Free Essays on Drowning A Fish

Drowning a Fish Why can’t blondes be pharmacists? Because they can’t figure out how to fit the bottle in the typewriter. An example of one of the cleaner blonde jokes. I heard my first blonde joke at the age of 5. We were in Arizona for a hockey tournament, sitting around the pool, when the boys starting telling jokes that I’m sure they must have heard from older brothers or sisters. I am a blonde, but being that young I had no idea what anyone was talking about. The stereotype that blondes are not very intelligent is shown in Hollywood but is also proven to be wrong in movies and in children’s toys. First of all, there are certain people that do fit into the dumb blonde category. For example, the singer Jessica Simpson. Currently she and her husband have a reality show on MTV called The Newlyweds. She was eating a can of Chicken of the Sea tuna, when she asked her husband, â€Å"Is this chicken, what I have, or is this fish?† These are the types of questions that many people would ask, but not necessarily at the age of 23. Jessica’s dad just recently said, â€Å"What’s happening here is Jessica knows she’s on camera, since was a little girl, people have been calling her a dumb blonde, (so) she begins to assume the role that everybody expects of her. That doesn’t mean that’s who she is. It’s a part of her personality, but it’s one that she’s enhancing on the show. It’s nothing that’s not real, but she unintentionally exaggerates.† Now whenever someone says something stupid it is referred to as â€Å"pulling a Jessica.† While Jessica was at an amusement park, she won a platypus stuffed animal. She commented, †Isn’t it plata-ma-pus? I always thought it was plata-ma-pus.† Also, when she was talking to a close friend about how old she was and having another birthday, she said, â€Å"No, 23 is old. It’s almost 25, which is, like, almost mid-twenties.† Well, if 25 is not the number exact... Free Essays on Drowning A Fish Free Essays on Drowning A Fish Drowning a Fish Why can’t blondes be pharmacists? Because they can’t figure out how to fit the bottle in the typewriter. An example of one of the cleaner blonde jokes. I heard my first blonde joke at the age of 5. We were in Arizona for a hockey tournament, sitting around the pool, when the boys starting telling jokes that I’m sure they must have heard from older brothers or sisters. I am a blonde, but being that young I had no idea what anyone was talking about. The stereotype that blondes are not very intelligent is shown in Hollywood but is also proven to be wrong in movies and in children’s toys. First of all, there are certain people that do fit into the dumb blonde category. For example, the singer Jessica Simpson. Currently she and her husband have a reality show on MTV called The Newlyweds. She was eating a can of Chicken of the Sea tuna, when she asked her husband, â€Å"Is this chicken, what I have, or is this fish?† These are the types of questions that many people would ask, but not necessarily at the age of 23. Jessica’s dad just recently said, â€Å"What’s happening here is Jessica knows she’s on camera, since was a little girl, people have been calling her a dumb blonde, (so) she begins to assume the role that everybody expects of her. That doesn’t mean that’s who she is. It’s a part of her personality, but it’s one that she’s enhancing on the show. It’s nothing that’s not real, but she unintentionally exaggerates.† Now whenever someone says something stupid it is referred to as â€Å"pulling a Jessica.† While Jessica was at an amusement park, she won a platypus stuffed animal. She commented, †Isn’t it plata-ma-pus? I always thought it was plata-ma-pus.† Also, when she was talking to a close friend about how old she was and having another birthday, she said, â€Å"No, 23 is old. It’s almost 25, which is, like, almost mid-twenties.† Well, if 25 is not the number exact...

Biography of Samuel Alito, Supreme Court Justice

Biography of Samuel Alito, Supreme Court Justice Samuel Anthony Alito Jr. (born on April 1, 1950) is a Supreme Court justice who has served on the court since January 31, 2006. He is known for being one of the most conservative justices in modern history. His nickname is Scalito because his political views and judgments are similar to that of the late Supreme Court Justice Antonin Scalia. Fast Facts: Samuel Alito Occupation: Justice of the Supreme Court of the United StatesBorn: April 1, 1950 in Trenton, New JerseyParents: Samuel Alito and Rose (Fradusco) AlitoEducation: Princeton University, AB, 1972; Yale University, JD, 1975Key Accomplishments:  National Italian American Foundation (NIAF) Special Achievement Award for Public ServiceSpouse: Martha-Ann (Bomgardner) Alito  Children: Philip and LauraOffbeat Fact: Alito is a  longtime fan of the Philadelphia Phillies. Early Life and Education Samuel Alito Jr. was born to Samuel Alito Sr. and Rose (Fradusco) Alito on April 1, 1950 in Trenton, New Jersey. His father was an Italian immigrant and his mother was  Italian-American. Both of them worked as schoolteachers. As a child, Samuel Alito Jr. grew up in the suburbs and attended a public school. He participated in a wide range of clubs and was the valedictorian of his senior class. After high school, he attended Princeton University, where he graduated with a Bachelor of Arts in history and political science. Alito then enrolled in Yale Law School and graduated with a Juris Doctor in 1975. Early Career Alito had dreams of sitting on the Supreme Court when he was still at Princeton, but it would be quite a few years before he achieved that goal. Between 1976 and 1977, Alito worked as a law clerk for Leonard I. Garth, a Nixon-appointed judge on the US Court of Appeals for the Third Circuit. In 1977, Alito took a job as the Assistant US Attorney for the District of New Jersey, and in 1981, he began serving as the Assistant to the US Solicitor General. Alito held this job until 1985, when he became Deputy Assistant to the US Attorney General. In 1987, President Ronald Reagan appointed Alito as the US Attorney for the District of New Jersey. Alito continued to climb the ranks in the courts. In 1990, he was nominated to the US Court of Appeals for the Third Circuit in Newark, New Jersey by President George H.W. Bush. A few months after the nomination, the Senate unanimously confirmed Alito with a voice vote. He would serve as a judge on this court for 16 years. During that time, he had a record of issuing conservative opinions. For example, he was of the opinion that women should be required to notify their husbands about planned abortions and was the only dissenting voice in a 3rd Circuit ruling that struck down a Pennsylvania law, known as the Pennsylvania Abortion Control Act of 1982. Supreme Court Nomination Sandra Day OConnor, the first woman to serve on the US Supreme Court, retired in 2006. She was a conservative, Reagan-nominated Justice. Although she sided with the other conservative justices in most cases, she wasnt always predictable in her decisions and was commonly viewed as the swing vote. When OConnor announced her retirement, Republicans hoped for a more conservative replacement. President George W. Bush originally nominated John Roberts for the seat, but withdrew the nomination. Harriet Miers was President Bushs second nomination, but she withdrew when it became evident that there was widespread opposition to her nomination. President Bush nominated Samuel Alito for OConnors seat on October 31, 2005. The American Bar Associations Standing Committee on Federal Judiciary gave Alito a well-qualified rating, which is the highest rating that can be received. Many conservatives and pro-life advocates applauded the nomination, but not everyone supported Alito. Democrats expressed concern that he was a hard right conservative, and the American Civil Liberties Union (ACLU) formally opposed the nomination. The Senate eventually confirmed Alitos nomination in a 58-42 vote. Alito was sworn in as an associate justice to the US Supreme Court on January 31, 2006. Legacy During his tenure as a Supreme Court justice, Alito has proven to be a reliable conservative vote. He has used his interpretation of the law and his political ideologies to shift the law to the right in several areas, including womens reproductive rights and religious liberty. Some of the biggest cases he has worked on during his Supreme Court tenure include Burwell v. Hobby Lobby, Morse v. Frederick, and Ledbetter v. Goodyear Tire and Rubber Company, Inc. Each year, the Supreme Court takes on blockbuster cases related to some of the most divisive issues in the country. This means that Justice Samuel Alito has plenty of opportunities to add to his legacy and leave his ideological mark. Sources Gorod, Tom Donnelly Brianne. â€Å"None to the Right of Samuel Alito.†Ã‚  The Atlantic, 30 Jan. 2016, www.theatlantic.com/politics/archive/2016/01/none-to-the-right-of-samuel-alito/431946/.Houck, Aaron M., and Brian P. Smentkowski. â€Å"Samuel A. Alito, Jr.†Ã‚  Encyclopà ¦dia Britannica, 29 June 2018, www.britannica.com/biography/Samuel-A-Alito-Jr.â€Å"Samuel Alito Fast Facts.†Ã‚  CNN, Cable News Network, 28 Mar. 2018, www.cnn.com/2013/02/03/us/samuel-alito-fast-facts/index.html.

What are the preceptions of barriers of the nurse practitioner as the Thesis - 2

What are the preceptions of barriers of the nurse practitioner as the primary care provider in long term care facilities - Thesis Example The profession of registered nurse comprises the largest number of healthcare positions, and the field continues to be in high demand. This large number of individuals can often lead people to think they are so numerous, they are easily placed and replaced. Along with the large number of professionals in this field comes the incorrect implication that the training and duties are simplistic. This is of course, incorrect. The training to become a registered nurse is intense and difficult. The degrees required for this profession include a bachelor’s degree, an associate’s degree, and an acceptable nursing program degree. This training can take about four years for the bachelor’s, two or three years for an associate’s degree, and three years for the nursing program. In other words, it’s possible to spend more years in school to become a registered nurse than a doctor. Registered nurses, in a clinic or outpatient care setting, are responsible for organizing the numerous files for different patients. While this may sound dull, it is essential to the health of the patient and the efficiency of the office. Beyond the desk, the nurse can initiate the care of the patient by taking blood, accepting urine samples, and doing various other tasks that will allow the doctor to know where to start. The nurse may help read the results and aid in the diagnosis of the patient as well. A licensed practical nurse (LPN) differs from a registered nurse in the educational background of the nurse as well as the responsibilities employed by her. A brief overview of the job requisites include collecting bodily fluids from the patient, observing the patient, preparing the patient for injections before subsequently administering the injection, the insertion of catheters, and other means by which bodily fluids are obtained. In addition, licensed practical nurses help the patient in a variety of daily grooming

Food security issues in Brazil Essay Example | Topics and Well Written Essays - 1750 words

Food security issues in Brazil - Essay Example Research proves Brazil to be a major agricultural and industrial country, factors that have made the country rank highest in Latin America with regard to economic growth. Despite the continuous improvement, there is a widespread poverty and evident financial inequalities with many concentrations of poverty in the rural areas. This has led to increased food insecurity. According to the World Health Organization website, The World Food Summit of 1996 sought to define food security, noting that it exists â€Å"when all people at all times have access to sufficient, safe, nutritious food to maintain a healthy and active life†. Brazil, like most of the developing countries faces a major challenge of hunger where more than six million citizens are facing starvation (The Economist 2009). Brazil is the largest country in South America with over 190 million citizens. As the fourth leading food exporter, a small population approximated to be 30% of the entire population was faced with constant food insecurity in 2009 (Government of Brazil 2010). Understanding the root causes of food insecurity will help to offer a solution to this problem. There is an urgent need to come up with policies that will boost the food production and also help prevent wastage of produce. Scholars have proved the extend to which Brazil government has made steps towards eradication of poverty as well as food insecurity. Despite the fact that Brazil is not leading in economic development, it has proved to outstrip leading economies like china and India. This success is highly attributed to pro-poor policies that the leaders of the country. The causes of food insecurity to most developing countries are mostly due to poor management and implementation of policies. In Brazil, poor methods of production have accelerated the problem of food insecurity. The poor production methods have been caused by poor quality land and

Students with Learning Disabilities and the Inclusive Classroom Essay

All teachers dream of the classroom filled with fifteen tranquil, enthusiastic students, all with their note books out and pencils prompt for note taking. This is the classroom where everyone works together, at the same pace, and without any interruptions or distractions. This is the ideal classroom setting. The only problem with this picture is that it does not exist. Students are all different. Kids all learn different ways, and at varying paces. Both Physical and Learning Disabilities can hinder a child’s learning speed and hold them back from the rest of the class. It can be very difficult to identify a child with a learning disability because students can often be misunderstood and labeled as unmotivated and lazy. These students are often ignored and not given enough individual attention, and therefore they experience difficulty and frustration all throughout their education. Teaching students with learning disabilities takes a knowledgeable and understanding teache r and often requires adaptation of the curriculum. The education of these students often needs so much â€Å"constant attention and fine tuning if they are to succeed,† (Mather, 3) that they hold the rest of the class back. It is these cases that students should seek an adaptive classroom program and individual attention to work on their problematic areas. The bottom line is these students cannot be allowed to fall through the cracks of our educational system. They need positive reinforcement and individual attention so that they are confident in class and productive when they do their work. The spectrum of learning disabilities is huge, and because there are so many varying degrees of these diseases all children respond differently to them. It take... ... Perceptions of a First-Year Teacher.† The Journal of Special Education. 33.2 (2001): 92-99.    Hardin, Brent and Hardin, Marie. â€Å"Into the Mainstream: Practical Strategies for Teaching in Inclusive Environments.† The Clearing House. 75.4 (2002): 175.    Mather, Nancy and Goldstein, Sam. Learning Disabilities and Challenging Behaviors. Paul H. Brooks Publishing Company, Baltimore, MD. 2001.    â€Å"Teaching Children with Attention Deficit Disorder.† Kid Source Online, www.kidsource.com/kidsource/content2/add.html (5 October 2003).    *Wallace, Gerald. Teaching Children with Learning Problems. Charles E. Merrill Publishing Co. Columbus, OH. 1973.    Wedell, Klaus. â€Å"All Teachers Should be teachers for Special Needs – But is it Possible?† British Journal of Special Education. 29.3 (2002): 151.    * Works used but not cited

Philips and Matsushita: A New Century, a New Round Essay

Prior to the beginning of the World War II, the Philips organization was in the infancy stages of initiating a movement of technological prowess within the industry’s culture. They assumed the position as number one in the industry, consistently developing new manufacturing plants to keep in stride with innovations in the development of light bulbs because the company only made light bulbs and was not interested in diversification like other industry competitors. Philips also was in the process of converting longstanding plants in order to keep step with production technology. Philips developed its product line in the 1930’s, going from producing light bulbs exclusively, to also producing vacuum tubes, radios and X-ray tubes. But Phillips wanted more; the company did not want to limit itself to Holland. Philips was looking for international expansion. During this time, Holland was a little market because of its lower population as compared to other competitor countries. Because of this, the company figured that exporting a considerable amount of its products in order to generate enough income to maintain the facility making method Philips is using. Philips was then converted into a â€Å"centralized company with decentralized sales and autonomous marketing in 17 countries†. So this now shows that even though Philips is a company domestic to Holland, the majority of its sales come from the exportation of its products to other countries. The marketing, advertising and promotions used for these products now depended on the country the product was being sold in. So their marketing campaign could not be universal. However, Phillips was due to encounter variables that altered the position of the company, said variables proving to be uncontrollable for the company. Political affairs were an integral part in transitioning the Philips into a â€Å"mutli-national† organization. During the Great Depression, many nations implemented trade barriers and tariffs in order to help the domestic  producers and economy. Phillips was able to work around these hindrances by developing and maintaining facility/facilities in the each of the nations/markets they sold their products. The Nazi invasion of 1939 and the ensuing exacting of World War II, assisted Philips in its conclusion to relocate its assets in Ally nations’ economies, specifically the US and England. R&D was moved to England, management to the USA. This caused Philips to rely on the independence and maintenance of the company to national organizations (NOs) since there was such growth in company resources in those area. This proved to be a positive development for Philips, allowing the company to respond to nation-specific situations faster than the competition. . Once the war ended, Philips reaped the benefits of NO operation. Philips could now identify potential threats in a specific country in regards to industry/market and respond via production. Philips was also utilizing there competitive advantage in regards to the NOs in their research departments and their heavy existence in the local markets until the conclusion of the 1960’s. After the 1960’s, Philips competitive advantage became a disadvantage. The NOs became a detriment in that Philips was having difficulty acting in one accord as a company. This lack of organizational harmony made it very hard for Philips to innovate new products, created a lack of economies of sales in regards to production, and hindering the growth of the organization. The NOs started to do things in the best interest of the NO and not in the interest of Philips as a whole organization. Executives were no longer able to govern over the company as a whole, which created a sort of organizational anarchy and order could not be keep for the international company. For instance, Philips was unable to standardize the V2000 videocassette due to organizational disaccord. One part of Philips wanted to utilize larger manufacturing facilities to produce the VHS feeling it to be the most efficient process. NOs, however, were did not want to do this because it would require local plant consolidation. Philips then implemented the Product Division (PDs) in order to rectify the problems the company was having with the NOs, but this was unsuccessful. The company then began to decline because of their inefficiency in providing the consumers with innovative products and the fact that their once competitive  advantage, the NOs, was now a disadvantage because of the lack of control Philips had over them. How did Matsushita succeed in displacing Philips as No. 1? What were its distinctive competencies and incompetencies? Prior to WWII, while Philips was in the process of developing its NOs, Matsushita was in the process of entering the scene. Philips focused solely on light bulbs; in contrast, Matsushita had a wide array of product offerings. With a parallel merger, Matsushita sold upwards to 5000 different products amongst 25000 retailers. These retail outlets furnished Matsushita the opportunity to connect the marketing scheme with the customer response to market trends. Even though Matsushita had a centralized R&D department, the bulk of products were made in PDs. Matsushita’s innovation was minimal, but where they lacked in innovation they made up for it in the expedience in which they got products out into the market. If a market became saturated at the local level, Matsushita strove to expand globally by using international maneuvers. That move proved successful when faced with an unstable and uncertain market. One of the better ideas the company had was to off-shore vital aspects of manufacturing and production to nations with poorer economies, but the higher end products remained domestically produced. To get past controversy from American and European government lobbyist, Matsushita put plants in those nations as well, but the company made sure they had a strong grasp of those plants which varied differently from the approach of competitor Philips. By doing this, the internationally unification of Matsushita remained constant. Subsidiaries were also under the scrutinizing eye of Matsushita. This was accomplished by having subsidiaries assimilate into the Matsushita corporate culture, doing so through training subsidiaries in their management style and networking. Communication was perpetual through the use of phone conversations and faxes; and GM outside of Japan would have to travel to HQ for training in order to ensure the assimilation method used was successful. By doing this, Matsushita was capable to garner cheaper prices for consumers in regards to their products. This helped give them a greater market share  than Philips in the industry. In regards to the color television, â€Å"trade liberalization and lower shipping (Bartlett p.9)†, this helped in the company being able to export abundantly. Another factor that helped Matsushita propel past Philips in the industry was the company’s getting headway in the color television market and its domination of the VCR market. Although Matsushita did not have a strong brand name being relatively new to the industry, it was able to maintain itself through by selling its products through discounters and mass merchandisers. In regards to the VCR market, Matsushita was able to gain full control. Initially the company had its own version of VHS, but in 1975/76 the company decided to give up their own version in order to compete with Sony’s â€Å"Betamax† and JVS’s competing VHS. This garnered in great results, the company manufacturing capacity being 6.8 million units at its peak, because Matsushita’s ability to produce at a greater and faster level than competitors caused them to be the industry leader, causing the competition to seek their VHS format. The downside of this situation was the fact that global control of this extent gives the impression that creativity was halted regarding Matsushita’s products. Operations offshore were not consistent concerning R&D, which showed it to be an addition to the domestic R&D not able to act of its own accord. This was due to the fact that Matsushita had too firm of a grasp over its global operations. American engineers were able to deal with the constraints of this Matsushita, feeling it stifling to their work and hindering their professional development. In an effort to circumvent this issue, Matsushita decided to outsources the company’s innovation, but this did not work. An environmental factor occurred, the collapse of the Japanese economy, which caused this strategy to be abandoned.â€Æ' What do you think of the change each company has made to date – the objectives, the implementation, and the impact? Why is the change so hard for both of them? Even though both companies, Matsushita and Philips, differed greatly in their tactics regarding organizational culture, they both were very conventional. And for a time, both methods were successfully. Initially Philips was industry leader, only to be later topped by Matsushita. Matsushita established a centralized organization domestically and controlled overseas operations and subsidiaries. Conversely, Philips decentralized its company globally and took a hands off approach to managing the NOs until organizational unification proved very hard to accomplish. Then Philips and Matsushita tried to flip management styles, taking notes from one another. Both companies wanted to take the best methods from each other and discard unsuccessful measures that were taken. Electronics covers a vast array of items within that industry, so the best way to handle that market would be a tough centralized organization that encourages innovation of new entrant products and is malleability allows the company to respond to the fluctuation of the demands of markets overseas. Philips went through many different CEO’s and in the 70’s tried to incorporate the top performing plants into the International Production Centers (IPCs), which was designed to supply the vast amount of NOs. This was an unsuccessful endeavor; because the company greatly miscalculated the strength of the NOs. With no clear course for the organization as an international structure, the NOs were still in charge. Going into the 80s, lowering performing plants were shut down by Philips, causing a division of two groups within the company, i.e. core and non-core. In order to rectify the situation, Philips tried to purchase North American Philips Corp, a subsidiary. In the beginning, this was a success. However, profligacy of company resources caused the R&D budget to be reduced by 50% which devastated the company. Products coming out of R&D were no longer good. The 90s saw even more budget reduction, which trickled down to R&D creating a lack of innovation and loss of revenue. If Philips had cut spending in other areas outside of R&D, the company could have been more competitive. This R&D reduction is due large and in part to the fact that the company was decentralized making it very hard to have corporate collaboration, even if by chance an innovative product was developed. Additionally, the changes that the various chairman in the Philips Company made were structural in nature and did not address the organizational process and culture which is at the root to an organizations success. Matsushita was on the opposite side of the spectrum. The organization now bequeathing more power to its overseas subsidiaries, but it didn’t work. The 80s brought about Matsushita’s â€Å"Operation Localization†, giving management in the local market the autonomy to elect which products they felt would do best in their area. Many of the headquarters changed location during this era as well. The 90s saw economic decline in the electronics industry in Japan, creating a vast amount of overhead. Since Matsushita did not have the choice of restricting, plants in Japan began to decline. To rectify this situation and increase sales, Matsushita alter their management style with one that has a little more of a laissez-faire overtone regarding foreign markets. That would help with their issues in innovation in those areas. What overall strategic recommendations would you make to Gerald Kleisterlee? To Eumio Ohtsubo? Gerald Kleisterlee should decentralize Philips as much as possible. The Headquarters in Holland should be relocated and to whichever market is the biggest. By doing this, Philips would be able to more efficiently service the consumer and do so faster. The company also needs to pull more resources to the R&D department. This would help Philips the opportunity to essentially have more innovative product line and to progress past the competition. Eumio Ohtsubo needs to revert back to tried and true methods. A centralized operation with strict control over overseas operation is best suited for Matsushita. Outsourcing R&D was a very good idea for the company and should continue to be explored. And having the ability to get products to the market quickly would enhance the progress of this company. Philips had a multi-domestic strategy. The flaw of this strategy was limited control over NOs and lack of organizational unity. Matsushita had a global strategy. The flaw of this strategy was that the control the company had on foreign operations stifled innovation. Both companies should move towards a transactional strategy. Doing so would overcome both the flaws of lack of  control over NOs and stifled innovation. Bibliography 1.Bartlett, Christopher A. â€Å"Philips versus Matsushita: The Competitive Battle Continues.† Harvard Business School Case 910-410, December 2009. 2.†Life, World, MBA and Universe!: Philips vs Matsushita.† Life, World, MBA and Universe!: Philips vs Matsushita. N.p., n.d. Web. 01 Apr. 2013. 3.Tensa, Greg. â€Å"Phillips Vs Matsushita.† N.p., n.d. Web.

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