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Our staff of freelance writers includes over 120 experts proficient in Diseases of th Stomach and Intestines, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Diseases of th Stomach and Intestines paper at affordable prices ! Many diseases are prevalent throughout the body, but more specifically in the stomach and intestines. Some diseases found in the stomach include Gastritis, Ulcers, Gastric Neurosis and Stomach Cancer. Diarrhea, Constipation, Appendicitis, and Crohn's Disease all occur within the intestines.

Gastritis is not a single disease, but means inflammation of the stomach lining. Gastritis can be caused by drinking too much alcohol, prolonged use of nonsteroidal anti-inflammatory drugs (NSAIDs), or infection with bacteria such as Helicobacter pylori. Sometimes gastritis develops after major surgery, traumatic injury, burns, or severe infections. Certain diseases, such as pernicious anemia, autoimmune disorders, and chronic bile reflux, can cause gastritis as well.

A peptic ulcer is a sore on the lining of the stomach or duodenum, which is the beginning of the small intestine. Peptic ulcers are common One in 10 Americans develops an ulcer at some time in his or her life. One cause of a peptic ulcer is bacterial infection, but some ulcers are caused by long-term use of nonsteroidal anti-inflammatory agents (NSAIDs), like aspirin and ibuprofen. In a few cases, cancerous tumors in the stomach or pancreas can also cause ulcers. Peptic ulcers are not caused by stress or eating spicy foods.

Diarrhea--loose, watery stools occurring more than three times in one day--is a common problem that usually lasts a day or two and goes away on its own without any special treatment. However, prolonged diarrhea can be a sign of other problems. Diarrhea can cause dehydration, which means the body lacks enough fluid to function properly. Dehydration is particularly dangerous in children and the elderly, and it must be treated promptly to avoid serious health problems. People of all ages can get diarrhea. The average adult has a bout of diarrhea almost four times a year.

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Although we have only looked at several diseases affecting the stomach and intestines, many more diseases are prevalent. A more thorough list would include Appendicitis, Auto-Immune Hepatitis, Bacteria and Food Born Illnesses, Celiac Disease, Colitis, Colon Polyps, Constipation, Crohn's Disease, Gastroparesis, Diarrhea, Duodenal Ulcers, Diverticulitis, Gastritis, GERD, Peptic Ulcer, Hernias, Hirschsprung's Disease, Irritable Bowel Syndrome, Lactose Intolerance, Gastralgia, Gastrectasia, Gastric Carcinoma, Gastric Neurosis, Gastric Vertigo, Enteritis, Enteroptosis, Cholera, Intussusception, Colon Cancer and Dysentery.

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Socially, a person's educational experience has great impact ones life, especially their culture. Richard Rodriguez was born to a middle class working family where higher education was not sought. By age 0, he completed a Ph.D. in English Renaissance literature. Richard's and my educational experience was filled with major choices, one of which separated us from our culture.

Even though Richard Rodriguez's family and mine are from two different backgrounds, our family's values are alike. In both cases our families were the center of our home life. In Richard's childhood the kids would play outside together while mom would cook and dad would read the newspaper, "Nights when relatives visited and the front rooms were warmed by Spanish sounds…."(657) In my earlier years, we would try to eat dinner together as often as possible and on Sundays we would have a cookout or go to the ball game. Our families provided us with a sense of security and a comfortable environment.

Richard and I were both embarrassed by our culture. I was the kid who sat in the back of the room so nobody would see me. I did not like the color of my skin. I did not like my mild accent inherited down by the way we talked at home. Richard was happy when he was losing his Spanish accent, "I was still angry at them for having encouraged me toward classroom English…[it] grew more and more attractive to me. I grew increasingly successful, a talkative student."(656)We both wanted to excel in our education. When I was younger, I wouldtry to achieve more than the average student. I would try to be the first to answer all the questions correctly and was a very obedient student. I therefore became the teacher's pet. Richard did the same thing in reading, he wanted to read as many classical novels as he could, "I ignored their suggestions of anything I suspected was written for children. (Not until I was in college, as a result, did I read Huckleberry Finn or Alice's Adventures in Wonderland) Instead, I read The Scarlet Letter and Franklin's Autobiography."(66) In order to excel in our education we had to give up something that was deeply important to us, our home life. In both of our lives, our educational experiences separated us from our culture and the modern American culture. "There is no trace of his parents' in his speech. Instead he approximates the accents of teachers and classmates."(666) As Richard slowly started to read more and more books he, unintentionally, separated himself from his culture. "Books brought me academic success…" with this idea in his mind, Richard concentrated so much on his education that he did not have a balance in his home life. As with my life, I wanted to achieve a level of academic success, to become a medical doctor. I pushed my self at every level. I was the first person to complete with all the assignments. I would go home to my room, read my books and do my homework right away. I would stay there and not come out until I finished all my work, even if I had to miss church.

Both of us, at different times in our lives, realized that our culture wasn't separating us but we were separating ourselves from our culture, and that was something we did not wan to do. "A primary reason for my academic success in the classroom was that I couldn't forget that schooling had changed me and separated me from the life I enjoyed before becoming a student"(654), by the time Richard realized this it was too late for him. He lost all that precious time, the time I finally realized I was loosing. I was going to do something about it. I joined my church service group and volunteered with them all around the city. I would go to religious lectures held by high official church members, to learn about my religious traditions. I attended culture and social events held by my church. I did all of this to keep my culture, my religion, and my heritage. I realized that all these objects would mold and form me into the person that I would become.

An individual has to realize that they need a balance in their life. I recognized this reason, and unlike Richard, strived to make a change in my life so that I could carry on my culture. Although Richard Rodriguez and I are two very different people from different backgrounds, we realized that our culture was a very important part of our lives and that you need to strive for the best but also maintain your culture. Don't be ashamed of your culture because it is your culture, your tradition, which makes the individual you are.

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The Tradition

"The only thing that's constant is Change", a friend of mine said. Transition occurs all the time. Nothing is exempted from this rule, except of course, Change itself. The whole world, is having a difficult time accepting these many changes, especially we Filipinos. We tend to stick by the "Old Ways" and we often reject what is presented before us. Something new may prove too radical for us or simply we are just too stubborn to accept change. Yet, we cannot stop this process. Conceivably, the only logical thing for us to do is to accept what is coming. We have to learn that Change is inevitable.

There are two kinds of changes For the better, and for worse. However, we tend to be very judgmental when it comes to change. For example, women used to dress themselves in "poorly ventilated" garments that basically wrap their entire bodies. Nowadays, we (well, some of us) are used to seeing women in very "visually stimulating" clothing. Now, that's change. However, most of us tend to judge women who wear these skimpy outfits as flirts, bitches, or whores. Now, the question is, why are we like that? Is there something wrong with them? Or is there something wrong with us? Who are we to judge what is right and what is wrong for them? Either we are very sensitive people or we are simply narrow-minded beings. I mean who are we to say that these persons are bitches, whores, or whatever? Is it because of the way they dress themselves up? Then maybe we have forgotten what we were all taught during our childhood days, "Don't judge a book by its cover."

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Lesbian relationships are something we often see these days. Yet, again we tend to judge them rather unfairly. Yes, it can't be helped but don't you think it would be better if we gave them the chance to prove their "love" for each other first before we even start thinking dastardly things about them? Lesbian relationships are usually a "No-No" in our homes especially to those whose parents stick to the "Old Ways". Other nations of the world accept this kind of relationships. In fact, they have even legalized such things. Why can't most Filipinos even tolerate these relationships? Hence, I guess the problem doesn't lie on the situation itself but in our way of thinking.

In my point of view, lesbian relationships are just fine. If that's what a person truly wants then I have no right to deprive her of her happiness. If a couple loves each other, then we have no right to interfere. Let them be. Like them, we are just human beings. We are all entitled to our own opinions and therefore we ourselves are the only ones who can say what is right and what is wrong for us. Nobody else, but ourselves.

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STRATEGIC MANAGEMENT

This paper tries to

· Illustrate how strategy differs from tactics, and why it has become relatively more important in the recent years;

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· Create awareness of the attributes required by an organization if it is to survive in a competitive struggle for existence, and its corresponding information needs;

· Recognize the two aspects of financial management at the strategic level

o Treasury and

o Control

And illustrate how they are linked;

· Appreciate the features of a financial objective relevant to long-term financial health.

MANAGERIAL MAGATRENDS

When most of today's top managers were obtaining their basic managerial skills, the environment in which they operated was relatively stable. Administration skills were rated highly because, although some fine-tuning might be required, there was an implicit assumption that tomorrow would be very much like yesterday. Today's environment however, is best summed up by reference to its volatility, and your best starting point would be with the recognition that tomorrow is going to be different from yesterday. Simplicity and order have been replaced by complexity and chaos. Leadership skills are now seen to be paramount.

The causes of this volatility are varied, and mutually reinforcing. The accelerating pace of technological development and the liberalization of international trade are two fairly obvious factors. Indeed, the globalization of enterprise is a strong driving force, as markets become more open and competitive. Different economies have different degrees of success in coping with this situation, resulting in ever more volatile rates of exchange, interest and inflation.

For the individual enterprise, this has prompted a shift in emphasis towards the strategic level of management (concerned with decisions as to what to do � the products of offer, the markets to serve, e.t.c) as distinct from the tactical level (concerned with how to do what has been decided should be done � the lead times to quote, the stocksto hold, e.t.c.). The more rapid the rate of change, the more frequently, and the more quickly, strategic issues have to be addressed.

Techniques like budgetary control, based on the traditional accounting model, are very good at answering the question "How well did we do what we chose to do?" or "what should we do now?" As a manager gets to grips with these questions, they realize that the functionalism which provides excellence at the tactical level, and which budgetary control tends to reinforce, is an impediment at the optimum trade offs between such thins as prices, volumes, quality and costs.

Old fashioned top down command and control structures � setting objectives for others to achieve � are simply not sufficiently fast on their feet, close to customers or alert to competitive activities to be able to respond to change. Consequently, one can observe a trend towards flatter and more devolved structures, in which empowerment is the order of the day. Privatization, unbundling and decentralization of wage bargaining are examples of this trend, but perhaps the clearest manifestation is the concept of "strategic business units" within an enterprise.

In turn, this has highlighted the disadvantages of confrontation � between functions within an enterprise, and between enterprises. In its place, you can see greater attention being paid to teamwork within the business units, to strategic alliances and to partnership sourcing. At the macro level, the separation of ownership and control, typified by the quoted companies, which are so prevalent in the English �speaking economies, is receiving increasing attention under the banner of "corporate governance".

At the same time, the tangible assets (like property, plant and stock) which are so important in the context of the accounting model, and are used a basis for denominating director's powers, are increasingly seen as strategic liabilities and poor indicators of the financial health of an enterprise. Sustainable competitive advantage, these days, is more likely to spring from the very investments � like research, development, marketing and training � which are classified as intangibles and therefore written off as they are incurred.

Likewise, quantity is giving way to quality, standardization to customization, and hard (inevitably backward looking) measures of performance to soft (appropriately forward looking) assessments of potential. A popular term in reference to this is "if you can't measure it, you can't control it". The problem with this, these days is that, if you can measure it, so can the competition; the most powerful elements in any strategy are likely to be the ones which are extremely difficult, if not impossible to measure � such as design, image, reputation and skill.

This linked with another trend, away from a focus on the attribute of products, towards a focus on the requirements of customers. Strategic reviews usually start with questions like "who are our customers?" and "what do they value?" In most cases, this calls for greater flexibility as regards the resources to be tapped, resulting in an increase in the proportion of costs which are shared across a range of products or customers, and which are insensitive to volume fluctuations.

Today's decision making has become less a matter of analyzing past data and more a matter of synthesizing judgments about uncertain future. The reductionist approach is out and the holistic approach is in. Management today is less about reacting to identified problems, and more about proactively seeking opportunities. This is a particularly important trend as far as accounts are concerned because, traditionally, analysis has been made their strong suit.

Indeed it needs to be recognized that the limitations of traditional accounting model render it quite inappropriate as a decision support and monitoring tool especially at the strategic level. Alongside it, there is a need for a financial management model � distinct from but, as will be seen later, capable of being reconciled to the accounting model.

If these trends are summarized as in figure .1 � two lists emerge, each of which is internally consistent. The left side is analogous to the static branch of science, the right side to the dynamic branch. The left side puts a premium of age, experience, knowledge and repetition, whereas the right side rates youth, enterprise, imagination and innovation.

It follows that it is extremely difficult to mix attributes from the two sides. The judgments which are needed in order to synthesize a strategy, for example, are unlikely to be forthcoming in a confrontational organization, for fear they might be "taken down and used in evidence against" the person expressing them. Total quality programmes need to start with looking outwards to customers' needs, rather than looking inwards to products' attributes. They are likely to focus on intangible assets, which depend on outlays classified as indirect costs and so on.

Figure 1.1 Managerial Mega trends

From…. To…..

Stability Volatility

National Global

Tactical Strategic

Functionalist Generalist

Centralist Devolved

Confrontation Teamwork

Tangibles Intangibles

Quantity Quality

Products Customers

Direct costs Indirect costs

Analysis Synthesis

Reactive Proactive

Accounting Financial Management.

The right side is more complex than the left and subject to what may appear to be ambiguities. People at the center of the organization for example often ask

· How can you be more strategic in conditions of volatility?

· How can you devolve authority without losing control?

· Does greater flexibility and adaptability not mean less commitment?

· If you consciously set out to give more attention to the long term will people not think that the short term does not matter?

These ambiguities can be solved but, in the process, an enterprise is likely to be transformed. Currently, one can observe enterprise taking four different stances

1. Older, shrinking organizations tend to be "left sided" and have the opinion that it is too late to make a change;

. Some others are accepting grudgingly the need to move to the right, and living with the problems of mismatches;

. Others are enthusiastically embracing the need to move to the right, and acknowledging that their environment is ahead of their control systems � often referring to themselves as "learning organizations";

4. Newer, ever-growing organizations are almost by definition "right sided".

LEVELS OF CONTROL

We have so far highlighted the strategy level as that concerned with what is to be done and tactic level as that concerned with how it is to be done. There is a third level and that is, the "operations Level". This level is concerned with actually doing what is to be done.

Logically, this is the order of precedence

First, one decides what is to be done, then how it is to be done, and finally, the deed is actually done. There is a close link with the concept of the three "Es" in the public sector, i.e. Effectiveness, Efficiency and Economy.

It is useful to think in these terms

· Strategy being about converting faith into hope.

· Tactics being about converting hope into expectations.

· Operations being about converting expectations into results.

Stress needs to be put however on the fact that strategy is not synonymous with planning. In a volatile environment, a key attribute of a robust strategy is its adaptability; planning however signifies rigidity � objectives to be achieved come what may. Instead it is necessary to provide a mechanism for continuous feedback � from operations to tactics to strategy by means of a comparison of expectations with hope. See fig 1.

Figure 1. Levels of Control

Traditional management accounting systems are generally associated with the two lower levels. Recall the preparation of standard costs, the measurement of actuals, and the analysis of the variance between the two-a process which provides a good example of the operational control loop. Likewise, the preparation of budgets and the monitoring of progress against them typify the tactical level of control, although all too often the sheer power of short term controls � associated with a target profit in the private sector, or cash limits in the public sector � has the effect of suppressing many of the signals.

The application of the logic to the strategic level is of fairly recent origin. There are still many enterprises, which have annual long-range plans covering, say, the next five years. They are usually summarized in an accounting format � profit statements. Balance sheets, cash flows � and are said to generate useful discussion as they are being prepared. More often than not, however, they are filed away on completion, a totally fresh start being made the next year with no attempt to learn lessons from a comparison of the two. Some businesses compare the annual budget with the first year of the plan, but this is more a discipline on the budget than the plan � and once this is recognized, the gamesmanship associated with the budgeting is imported into the plan.

To combat this, it necessary to have a comprehensive structure of control at the strategic level, comparable to that provided by budgetary control at the tactical level. This would embrace

· Individual dimensions of strategy for example the basic building blocks of strategy � the product range, the location of facilities, the degrees of integration and mechanization etc.

· The blending of those dimensions into an optimum, coherent business strategy � for example how does a top quality, high price, advertised strategy compare with a just acceptable quality, low price, unadvertised one.

· The combination of businesses into a corporate strategy for the whole enterprise, the value of which is greater than the sum of its parts. For example as a consequence of synergy.

In each case, an outward looking stance is vital for, in many ways, enterprises � whether in the private or public sectors � are engaged in a competitive struggle for existence

ELEMENTS OF CONTROL

The more rapidly the environment is changing, the more outward looking the management of an enterprise needs to be. Specifically, it needs to enhance its

· Awareness of the environment in which it is operating

· Anticipation of changes in that environment

· Adaptability to those changes.

These may be thought of as the three As of strategic management, of which, you will find, the greatest is the third. There is no point in being acutely aware of environmental pressures, and uncannily accurate in anticipating change therein, if the organization is not able to respond. In turn, these essentials of strategic management prompt recognition of the different kinds of information required ensuring control portrayed in Figures 1., as follows

· Awareness suggests the need for monitoring information, which provides a record of what is happening. The accounting system contains a lot of monitoring information but needs to augmented with more outward looking data, like market size and competitors' shares.

· Anticipation suggests forecasts, of which there are two subsets

- Relationship forecasts, for example between price and volume, or between volume and cost, which are constantly updated on the basis of lessons learned from monitoring

- Expected outcomes, consequent upon decisions, which have been made.

· Adaptability puts a premium on decision support information, for example identifying the optimum price/volume/ cost relationship, against the criterion of a defined objective.

Figure 1. Elements of control

Comparing what is happening with what was expected to happen when a decision was made, and feeding this back into the learning process through which future decisions are improved achieve accountability. All too often, however, this logic is ignored. Even at the tactical level, it is often subordinated to a comparison of what is happening with what some one other that the decision maker budgeted to happen anything up to fifteen months earlier. The most popular explanation these days, for a variance between actual and budget, are that "the budget was wrong'.

At the strategic level, even more disturbingly, there is often a mismatch investments may be approved on the basis of a discounted cash flow evaluation but, if performance is measured and managers rewarded on the basis of accounting numbers, short-termism will be reinforce.

The problem is that performance measurement is, by definition, totally backward looking. It might be useful in short cycle repetitive situations, which are frequently met at the operational level, and occasionally at the tactical level. But you cannot afford to wait until a strategy has been completed before measuring the outcome and hoping to learn lesson therefrom. The monitoring of strategy needs to be continuous and forward looking.

The spectacular collapses of recent years have shown how it possible to report good performance whilst running down potential. To counteract this problem � which has

Contributed to the accountancy profession's expectation gap � it is necessary to grasp the concept of the three Ps progress equals performance plus or minus the change in potential.

BUSINESS IMPERATIVES

Fig 1.4 The evolution of enterprise

The world of enterprise is characterized by a competitive struggle for existence � resources are finite, needs are infinite, and the economic question is about priorities. The discipline is most clearly seen in the private sector, where survival depends on being able to

· Identify genuine market needs, ahead of the competition

· Satisfy those needs better than the competition

· Offer the prospect of an adequate return on investment

As portrayed in Figure 1.4, these factors are cumulative, in the sense that the first to identify particular needs has a head star as regards satisfying them. Likewise, satisfying needs better than the competition creates the conditions in which an adequate return is feasible.

Thus the pivot of the capitalist market economy is the prospective return on investment. Enterprises, which can offer, the prospect of an adequate return will be able to attract new funds, and /or retain a proportion of internally generated funds, thereby enabling them to grow. Those falling short will not on find it impossible to attract new funds but will also be pushed into distributing some or all of their funds for more effective investment elsewhere. In this way, the strong points of the economy are fed, and weak points starved, leading to an overall improvement in its health.

Financial management involves both heeding this discipline of the market place, and harnessing it as a basis for the allocation of resources as between the business units, which constitute the entity. This suggests two aspects, external and internal, linked as in figure 1.5.

Figure 1.5 Two aspects of financial management

EXTERNAL INTERNAL

The external aspect, normally referred to as the treasury function, is concerned with the relationship between the entity and its financial stakeholders. In a private sector context, and recalling the three As � awareness, anticipation and adaptability � the key tasks can be classified as

· The identification of sources of financing, ranging from borrowings through various hybrids to equity capital.

· The assessment of the likely reward expectations of the providers, for example interest and dividends, not forgetting any associated taxes.

· The employment of the various sources to the extent, and in the proportions, deemed appropriate.

Meanwhile, the internal aspect, normally referred to as the financial control function, is concerned with the relationship between the enterprise and it constituent business units, with parallel tasks, notably

· The identification of opportunities to invest in specific areas.

· The assessment of the likely returns of each.

· The deployment of funds in support of those opportunities considered to worthwhile.

As indicated in Figure 1.5, the links between the aspects are twofold, creating control loop one link is what is variously referred to as the time value of money, the money value of time, or the cost of capital. What the treasurer sees as the rate of return necessary to warrant the employment or retention of funds, the controller sees as the criterion for their deployment. The other link is the projection of cash flows. The controller is in a position to forecast the net cash generation or absorption of the enterprise; the treasurer interprets this in terms of its ability to pay dividends or its need to raise more capital.

Putting these aspects together prompts the articulation of unifying "primary financial objective," namely the maximization of the net present value of projected cash flows discounted at the cost of capital. Unless capital can be invested to earn a return, which covers the cost of capital, it should be returned to the financial stakeholders. The promulgation of such clear objective is essential if the entity is to select, implement and monitor a coherent set of justifiable strategies. The twin foundations of financial management, therefore, are the cost of capital and cash flow.

The discipline is less obvious in the public sector, in that disbelief can be suspended for long periods of time. In particular, the link between an adequate return on (taxpayers') funds and the attraction of those funds is subject to political manipulation, for example resources are allocated without any attempt to put a value on the expected outputs. Given, however, that the resources used are thereby denied to the private sector, there is a strong argument that the financial controls need to be at least as stringent.

From an economic point of view, however, the cost of capital is quantification of society's relative preference for cash flows in different time frames. As such it is the same for all entities, irrespective of whether they are in the public or private sector (whether privately owned or publicly quoted) and is independent of capital structure. Contrary to what many academics choose to presume, however, it is not a constant, nor is it the same for all time frames, and neither money market more taxation systems are neutral. In a private sector enterprise, therefore, there is a secondary (but vitally important) objection with which treasurers are especially concerned the maximization of the proportion of entity value, which is attributable to the equity, as distinct from the other financial stakeholders. See figure 1.6

Figure 1.6 Financial objectives.

NPV of Business Units

Lenders Tax

The accounting model is not only inappropriate, but also potentially misleading as a basis for evaluating and monitoring strategic decisions, for example those concerned with what to do. The sheer power of tactical controls (for example budgetary control) often reinforces short termism. There is, therefore, a need for a distinctive approach, which deals appropriately with the financial aspects of strategy

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Our staff of freelance writers includes over 120 experts proficient in Team Behavior, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Team Behavior paper at affordable prices with custom essay service! Upon reflection regarding last weeks team assignment, certain truisms became immediately apparent. Regarding the five stages of group development, which include forming, storming, norming, performing, and adjourning, the team members found the following at each stage of development

1. Forming � during this stage, the team members became aware of qualities they each had in common, such as geographic proximity, background, work ethics, years of experience, etc. They also became aware of what behaviors were acceptable to the other members.

. Storming � at this stage of development, the members of the team did not allow themselves to become hostile toward the other team members; nor did they impose their preferences of beliefs upon the other members of the team.

. Norming � the team members developed a closer relationship with each other while attempting to overcome some obstacles that arose in the completion of the assignment. Communication platforms were set up and the focus was concentrated upon positive reinforcement of each member's contributions to the assignment.

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4. Performing � each team member provided motivation and encouragement to the others leading to a cooperative effort aimed at completion of the assignment.

5. Adjourning � this stage of the group development has yet to occur, as there are other team assignments to be completed before dispersing the team as a whole.

As for roles and responsibilities of the team, no formal steps have been taken in this area. Everyone has virtually the same roles and responsibilities. Each paper shall be compiled and posted for comment or recommendations by a different team member each week. The team as a whole shall decide upon editing suggestions. The team works together providing input for the compiled paper. The team is considering assigning roles for the final paper submission. These roles could include preparing an outline, researching facts & documentation, preparing the rough draft and final presentation, formatting and proofreading before final submission. The members in Team B act responsibly and complete each thing asked of them in a timely manner, barring unforeseen circumstances.

Time management skills for the team as a whole and individually are vital components of the satisfactory completion of all assignments. While the team, as a whole did not manage their time very well on the last assignment, certain problems inherent in the last assignment appear to have been resolved, at least temporarily. Much of the information for the team paper was received at the last minute, which left little time for comparison or editing. Compiling the information received was rushed and left little time for additions or corrections to spelling, grammar, or structure. A suggestion has been made that each team member be assigned specific tasks to be completed on a scheduled date, in order to allow the other team members to comment, reflect and review each paper before it is due.

On an individual basis, time management skills differ for each member of the team. One team member considers herself a "stay-at-home mom" whose time is a limited concerning the team as a whole. Most of her time is monopolized in the raising of her children and the care of her family. Most team requirements must be met while her family is either away at school or work, or sleeping. This leaves little free time for either herself or her team. However, through the miracle of technology, she is able to communicate with her team members whenever necessary and complete any assignments required. Another team member uses various devices to aid in time management. She possesses a PDA with individual appointments scheduled using a sound cue reminder. She has a calendar on her computer at her place of employment, as well as on her home computer. Assignments and appointments are scheduled in advance and reminders are set on whichever calendar is relevant to the job. While most job related matters are planned in advance, even the best-laid plans can be subverted by an emergency situation. School assignment deadlines are scheduled on both computers, but as was evidenced in the last group assignment, even those plans can be rendered moot when the equipment fails. The third team member feels that personal time management is an area in which she needs to pay more attention. Whenever unexpected problems arise which require her input, she takes care of them, rather than delegating the responsibility to some one else. This leads to a very stressful situation for her, boot at her work and at home. Setting a schedule would probably be a benefit to this team member, as well as following the schedule as closely as possible. All of our team members manage their time both personally and professionally in the manner that suits them the best. Schedules and appointment calendars are good tools, but they are a benefit only if used in the proper manner. Setting a schedule or appointment reminders does neither the team nor the individual any good when unforeseen circumstance precludes their use.

Decision strategies for the team includes the use of MSN Messenger and the team folder postings. Decision-making is at the core of the team's performance and the effectiveness of that decision making determines the ultimate success of the team. The team makes decisions as a whole and majority decides any dissension or disagreement regarding process. All decisions are made individually or by two team members and agreed upon by the whole team. Decisions for the team papers are based upon consensus of team members regarding the best approach to researching, compiling, editing, and posting the paper. The members of this team are each very competent in this regard.

As for any conflict that may arise, communication between the team members is critical to its denouement. This communication takes place through telephone, team folder postings, or MSN Messenger. No serious conflicts have arisen, as we are all aware that this environment is composed of a fast-paced, short duration, distance learning team. Attempting to place any situation into its proper perspective minimizes conflict, examining best/worst case scenarios, and above all not letting personal conflict evolve into team conflict.

Each team member has its individual peak learning times. One team member feels that her best time is early morning. Another feels that mid-morning to late afternoon is better, while the third is better from mid-afternoon to mid-evening. None of the team members is free to use what each considers their best time. Early mornings are tied up with getting children prepared for school or husbands off to work. Mornings and afternoons are dedicated to customers or other job-related occupations. It seems that we all have our lowest performance times in the late evenings, which is when all other priorities seem to die down. For that reason, none of us are at our best after working all day at either stressful jobs or child management duties, yet it seems that is the only period of time we have to devote to our studies.

Assertiveness is the ability to express yourself and your rights without violating the rights of others. This in turn will allow a person to improve their decision-making abilities. The members of Team B are assertive in communicating their ideas to fellow team members in order to complete designated tasks. No member is so overly assertive that it leads to conflict with fellow team members. Members are considerate of others feelings and opinions and communicate extremely effectively with each other. We maintain a clear and honest dialog between each other and do not pay attention to selfishness or act in an aggressive manner with each other.

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If you order your cheap essays from our custom writing service you will receive a perfectly written assignment on If you were to create a trademark or logo (in words, a drawing, a song, etc.) or use an existing one that describes you, what would it be? In an essay, explain how this trademark or logo fits you.. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality If you were to create a trademark or logo (in words, a drawing, a song, etc.) or use an existing one that describes you, what would it be? In an essay, explain how this trademark or logo fits you. paper right on time.

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My commitment to student government stems from this belief. Over the past three years, I have had the privilege of watching students at the International Community School enjoy ASB (Associated Student Body) activities. Though planning and executing events can be a difficult process, it is ultimately worth it when I see students having fun and hear their enthusiastic feedback. Most recently, I organized an environmental education camp for seventh and eighth graders to build school spirit and foster friendships in the youngest grades at my school. These seventh and eighth graders reported a positive experience with their peers, and felt encouraged by the mentors (seniors at my school) they connected with at camp.

Another way I have learned the significance of my motto is through volunteering the Boys and Girls Club. It has been an incredible experience to be a part of shaping kids lives and to see the world through their eyes. I feel refreshed being around their enthusiasm, and I am rewarded by their delighted greetings each time I walk into the Club. I have so much fun hanging out with them, hearing about their lives and helping them deal with so many different issues, from homework to social problems to everything in between. This interaction challenges me and encourages me as I see all kinds of kids growing and learning from their experiences at the Club. In the past year, I facilitated a group that taught basic computer skills to children; it was a highlight of my experience with the Boys and Girls Club. At the end of the year, several stalwart participants ages 7-11 were creating PowerPoint presentations worthy of a high school student. I feel very blessed by my experiences with the Boys and Girls Club because of their positive impact on a wide spectrum of young lives and because of their profound impact on mine.

It is extremely fulfilling and enriching to serve others; they benefit from my service, but I benefit equally if not more so from the lessons I learn. Coordinating ASB events and ensuring their success has given me invaluable leadership experience, speaking skills, organizational prowess and self-confidence. Through serving at the Boys and Girls Club, I have learned the importance of compassion, humility, optimism, passion and perseverance. Improving others lives is rewarding in that I benefit from serving just as they benefit from my service.

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(1745- 177)

The interesting narrative of the life of Olaudah Equiano, or Gustavus Vasa tells a richly detailed story of seagoing adventure, spiritual enlightenment, and economic success in England and the Americas. Equiano's autobiography was the most influential work of English prose by an African American in the eighteenth century. He was the first to write the story of his life himself, without the aid or direction of white ghostwriters or editors, such as his predecessors in the slave narrative relied on. Although Equiano made much of his conversation to Christianity, he made clear his dedication to social change be venting his moral outrage toward slavery and his structuring his story so that freedom, not the consolations of religion, emerges as the top priority of his life in slavery.

Chapter 1

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He starts off by saying that people generally think those memoirs only worthy to be read or remembered which abound in great or striking events, those, in short, which in a high degree excite either admiration or pity all others they consign to contempt and oblivion. He as born in the year 1745, in a charming fruitful vale, named Essake. He talked a great deal about Adultery. Adultery, however, was sometimes punished with slavery or death; a punishment, which he believes, is inflicted on it throughout most of the nations of Africa so sacred among them is the honor of the marriage bed, and so jealous are they of the fidelity of their wives. They are almost a nation of dancers, musicians, and poets. Thus, every great event, such as a triumphant return from battle, or other cause of public rejoicing is celebrated in public dances, which are accompanied with songs, and music suited to the occasion. Their district is a kind of militia on a certain signal given, such as the firing of a gun at night, they all arise in arms and rush upon the enemy. After fighting, the prisoners were not killed, but became a slave. As to religion, the natives believe that there is one Creator of all things, and that he lives in the sun, and is gifted round with a belt that he might own favorite luxury. They practice circumcision like the Jews, and made offerings and feasts on that occasion in the same manner as they did. When someone died, pipes and tobacco were place in the grave with the corpse, which was always perfumed and ornamented, and animals were offered in sacrifice of them.

Chapter

He started by stating that his country have been implanted in him with great care, and made an impression on his mind, which time could not erase, and which all the adversity and variety of fortune I have since experienced serve only to rivet lesson and record; for, whether the love of one's country be real or imaginary, or a lesson or reason, or an instinct of nature, he still look back with pleasure on the first scene of his life. He talked about the day he and two men and a woman kidnapped his sister. Soon after escaping, he was sold to another slave master. During the journey, he acquired two or three different tongues. He was again sold, and carried through a number of places. He then came to a town called Tinmah, the most beautiful country he has ever seen. This was the first time he has seen or tastes the cocoa-nuts. In this country, they did not circumcise. They cooked in iron pots, and had European cutlasses and cross bows, which were unknown to us, and fought with their fists amongst themselves. Towards the end of the chapter, he made a comment about slavery, "Surely this a new refinement in cruelty, which, while has no advantage to atone for it, thus aggravates distress, and add fresh horrors even to the wretchedness of slavery.

Chapter

In this chapter, he was shipped off to North America. On the passage, they were treated when coming from Africa, and they had plenty of rice and fat pork. They landed in Virginia County. Here he was called Jacob. It was about the beginning of the spring 1757, when he arrived in England. He was near twelve years of an age at that time. He often saw his master employed in reading so he became curious. So he decided to take up books and have talked to them.

Chapter 4

He explained that his master treated him very well, and his attachment and gratitude to him was very great. He stated that he respect at least all Englishmen. He explained that he could not go to heaven until he get baptize. So he was baptized by Miss Guerin in St. Margaret's church, Westminster on February 175 by his present name.

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