergent changes to survive in the dynamic and unpredictable environment of the 21st century.

A Place In Different Seasons Essay -- essays research papers

The place to be described is totally imaginary, although it may bear some resemblance to a childhood memory of yours. The house and surrounding fields and mountains (for it is these I will endeavour to describe in different seasons) are so exquisitely picturesque: The long, wide, oak slatted cabin with the rolling fields stretching far into the distance, and beyond. Behind the house (as I like to call it) is an expanse of some three hundred or so yards before abruptly halting to make way for a stream. The stream is like one time itself forgot, like the one you would expect to find fairies sitting by. Beyond that the vast mountain range, ominous against a clear blue sky and casting definite shadows across the house and fields. The snow-capped peaks are those that I have climbed many a time; and they always seem to be different in contour or shape. There is a beautiful horse chestnut tree just two fields away from the house, and countless others dotted around near it; ash, beech, oak, the list goes on and on. It’s wonderfully peaceful up here, no one to disturb you. In autumn the landscape changes so much, almost too much. The leaves fall off the great oak, and it looks so miserable and bare; I have often thought of wrapping it up in a blanket. The horse chestnut is yielding fruit (if you can call it that). There is nothing I like more than sitting in front of the log fire and roasting horse chestnuts; marvellous. The fields, once, not long ago were teeming with poppies and f... A Place In Different Seasons Essay -- essays research papers The place to be described is totally imaginary, although it may bear some resemblance to a childhood memory of yours. The house and surrounding fields and mountains (for it is these I will endeavour to describe in different seasons) are so exquisitely picturesque: The long, wide, oak slatted cabin with the rolling fields stretching far into the distance, and beyond. Behind the house (as I like to call it) is an expanse of some three hundred or so yards before abruptly halting to make way for a stream. The stream is like one time itself forgot, like the one you would expect to find fairies sitting by. Beyond that the vast mountain range, ominous against a clear blue sky and casting definite shadows across the house and fields. The snow-capped peaks are those that I have climbed many a time; and they always seem to be different in contour or shape. There is a beautiful horse chestnut tree just two fields away from the house, and countless others dotted around near it; ash, beech, oak, the list goes on and on. It’s wonderfully peaceful up here, no one to disturb you. In autumn the landscape changes so much, almost too much. The leaves fall off the great oak, and it looks so miserable and bare; I have often thought of wrapping it up in a blanket. The horse chestnut is yielding fruit (if you can call it that). There is nothing I like more than sitting in front of the log fire and roasting horse chestnuts; marvellous. The fields, once, not long ago were teeming with poppies and f...

The Progression of Huck’s Maturity

As the novel, The Adventures of Huckleberry Finn by Mark Twain, progresses, Huck becomes more mature. The reader can see this change in maturity by the level of his thinking and the changes it undergoes. The maturation of Huck is also evident in pranks that he plays, which progressively change his attitude and the way he thinks. The book starts off with a Huck that has a wild nature, and is not civilized. He is in Tom Sawyer’s â€Å"gang† that plays pranks of people. The prank that Tom and Huck play on Jim, Miss Watson’s slave, really stands out. Huck and Tom take Jim’s hat and hide it up on a tree branch above him while he is sleeping. Huck later realizes that Jim â€Å"was most ruined for a servant, because he got stuck up on account of having seen the devil and been rode by witches† (Twain 16). His prank set Jim up for a bad image, which had a negative repercussion which Huck did not see, showing his immaturity. Another prank Huck plays in which he doesn’t judge the consequences before hand, is when he places the dead snake in Jim’s bed. Unaware that the snake’s mate would come after the body, Huck causes Jim to be bit by a snake, which is very dangerous. Later on in the novel, Huck plays another prank on Jim, in which he pretends that nothing happened, when in reality, Huck and Jim are separated in the fog. He convinces Jim that Jim is crazy, and this concerns Jim. Huck feels â€Å"so mean [that he] could [have] almost kissed his foot to get him to take it back† after Jim insults Huck for making fun of Jim (Twain 75). He later apologizes, and regains the trust, but he realizes that not all of his pranks are good. Finally, Huck shows that he is much more mature when the â€Å"Duke† and the â€Å"Dauphin† come on the ship. Huck realizes that these two conmen are just bluffing their status. However he â€Å"never [says] nothing, never let on; kept it to [himself]† because then â€Å"you don’t have quarrels, and don’t get into no trouble† (Twain 104). He didn’t mind calling them what they wanted to be called, â€Å"‘long as it would keep peace in the family† (Twain 104). Overall, Huck grows in his maturity greatly. While encountering his personal experiences with Jim, and away from society, he grows as an individual with a greater moral and maturity.

Explain the contribution of Teresa of Avila to mysticism Essay

Transfer-Encoding: chunked i »? Explain the contribution of Teresa of Avila to mysticism (35) Mysticism is an aspect of religious experience that is little understood. This term has been used to describe experiences that reveal spiritual recognition of truths beyond normal understanding, from the mildly ecstatic to the occult. It has been said that there are certain features which accompany such experiences which enable their recognition, such as a sense of freedom from the limitations of time, space and the human ego. Believers may also experience a sense of â€Å"oneness† or unity with God, accompanied with bliss and serenity. Mysticism is seen as the closest a human being can ever come to actually meeting God in this life. Mystical experiences can also be classified into two areas: extrovertive, where one experiences unity in the world through the physical senses and introvertive, where the person loses their identity as a separate individual and slowly merges into the divine unity. A key introvertive mystic is Teresa of Avila. In examining her contribution to religious experience, a good place to start is considering her background. Teresa’s background may be key to understanding her enigmatic personality and experiences. She was a woman from a wealthy background and had a turbulent start in life. When she was seven her mother died, and when she was fourteen she ran away to seek martyrdom. She had an alleged love affair with her cousin that tarnished her reputation and effectively made her unmarriable. This, coupled with her obsession with books of chivalry, may have corrupted her view of what love really is. Her father decided to send her into an Augustinian convent where she was very unhappy. This sense of rejection played a major part in her later religious experience. It was while she was in the convent that her religious experiences began. In 1554 she had a deeper conversion when she saw a statue of Jesus after he had been whipped. She was deeply moved and wrote, â€Å"I felt so keenly aware of how poorly I had thanked him for those wounds that, it seems to me, my heart broke. I threw myself down before him with the greatest outpouring of heart. † After this experience she progressed into a life of intense prayer and the Catholic practice of mortification, so much so that he motto became, â€Å"Lord, either let me suffer or let me die. † She was also deeply influenced by the Confessions of Augustine and other theological books – although she did not have access to the Bible. Perhaps the single most influential experience she had was when she ‘came back from the dead’ after suffering from what is thought to have been malaria. This increased her notoriety. Moving on, Teresa was encouraged to write about her experiences and her books continue to influence mysticism today. Her two main writings are Way of Perfection and The Interior Castle. Way of Perfection is considered her spiritual autobiography. Here she emphasises the importance of praying mentally as well as vocally. In sixteenth century Spain the common people were encouraged to restrict themselves to vain repetitions of learned-off prayers, Teresa rejected this in favour of a more personal relationship with God. Her superbly inspiring classic on the practice of prayer is as fresh and meaningful today as it was when she first wrote it. The Way of Perfection is a practical guide to prayer setting forth the Saint’s counsels and directives for the attainment of spiritual perfection. Through the entire work there runs the author’s desire to teach a deep and lasting love of prayer beginning with a treatment of the three essentials of the prayer-filled life — fraternal love, detachment from created things, and true humility. St. Teresa’s counsels on these are not only the fruit of lofty mental speculation, but of mature practical experience. In The Interior Castle she compares the soul to a castle with seven rooms, with the Trinitarian God residing in the inner room. Growth in prayer enables the believer to reach a deeper intimacy with God, symbolised by a progressive journey through the rooms of the castle. She also describes the resistance that the Devil places in various rooms, to keep believers from union with God. Throughout, she provides encouragements and advice for spiritual development. Teresa’s writings lack Biblical references due to the Spanish Inquisition restricting access to the scriptures, and this grieved her. William James identified four characteristics of religious experience: ineffability; noetic quality; transiency and passivity. All of these care clearly apparent with Teresa’s experiences. Starting with ineffability, this is when one experiences a feeling that cannot be described to anyone else. She wrote that, â€Å"the soul is fully awake as regards God, but wholly asleep as regards the things of this world. † Secondly, noetic quality is when the mystic experience gives insight into truths unobtainable by the intellect alone. This is also apparent in Theresa’s experiences: â€Å"when I return to myself, it is wholly impossible for me to doubt that I have been in God, and God in me. † Thirdly, transiency. The religious experience does not last for long, usually half an hour or so. Though they are remembered, they are imperfectly recalled, but recognised if they reoccur – the recipient usually feels a profound sense of the importance of the experience. Associated with Teresa’s raptures are always visions. Her most famous vision involved her seeing a small angel with a beautiful face holding â€Å"a long golden spear† tipped with a â€Å"little fire† which he thrust into her heart. Finally, there is passivity, when the mystic feels as if they have been taken over by a superior power. In Teresa’s case, her visions were sometimes accompanied by levitation or strange screams. It could be this aspect that led many to believe she was possessed by the devil. In terms of impact, Teresa of Avila had a profound influence on religious experience. She the first female saint of the Roman Catholic Church – the saint of headache sufferers, rather oddly. She was somewhat of a reformer, emphasising a personal relationship with God above rigid sacramentalism. In 1562 she established the strict Carmelite order in various areas of Spain and her writings continue to be studied by believers today.

Economics Supply and Demand essays

Economics Supply and Demand essays In the article we find that teenagers have the oppertunity to be demanding about their salary in the baby sitting field, because the amount of babysitters today are scarce. The babysitting population, teenagers, find themselves busy with school, part time jobs, and extracirricular activity. Teenagers with drivers licenses are even more scarce than those with out, all in all, It's hard to find a babysitter. Times have changed, just twenty years ago there were 33 million children who needed to be watched, and 39 million babysitters(age 10 - 19), recent polls suggest that children that need to be watched raised 18 percent to 39 million while baby sitters dropped 5 percent to 37 million. The rise in children coupled with American families spending more time out then years ago, has allowed the babysitters to set their price with out haggeling. Baby sitters are making well over the federal minimum wage of $5.15 an hour because they are in demand, and scarce; the babysitters who train in CPR, serve dinner, and drive are the hardest to come by and In this article we see many examples of supply and damand and the powers of supply and demand. Babysitters are in demand, there is an increase in the amount of children who need to be watched yet there are relativly few who choose to babysit from the allready decreased amount of the babysitter work force. This gives the babysitter the advantage of a noncompetitive work force, allowing the baby sitter to set the price with out bargaining. If we were to compare two different production possibility frontiers, we would see a left shift of the curve while demand for baby sitters rises, from 1980 to 1996. In economics we concider this an inflation, the amount of resources(babysitters) decreased while the demand for them rose. This is what we would concider the begining of an ...

Preparation of a vesicle suspension containing methylene blue as a hydrophilic model drug.

Preparation of a vesicle suspension containing methylene blue as a hydrophilic model drug. IntroductionColloid drug delivery systems (CDDSs) are vesicular dosage forms. They include liposomes niosomes nanospheres and nanocapsules. Their size avoids any risk of embolism following intravenous injection. CDDSs were initially designed, and were studied, as drug carriers for targeting purposes. The assumption was the expected ability of CDDSs to concert the drug at the therapeutic target and/or divert if from the toxicological one. Some interesting results have been obtained with drugs possessing a narrow therapeutic margin such as anticancer drugs. In addition, CDDSs were shown to be able to act as sustained-release dosage forms when injected subcutaneously.However, the oral route of administration has the advantage of conveniences versatility and safety, and is preferred whenever the physicochemical properties of a drug allow adequate bioavailability. Many drugs are rendered ineffective after oral administration because of their chemical ability or susceptibility to enzymes i n the G.I. tract, or because of their hydrophilic character and ionizability at various pH values, or because of their high Mr or Insolubility.emulsion lift 2So CDDs could be able to protect drugs from G.I. degradation. Candidate drugs for entrapment in CDDS could be peptides (hormones, enzymes, clotting factors, etc.), for example, all of which exhibit poor oral bioavailability.Since the discovery of liposomes in the 60s most of the studies involving CDDSs have examined parenteral routes. Their use as oral delivery systems only began in the 70s and has not been completely investigated. Furthermore, nano-spheres and nanocapsules were developed as more promising tools.Niosomes themselves are unilamellar or multilamellar vesicles which are analogues of liposomes. Niosomes are formed mainly by self-assembly of synthetic non-ionic surfactants with the optional combination of cholesterol and charged surfactants. The ability to entrap solutes allows them to be used as drug carriers. The f act that they are made of bilayer membranes allows them, like...