Symptoms And Treatment Of Huntington s Disease - 1350 Words

Huntington s Disease Huntington s disease is an inherited neurodegenerative disease that is caused by a mutation on the HTT gene. It typically effects persons in their third to fifth decade of life and can be passed onto their children. Neurons in the brain waste away or degenerate in different areas causing the characterizing symptoms, such as dance-like movements and mental decline. Diagnosis and prognosis can be devastating to both individual and family. However, there are genetic tests that can help to predict the probability of developing symptoms of the disease. There is no cure for this debilitating disease; only symptom control and maximization of comfort can be prescribed until future research finds a cure. This paper will review origins and symptoms, in addition to treatments and future treatments. Origins Genetics The gene HTT is located on the short arm of chromosome 4 and is present in everyone; however, it is the mutation of that gene that causes Huntington’s disease. The mutation presents as an error in the CAG repeat equal to additional repeats more than is normal. Normal genotypes have less than 36 CAG repeats, anything above 36 results in an unstable gene (Scott, 2011). If a person has 36 to 39 repeats, he or she is genetically considered to have Huntington s, but may not develop the symptoms of Huntington s; however, his or her offspring will definitely have a great probability of developing symptoms (Scott, 2011). A person with 40 or more repeatsShow MoreRelatedSymptoms And Treatment Of Huntington s Disease2653 Words   |  11 PagesHuntington’s disease INTRODUCTION AIM The aim of this project is to discuss the various components that shape Huntington’s disease. The efficiency of this paper will depend heavily on a brief but, comprehensive examination of past and future research that may offer plausible suggestions and explanations to the following four subtopics; the history of Huntington’s disease, anticipation and genetic markers of Huntington’s disease, symptoms and treatment of Huntington’s disease and finally livingRead MoreSymptoms And Treatment Of Huntington s Disease1263 Words   |  6 Pages The name Huntington’s disease comes from an American physician, George Huntington (see figure 1), after he was the first person to give an official description of the disease in 1872 (Bhattacharyya, 2016). In Canada alone, more than 21 000 individuals have been affected by Huntington’s Disease, an incurable illness that results in death typically between 15-20 years after diagnosis (Scrivener, 2013). This disease causes both physical and mental changes in an individual, therefore completely changingRead MoreHuntington s Disease And Its Effects831 Words   |  4 PagesHuntington’s Disease Huntington’s is named after George Huntington who was the first person to describe the disease in 1872. However it wasn’t until 1993 that the gene that causes Huntington’s was discovered. Huntington’s is an inherited progressive disease that affects the brain and causes severe cognitive decline. The result is involuntary movements, emotional disturbance, damaged perception and memory as well as overall lowered though processing ability. We know that Huntington’s is a geneticRead MoreHuntingtonS Disease . Our Bodies And The Functions Of1381 Words   |  6 Pages Huntington s Disease Our bodies and the functions of our body parts work in cohesion. Some systems include but not limited too cardiovascular, urinary, respiratory, digestive, endocrine, reproductive, and most importantly the nervous system. The central nervous system consists of the brain and the spinal cord and the peripheral nervous system consist of all the nerves that branch off of the brain and spinal cord. With those systems we have the sensory division and the motor division alsoRead MoreA Research Project On Huntington s Disease1675 Words   |  7 PagesContents Introduction Methodology (How the research of the project was carried) What is Huntington’s disease? 1. Signs and symptoms 2. Causes 3. Treatment Huntington’s Association of South Africa Literary Review Conclusion Bibliography Appendix 1. Plagiarism check 2. Articles 3. Questionnaires Introduction According to the University of Utah a genetic disorder is described as a disease that is caused by an abnormality in an individual’s DNA. This means that there is a mutation presentRead MoreHuntington s Disease : A Genetic Disorder1121 Words   |  5 PagesAbstract: Huntington’s Disease- Huntington s disease (HD) is a neurodegenerative genetic disorder. It affects the muscle coordination and decline in cognitive that leads to dementia. It affects both males and females in their middle age (J.D, 2015). Huntington’s disease is most common in genetic causes the leads to abnormal involuntary movement also called Huntington’s chorea (J.D, 2015). Epidemiology: Huntington s disease is a rare neuropsychiatric disorder it occurs in aRead MoreHuntington s Disease : A Progressive Brain Disorder Caused By A Defective Gene1134 Words   |  5 PagesHuntington s Disease (HD) is a progressive brain disorder caused by a defective gene. This disease causes changes in the central area of the brain, which affect movement, mood and thinking skills. Nerve cells become impaired, causing several segments of the brain to fail. The disease disturbs movement, behavior and perception the affected people abilities to walk, think, reason and talk are slowly weakened to a point that they eventually become entirely dependent on other people for care. HD isRead MoreGenetic Disease Is An Autosomal Dominant Neurodegenerative Disorder737 Words   |  3 PagesGenetic diseases are diseases that are passed on from parents to their offspring. An example of a genetic disease which can be inherited is Huntington Disease. Huntington Disease is an autosomal dom inant neurodegenerative disorder with midlife onset characterised by psychiatric, cognitive and motor symptoms(G. Vonsattel and DiFiglia, 1998). The statistics for HD blah blah blah Like all genetic diseases, huntington s disease has a specific inheritance pattern. Huntington disease is an autosomalRead MoreHuntington s Disease And The Nervous System856 Words   |  4 Pages Huntington’s disease, also known as Huntington’s chorea, is a rare pathology among the nervous system. With fewer than 200,000 US cases per year is an inherited condition in which nerve cells in the brain break down over a period of time. This disease will usually start to effect people when they are in their 30s or 40s. Huntington’s usually results in psychiatric symptoms, progressive movement and thinking. No cure to this disease exists but physical therapy, drugs, and talk therapy can help manageRead MoreDisorders of the Nervous System: Huntington’s disease800 Words   |  4 PagesHuntington’s disease Huntington’s disease destroys the organs that carry the functions of the central nervous system. Kalat (2013) states, â€Å"Huntington disease (also known as Huntington disease or Huntington’s Chorea) is a severe neurological disorder that strikes about 1 person in 10,000 in the United States† (A.B. Young, 1995, p. 258).Individual’s develop the symptoms in their middle age, but even if it is a rare disorders juveniles as well as children before the age of ten can develop the disease. Huntington’s

Contract Option For Eo Executive Compensation What Is It...

ISSUE: Issue #1: Initial contract exception for EO executive compensation – what is it generally, and what are the parameters? Issue #2: How does 990 Schedule J define â€Å"key employee?† Issue #3: What are the 33 principles of good governance listed by the independent section? Issue #4: Summarize General Information Letter 2002-21. CONCLUSION: Issue #1: The initial contract exception provides an exception from the excise tax imposes upon excess benefit transactions between disqualified persons and a tax-exempt organizations. Issue #2: A â€Å"key employee† is general someone who has certain responsibilities and receives over $150,000 in compensation from the organization and any related organization. (See below for complete explanation) Issue†¦show more content†¦Ã¢â‚¬ ¢ â€Å"disqualified person† – any person in a position to exercise substantial influence over the affairs of the organization in the past five years, any family member of a disqualified person, and any entity controlled (35% or more voting power) by a disqualified person. The â€Å"Initial Contract Exception† provides that the excise tax does not apply to fixed payment made by an organization to a disqualified person pursuant to an initial contract. †¢ â€Å"initial contract† – a binding written contract between the organization and a person who was not a disqualified person immediately before entering the contract. o This does not apply if the contract can be terminated or cancelled by the organization without the disqualified person’s consent and there is no substantial penalty to the organization for the cancellation. o If a material change is made to the initial contract it will be treated as a new contract. †¢ â€Å"fixed payment† - an amount of cash or other property specified in the contract, or determined by a fixed formula specified in the contract, that is paid or transferred in exchange for the provision of specified services or property. †¢ This exception does not apply in a year unless the disqualified person substantially performs his or her obligations under the contract. Issue #2 – â€Å"key employee† definition To be considered a key employee, under Form 990, all the following four test/conditions must be met: (1) Employee is

Dalmatian Essay free essay sample

John fish We all know what a Dalmatian dog is, but no one really know much about the breed. The Dalmatian is a beautiful breed of dog with an interesting origin. In this essay I will be discussing information about the Dalmatian, and try and give you an in depth look at the Dalmatian. The Dalmatian is a mid-sized muscular dog with excellent  endurance  and stamina. When a Dalmatian is full grown, its weight is normally ranging from 35-70 pounds. Its height is 19 to 24 inches tall, with males usually slightly larger than females. The Dalmatians feet are round with arched toes. Nails are usually white or the same color as the dogs spots. The thin ears taper towards the tip and are set fairly high and close to the head. Typical eye colors include the following: brown, amber, or blue, with some dogs having one blue eye and one brown eye, which is very interesting to see. We will write a custom essay sample on Dalmatian Essay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The Republic of Croatia was recognized by the FCI as the country of origin of the Dalmatian. The breed was developed and cultivated in England. When the dog was first shown in England in 1862, it was said to have been used as a guard dog and companion to the nomads of Dalmatia. However, nothing is definitely known about its origin. The breeds unusual coat became popular and widely used over the continent of Europe beginning in 1920. In the United States, the use of Dalmatians as carriage dogs was transferred to horse-drawn fire engines. Today the Dalmatian serves as a firehouse mascot, but back during the horse and carriage days they provided a valuable service. What the Dalmatians would do is they would nip and the back of the horses heal and try to make the horse go faster. By this time the horses are gone but the tradition of the Dalmatian lives on as it stands as an icon. Dalmatians are still chosen by many firefighters as pets, in honor of their heroic efforts. The Dalmatian breed experienced a massive surge in popularity as a result of the 1956  book  The Hundred and One Dalmatians. They made movies after the book so that gave them a massive surge of popularity as well. They made the Disney classic  released in 1961, and later on a 1996 remake,  101 Dalmatians. Years after the release of the second movie, the Dalmatian breed suffered because of poor breeders. Many parents often bought Dalmatians for their children without teaching themselves on the breed, which caused a lot of trouble due to the fact that this breed of dog has so much energy. Dalmatians were then taken to shelters all across the country, all because nobody wanted them anymore. The Dalmatian Club of America lists the average lifespan of a Dalmatian at between 11 and 13 years, although some can live as long as 15 to 16 years. Breed health surveys in the US and UK shows an average lifespan of 9. 9 and 11. 55 years. In their late teens, both males and females may suffer  bone spurs  and  arthritic conditions. So as you can see Dalmatians along with most breeds in the world have their fair share of problems, concerns, and occupations. The Dalmatian in an interesting breed of dog because the mystery of where it came from. I one day hope to own and take care of a Dalmatian, because I find their coat patterns to be quite interesting.

A Discussion of Key Challenges Faced by MNCs in Developing a Cohesive Inclusive Culture

Introduction Owing to successful elimination of trade barriers and increasing permeability of national boundaries brought about by globalization of competition (Lucas 258), it can be conceivably argued that multinational corporations (MNCs) have already assumed a position as the engine of the world’s economy (Olusoji Oluwakemi 3).Advertising We will write a custom research paper sample on A Discussion of Key Challenges Faced by MNCs in Developing a Cohesive Inclusive Culture specifically for you for only $16.05 $11/page Learn More This position has been granted by the very many advantages that MNCs are able to achieve by working in diverse countries, namely: (1) minimal dependence on the economic or political outlook of one single country, (2) differentiated market position, (3) capability to create international affiliates, (4) economy of scale through the size and nature of the business, (5) global visions and strategies, and (6) employment of synergies to establish and maintain competitive advantage (Chuang et al 444; Scheffknecht 73). However, as demonstrated in extant management literature, the capacity to work in multiple countries and across geographical locations presents several challenges for MNCs, especially the challenge of bringing together employees from diverse national cultures to form a cohesive and inclusive corporate culture that can effectively operate under one roof (Fredriksson et al 408; Lucas 258; Scheffknecht 73). Indeed, extant literature demonstrates that cultural diversity is one of the foremost challenges facing MNCs in contemporary times, in large part due to the fact that culture influences the attitudes, values, approaches and perceptions of employees (Donmez 1). The purpose of the present paper, therefore, is to identify the key challenges faced by MNCs in developing a cohesive and inclusive corporate culture, and also to provide some recommendations on how these challenges should be addres sed. A Brief Overview of Multinational Corporations There are numerous definitions of MNCs depending on context and scope of application. The present paper adopts the definition that an MNC is basically an entity â€Å"†¦which undertakes direct foreign investment, own or control income-earning assets in at least more than one country, and also produces goods or services outside its country of origin† (Olusoji Oluwakemi 2). Not only must a multinational enterprise be engaged in the production of goods and/or services, but the production must be undertaken in other geographical locations outside the area of origin, hence the omnipresent challenge of cultural barriers.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In an increasingly competitive business environment, MNCs always strive to have competitive advantages over one another by employing strategies such as: (1) e xporting home country management practices to foreign subsidiaries to achieve standardization and economies of scale and scope, (2) adjusting to varied host country environment, including making arrangements to be sensitive to diverse national cultures of host countries, and (3) arbitraging through selective specialization of activities in diverse geographical settings (Olusoji Oluwakemi 3). A Brief Description of Culture As demonstrated in the literature, culture is an important component in the study of multinational enterprises. The concept has been defined differentially by scholars and practitioners, with a large number of them showing that culture is the way of life of a group of people (Vance et al 590), and that it explicates how individuals act in concert when they do share understanding in knowledge, belief, art, technology, material artifacts, moral, law, custom and other capabilities, habits and value systems acquired by man as a member of the society (Almond 260; Oluso ji Oluwakemi 3). Hofstede, one of the most celebrated scholars of culture, defines culture as â€Å"†¦the collective programming of the mind that distinguishes the members of one group or category or people from another† (Olusoji Oluwakemi 3). The original four dimensions of cultural difference as demonstrated by Hofstede, namely â€Å"Power Distance, Uncertainty Avoidance, Individualism and Masculinity†, have in the recent past been complimented by two additional dimensions – Team Orientation as well as Indulgence vs. Restraint (Scheffknecht 73). It is worthwhile to note that these dimensions exemplify the challenges faced by MNCs in developing a cohesive and inclusive corporate culture because of the fact that national culture is embedded deeply in everyday life of individuals, and may therefore be enduring and impervious to change (Scheffknecht 73). Consequently, it is plausible to assume that the cross-cultural challenges faced by MNCs as they attempt to operate in host countries, including such challenges as understanding the variations in communication patterns and styles, diverse principles and notations of hierarchy and organizational structures, and diverse systems of making business, are primarily influenced by national cultures of the employees in a particular destination (Donmez 1).Advertising We will write a custom research paper sample on A Discussion of Key Challenges Faced by MNCs in Developing a Cohesive Inclusive Culture specifically for you for only $16.05 $11/page Learn More It therefore follows that one of the most fundamental features of MNCs as employers in host countries is their capacity â€Å"†¦to diffuse practices across boarders and that this process not only has the potential to drive change in national employment systems but can also influence, both positively and negatively, the competitive positions of the firms themselves† (Olusoji Oluwakemi 4). An explicit and detailed discussion of the challenges faced by MNCs as they attempt to diffuse national cultures and develop a cohesive and inclusive corporate culture is, therefore, necessary. Key Challenges Faced by MNCs in Developing a Cohesive Inclusive Culture It is indeed true that MNCs operate in diverse socio-cultural areas which present unique intercultural challenges (Olusoji Oluwakemi 4), and it is always beneficial for the enterprises to appreciate and account these challenges as they seek ways to address them as ignoring them only lead to embarrassing strategic and operational blunders, strain relationships, as well as drag down business performance (Chuang et al 444). This view is reinforced by other scholars, who suggest that multinational enterprises should find effective ways to deal with the ever-present and often confounding cultural issues that are ignited by employees who offer prominence to national cultures rather than reinforce and abide by the corporate culture (Almo nd 259; Fredriksson 408). One of the most rampant challenge facing MNCs today in their attempt to develop a cohesive and inclusive organizational culture is that of dealing with multiple identities and prejudices emanating from diverse national cultures. It has been explained in the literature that intercultural encounters reminiscent of MNCs do not habitually result in mutual understanding, in large part because of the fact that each group of employees still hold on to their identities as well as their internalized prejudices against others (Olusoji Oluwakemi 5). This particular author provides a real-life example that â€Å"†¦the notion [that] all British are diplomatic and all Dutch are stringy while all Chinese look alike still prevail in the minds of people who are now forced to work together in a multinational company† (5). The bottom-line, however, resonates around the fact that these multiple identities and prejudicial judgments against others make it difficult to rally employees behind the vision and mission statement of the MNC (Chuang et al 446), and also complicate the realization of competitive efficiencies and performance because employees increasingly view themselves as uniquely different (Vance et al 591).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The second challenge faced by MNCs as they attempt to create a cohesive and inclusive culture is that they are forced to localize their operations and become embedded in the market of the host country, not mentioning that the enterprises are forced to rapidly comprehend the nuances of the local/national culture to an extent not required for centralized production operations (Chuang et al 445). Many multinationals, for example, have flooded the Chinese consumer market ever since the country relaxed operational rules in the 1990s, and also to benefit from low operating costs. However, upon entry into the Chinese market, these MNCs soon face the cultural challenge due to a strong national culture (Lucas 259), and are forced to shoulder immense costs associated with the implementation of localization practices (Chuang 445). Upon entry into this particular market, world-renowned MNCs Wal-Mart and Carrefour were not only forced to identify critical areas where the local Chinese culture wa s to be accommodated and to adapt their operations to meet the beliefs and value systems of local employees, but had to scale down their corporate identity to shed the bulk of their Western links in an attempt to become acceptable to the local population (Chuang et al 445). Consequently, it can be argued that the localization strategy has always presented challenges to the MNCs in that it undermines their institutionalized corporate identity and hence, their competitive advantage. This particular challenge is absent in domestic companies. The third challenge deals with the potential tension brought about by the national culture-corporate culture matrix in MNCs. Extant literature demonstrates that culture may, either positively or negatively, affect an organization because it intrinsically influences values, attitudes, perceptions, beliefs and expectations of people who provide their labor to the organization (Donmez 17), and that core values and beliefs are shaped by the national cu lture rather than the corporate culture (Chuang et al 447). It therefore follows that most employees bring their values and belief systems into the corporate culture of MNCs, facilitating tension and unproductive experiences that are absent in domestic companies with a homogenous workforce. Indeed, it has been noted in the literature that multinational enterprises â€Å"†¦employ the most diverse workforce and hence strive to promote organizational values that enable employees from different cultures to identify with the company and to share similar role perceptions† (Berson et al 1). Flowing from this assertion, it is most probable that employees who work for MNCs are unable to be fully productive in their work engagements due to the tension they face between their local/national cultures and the corporate culture of the enterprises. A recent study conducted on Cadbury Worldwide reveals that most African employees working for the company in Nigeria fear to raise importan t issues with their White managers as they feel uneasy talking to them and also confiding their thoughts and worries in them (Olusoji Oluwakemi 8). According to these authors, the Black employees, particularly those in the lower cadres of employment, feel that it is â€Å"un-African† for them to share their thoughts with foreigners. Such a predisposition, which is definitely absent in domestic companies operating in Nigeria, not only leads to an unproductive workforce but also occasions intense difficulties in attempts to develop a cohesive and inclusive corporate culture. Another challenge facing MNCs, which is intrinsically related to the challenge above, is that of developing a global culture and managerial role perceptions without necessarily upsetting local cultural values and beliefs (Berson et al 5). This challenge has been reinforced by other scholars, who argue that many expatriate managers fail to make any headway in leading MNCs due to lack of cultural sensitivity and perceived inadequate understanding that management practices are deeply rooted in culture (Firoz et al 40), but also as a consequence of lack of a clear understanding that some management practices or processes developed in one particular culture may not be easily transferrable to another culture without facing resistance (Fredriksson et al 408). China has been highlighted as a leading example where Western expatriates are consistently unable to develop a global culture and managerial role perceptions without having to upset the local/national culture that has been internalized by employees. A study conducted on the expatriate failure rates shows that about 76% of U.S. and European-based multinational enterprises doing business in China record a 10% to 40% failure rate, and that the leading cause of the noted failure is culture shock experienced by expatriate managers (Wu 171). The culture shock arises as many of these expatriates become lost in their attempts to popularize the ir organizations corporate culture in the midst of unfamiliar situations and diverse cultural norms and values. As observed by this particular author, this orientation brings a further challenge for MNCs in that most are unable to attract and maintain qualified workforce in the Chinese market. Overall, these challenges are known to affect the productivity and efficiency of expatriates, making them to become increasingly unenthusiastic and absentminded to a point of abandoning the working responsibility in their current positions (Wu 172). The last challenge, and perhaps the most widely discussed in the literature, is that of breakdown in communication. Extant literature demonstrate that â€Å"†¦to be clearly understood by persons who do not share our values, assumptions, or acquired methods of behaving, requires new competencies to lessen cultural differences† (Firoz et al 40). Most employees working for MNCs use different variables of communication due to their diverse cultural acquisition, implying that their thought systems, attitudes, and societal roles may somehow be different from the mainstream corporate culture set by the MNC. Arguably, these differences will definitely alter the way messages are received by employees as well as the impact of non-verbal communications, hand gestures and body positions, among other variables (Firoz et al 40; Fredriksson 408), leading to difficulties in communication between local staff and expatriate managers (Wu 171) and incapacity to develop a cohesive and inclusive organizational culture (Almond 268). Communication barriers are also thought to adversely affect the level and rate of knowledge transfer from the parent company to the subsidiaries (Lucas 258). Recommendations to the Challenges To successfully deal with the challenge of multiple identities and prejudices emanating from diverse national cultures, MNCs need to take concerted efforts aimed at developing a corporate culture of their own, which are uniquely different from the cultures of the workers employed or contracted by the enterprises (Olusoji Oluwakemi 5). Indeed, as explained by these authors, MNCs must strive to develop a culture that is not only holistic and historically determined in nature and context, but also socially constructed, soft and difficult to change owing to its internalized rituals, belief system as well as symbols. Extant literature demonstrates that â€Å"†¦there can be conflict within an MNC when new localized strategies are viewed as undermining institutionalized corporate identity† (Chuang et al 445). To remedy this scenario, therefore, MNCs operating in foreign soil not only need to standardize business practices to avoid the immense costs associated with localization, but also attempt to engage in partnership alliances with local firms to ensure the needs and expectations of local workers are taken into consideration (Vance et al 591). In making partnership alliances, the main driv e for managers, in my view, should be to create an enabling environment for the institutionalization of a corporate culture and identity even as they continue to recognize the fact that it is inevitable for national cultures to exist alongside the corporate culture. Managers must therefore aim to realize competitive efficiencies of these multinational enterprises by coming up with ways to reinforce the corporate culture while increasingly diluting the national cultures. MNCs must also develop frameworks to deal with the ever-present conflict between the pressures for global integration (standardization of processes) and local responsiveness (localization of processes). Specifically, multinational enterprises need to become aware of both environments and operate regarding the requirements of the origin and host environments for them to achieve competitive advantage and success (Donmez 18). Such frameworks, in my view, will definitely achieve success in enlightening employees on how t o reduce the tension orchestrated by the national culture-corporate culture matrix. These frameworks should provide employees of MNCs with the capacity to evaluate their roles based on their organizational identity and to some extent allow for the evaluation of roles and behavior based on their national culture. To successfully deal with the challenge of culture shock facing managers who lack the skills and experience to develop a global culture and managerial role perceptions without necessarily upsetting local values and belief, it is imperative for the MNCs to adequately prepare the expatriates and expose them culture-related training before dispatching them to the ground (Wu 172). Specifically, managers must be trained on building cultural synergies by identifying and building upon the very differences between the corporate culture and the national cultures for mutual growth and achievement by cooperation. Available literature demonstrates that â€Å"†¦cultural synergy thr ough collaboration emphasizes similarities and common concerns, and integrates differences to enrich human activities and systems† (Firoz et al 40). In terms of communication barriers, it is recommended that global managers be exposed to training to acquire skills in cross-cultural communications. Employees also need to be trained to be tolerant to other viewpoints and to accommodate the values and belief systems of other people, including their managers. Conclusion The present paper has discussed in detail some of the challenges that continue to affect MNCs in their quest to develop a cohesive and inclusive culture. In particular, this paper has discussed challenges of multiple identities and prejudices, localizing operations, tension, incapacity to develop a global culture and management roles without necessarily upsetting local cultural values and beliefs, poor knowledge transfer and communication barriers, and how these challenges disadvantage the realization of a cohesive and inclusive corporate culture for MNCs. Various viable alternatives for the mentioned challenges have also been provided. The immediate task, therefore, is for global leaders to initiate programs and policies that will actualize the recommendations in their respective MNCs. Works Cited Almond, Phil. â€Å"Re-visiting Country of Origin Effects on HRM in Multinational Corporations.† Human Resource Management Journal. 21.3 (2011): 258-271. Business Source Premier. Web. Berson, Y air, Miriam Erez and Seymour Adler n.d., Reflections of Organizational Identity and National Culture on Managerial Roles in a Multinational Corporation. PDF file. 16 Dec. 2012. https://ie.technion.ac.il/~merez/papers/13803_proceeding_final.pdf Chuang, Ming-Ling, James J. Donegan, Michele W. Gannon and Kan Wei. â€Å"Wal-Mart and Carrefour experiences in China: Resolving the Structural Paradox.† Cross Cultural Management: An International Journal. 18.4 (2011): 443-463. Emerald. Web. Donmez, Ozle m 2007, The Transfer of Organizational Culture in a Multinational Corporation. PDF file. Web. Firoz, Nadeem M., Ahmed S. Maghrabi and Ki Hee Kim. â€Å"Thinking Globally manage Culturally.† International Journal of Commerce Management. 12.3/4 (2002): 39-58. ProQuest. Web. Fredriksson, Riikka, Wilhelm Barner-Rasmusses and Rebecca Piekkari. â€Å"The Multinational Corporation as a Multilingual Organization: The Notion of a Common Corporate Language.† Corporate Communications: An International Journal. 11.4 (2006): 406-423. Emerald. Web. Lucas, Leyland M. â€Å"The Role of Culture on Knowledge Transfer: The Case of the Multinational Corporation.† The Learning Organization. 13.3 (2006): 257-275. Emerald. Web. Olusoji, George and Owoyemi Oluwakemi. â€Å"Impact of National Culture on the Management of Multinational Businesses: The Case of Cadbury Worldwide.† International Journal of Business Management Tomorrow. 2.7 (2012): 1-9. Academic Search Premier. Web. Scheffknecht, Sabine. â€Å"Multinational Enterprises — Organizational Culture vs. National Culture.† International Journal of Management Cases. 13.4 (2011): 73-78. Business Source Premier. Web. Vance, Charles M. and Yongsun Paik. â€Å"Forms of Host-Country National Learning for enhanced MNC Absorptive Capacity.† Journal of Managerial Psychology. 20.7 (2005): 590-606. Emerald. Web. Wu, Jianlian. â€Å"An Analysis of Business Challenges faced by Foreign Multinationals operating in the Chinese Market.† International Journal of Business Management. 3.12 (2008): 169-174. Emerald. Web. This research paper on A Discussion of Key Challenges Faced by MNCs in Developing a Cohesive Inclusive Culture was written and submitted by user Lina L. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Why Dead Fish Float Upside Down

Why Dead Fish Float Upside Down If youve seen dead fish in a pond or your aquarium, youve noticed they tend to float on the water. More often than not, theyll be belly up, which is a dead giveaway (pun intended) youre not dealing with a healthy, living fish. Have you ever wondered why dead fish float and live fish dont? It has to do with fish biology and the scientific principle of buoyancy. Key Takeaways Dead fish float in water because decomposition fills the fishs gut with buoyant gases.The reason fish typically go belly up is because the spine of the fish is more dense than its belly.Healthy living fish dont float. They have an organ called a swim bladder that regulates the amount of gas present in the body of a fish and thus its buoyancy Why Living Fish Don't Float To understand why a dead fish floats, it helps to understand why a live fish is in the water and not on top of it. Fish consist of water, bones, protein, fat, and a smaller amount of carbohydrates and nucleic acids. While fat is less dense than water, your average fish contains a higher amount of bones and protein, which makes the animal neutrally buoyant in water (neither sinks nor floats) or slightly more dense than water (slowly sinks until it gets deep enough). It doesnt require much effort for a fish to maintain its preferred depth in the water, but when they do swim deeper or seek shallow water they rely on an organ called a swim bladder or air bladder to regulate their density. How this works is that water passes into a fishs mouth and across its gills, which is where oxygen passes from the water into the bloodstream. So far, its a lot like human lungs, except on the outside of the fish. In both fish and humans, the red pigment hemoglobin carries oxygen to cells. In a fish, some of the oxygen is released as oxygen gas into the swim bladder. The pressure acting on the fish determines how full the bladder is at any given time. As the fish rises toward the surface, the surrounding water pressure decreases and oxygen from the bladder returns to the bloodstream and back out through the gills. As a fish descends, water pressure increases, causing hemoglobin to release oxygen from the bloodstream to fill the bladder. It allows a fish to change depth and is a built-in mechanism to prevent the bends, where gas bubbles form in the bloodstream if pressure decreases too rapidly. Why Dead Fish Float When a fish dies, its heart stops beating and blood circulation ceases. The oxygen that is in the swim bladder remains there, plus decomposition of the tissue adds more gas, particularly in the gastrointestinal tract. Theres no way for the gas to escape, but it presses against the fishs belly and expands it, turning the dead fish into a sort of fish-balloon, rising toward the surface. Because the spine and muscles on the dorsal side (top) of the fish are more dense, the belly rises up. Depending on how deep a fish was when it died, it might not rise to the surface, at least not until decomposition really sets in. Some fish never gain sufficient buoyancy to float and decay under the water. In case you were wondering, other dead animals (including people) also float after they start to decay. You dont need a swim bladder for that to happen. Sources Chapin, F. Stuart; Pamela A. Matson; Harold A. Mooney (2002). Principles of Terrestrial Ecosystem Ecology. New York: Springer. ISBN 0-387-95443-0.Forbes, S.L. (2008). Decomposition Chemistry in a Burial Environment. In M. Tibbett; D.O. Carter. Soil Analysis in Forensic Taphonomy. CRC Press. pp. 203–223. ISBN 1-4200-6991-8.Pinheiro, J. (2006). Decay Process of a Cadaver. In A. Schmidt; E. Cumha; J. Pinheiro. Forensic Anthropology and Medicine. Humana Press. pp. 85–116. ISBN 1-58829-824-8.

A CASE STUDY OF THE SOUTHCORP ROSEMOUNT MERGER

A OF THE SOUTHCORP ROSEMOUNT MERGER - Case Study Example Bower (2001) identified five different kinds of mergers: the over capacity M&A, the Geographic roll-up M&A, the product or market extension M&A, the M&A as R&D and the industry convergence M&A. According to Bower (2001) definition the merger between Southcorp and Rosemount will fall some in to third type of merger i.e. the product or market extension type. He identified major areas of concern in different types of mergers. For the product or market extension type the major concern is cultural or governmental differences. While Southcorp was an archetypical Australian wine firm linking vertically along the value chain with major focus on production and less focus on marketing, Rosemount was actually a family business, focusing on sales and marketing only and majorly outsourcing other functions. This difference of working culture can be compared with the one faced by Daimler and Chrysler, both very performing firms prior to merger but failing miserably after the merger (Weber and Camer er (2003). Culture can be defined as the set of commonly shared and important assumptions in a community†. As an organization is also a community of members i.e. employees, etc the set of commonly shared assumption held by members of the organization, can be called as organizational culture. Chatterjee et al (1992) claim that culture affects practically all aspects of the way people of a group interact with each other. There are diverse views on the relative importance of cultural integration, during or post merger, for the success of the merger. Some authors have undoubtedly favored that the cultures of the merging entities need to be integrated to achieve merger goals, while others have considered them as either partially or not important for merger success failure. Cartwright and Cooper (1993) argued that since culture is as fundamental to a company as

Compare and contrast Freuds and Piagets development models Term Paper

Compare and contrast Freuds and Piagets development models - Term Paper Example How could Piaget claim that Freud’s explanations are insufficient? Jean Piaget (1896-1980) worked on the development of intellectual capabilities of children. The way he viewed the development of children’s mind and their intellectual capabilities is enormously exceptional especially in educational theories. He proposed that children cannot commence certain type of tasks until they are mature enough to do so. He further stated that children’s psychological process doesn’t develop smoothly instead there are certain transitions that take them into new capabilities and area. He saw that the transitions take place at the age of 18 months, 7 years and 11 years. These ages are the ages of immaturity irrespective of the brightness and sharp mindedness of a child. Piaget’s Stages of Cognitive Development i. Sensori-motor (from birth to 2 years) ii. Pre-operational (2 to 7 years) iii. Concrete Operational (7 to 11 years) iv. Formal Operational (11 years and onwards) In contrast to that, Sigmund Freud (1856-1939) defines that personality development can either results in successful and healthy completion of personality and may also result in failure and unsuccessful personality. Freud believed that personality is developed through different stages depending upon the erogenous zone.