Queer Evolution Word Goes Mainstream - 1087 Words

Kids Just Don’t Understand Parents are hard folks to please. Ask anyone and they will say just that. Whatever a child does, they receive some sort of comment or criticism from their folks. While some parents are mean and criticize their children with the intention of hurting them, most parents criticize their children because they care and love their child. It boils down to the language parents’ use with their kin, and the actions behind their language. In Martha Irvine’s essay Queer Evolution: Word Goes Mainstream, she explains the evolution of the word queer and how the word has changed over time from a negative to a word that is seen as more tolerated. Irvine’s ideas are echoed in Deborah Tannen’s You’re Wearing That, and Michael Kimmel’s Bros Before Hos in that words parents use with their children might be harmful without the children understanding the actions behind the words. Irvine explains in her essay that words and the ideas behind the words is suspect to change over time. Tannen and Kimmel point out in their essay’s that this is the case when children interpret their parent’s comments as negative instead of positive. Queer Evolution describes how queer transformed from a hateful word to a mainstream word. Although she specifically uses the history of the word queer, the same ideas can be said for many other words. Irvine explains â€Å"in the 1920s and ‘30s the word queer became synonymous with â€Å"pansy†, â€Å"sissy†, and even â€Å"pervert†. That is not the case anymore inShow MoreRelatedAnalysis Of Deborah Tannen s Queer 1204 Words   |  5 Pagesof Michigan published an article titled Queer Evolution which talked about how the word â€Å"Queer† itself has evolved into the mainstream. Originally the word’s definition was to describe something as odd or weird. Society utilized the word â€Å"Queer† as an insult to the LGBTQ communit y. As more sexual orientations are being discovered, â€Å"Queer† became a more accepted word in the gay community in order to make things simpler. Irvine’s essay showed that whatever word we use, can affect a person depending onRead MoreThe Internet, And Media Globalization Essay2172 Words   |  9 Pagesdelve into the concepts of pop culture, representations in narratives, the evolution of the internet, and media globalization. First of all, chapter eight informs the reader about how the media contributes to influencing culture in today’s generation with entertainment and art. Chapter nine then discusses the various representations and stereotypes in narratives and how they influence the media. Then, chapter ten goes into detail on the power and impact of the internet and technology around theRead MoreThe United States1445 Words   |  6 Pagesevidence. At the turn of the century, metropolitan areas began to have secretive subcultures that allowed queer citizens to socialize among each other. This largely went unnoticed by the government until the 1914 Portland Vice Scandal, when over fifty people were detained and tried for engaging in sodomy in Portland, Oregon (Boag, n.d.). This brought the issue of homosexuality to the mainstream and quickly led to nearby states enacting harsher punishments to discourage such activities, including theRead MoreCompare and Contrast Functionalism and Structuralism14315 Words   |  58 Pagesany simple, factual account of ‘what makes people tick’ as discovered by social psychologists. You will, I hope, get a good, basic grounding in the key WHAT IS SO CIAL PSYCHOLO GY? 5 topics, methods and approaches that have been taken by mainstream social psychologists, predominantly by means of experimental studies used to test their theories of and explanations for a wider diversity of social psychological phenomena. 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Can You Say What Your Strategy Is Free Essays

string(66) " that executives should be forced to be crystal clear about them\." www. hbr. org It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. We will write a custom essay sample on Can You Say What Your Strategy Is or any similar topic only for you Order Now If they can’t, neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Reprint R0804E It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Can you summarize your company’s strategy in 35 words or less? If so, would your colleagues put it the same way? It is our experience that very few executives can honestly answer these simple questions in the af? rmative. And the companies that those executives work for are often the most successful in their industry. One is Edward Jones, a St. Louis–based brokerage ? rm with which one of us has been involved for more than 10 years. The fourth-largest brokerage in the United States, Jones has quadrupled its market share during the past two decades, has consistently outperformed its rivals in terms of ROI through bull and bear markets, and has been a ? xture on Fortune’s list of the top companies to work for. It’s a safe bet that just about every one of its 37,000 employees could express the company’s succinct strategy statement: Jones aims to â€Å"grow to 17,000 ? nancial advisers by 2012 [from about 10,000 today] by offering trusted and convenient face-to-face ? ancial advice to conservative individual investors who delegate their ? nanharvard business review †¢ april 2008 cial decisions, through a national network of one-? nancial-adviser of? ces. † Conversely, companies that don’t have a simple and clear statement of strategy are likely to fall into the sorry category of those that have failed to execute their strategy or, worse, those that never even had one. In an as tonishing number of organizations, executives, frontline employees, and all those in between are frustrated because no clear strategy exists for the company or its lines of business. The kinds of complaints that abound in such ? rms include: †¢ â€Å"I try for months to get an initiative off the ground, and then it is shut down because ‘it doesn’t ? t the strategy. ’ Why didn’t anyone tell me that at the beginning? † †¢ â€Å"I don’t know whether I should be pursuing this market opportunity. I get mixed signals from the powers that be. † †¢ â€Å"Why are we bidding on this customer’s business again? We lost it last year, and I thought we agreed then not to waste our time chasing the contract! † page 1 Can You Say What Your Strategy Is? David J. Collis (dcollis@hbs. du) is an adjunct professor in the strategy unit of Harvard Business School in Boston and the author of several books on corporate strategy. He has studied and consulted to Edward Jones, the brokerage that is the main example in this article, and has taught in the firm’s management-development program. Michael G. Ruksta d was a senior research fellow at Harvard Business School, where he taught for many years until his untimely death in 2006. †¢ â€Å"Should I cut the price for this customer? I don’t know if we would be better off winning the deal at a lower price or just losing the business. Leaders of ? rms are mysti? ed when what they thought was a beautifully crafted strategy is never implemented. They assume that the initiatives described in the voluminous documentation that emerges from an annual budget or a strategic-planning process will ensure competitive success. They fail to appreciate the necessity of having a simple, clear, succinct strategy statement that everyone can internalize and use as a guiding light for making dif? cult choices. Think of a major business as a mound of 10,000 iron ? lings, each one representing an employee. If you scoop up that many ? ings and drop them onto a piece of paper, they’ll be pointing in every direction. It will be a big mess: 10,00 0 smart people working hard and making what they think are the right decisions for the company—but with the net result of confusion. Engineers in the RD department are creating a product with â€Å"must have† features for which (as the marketing group could have told them) customers will not pay; the sales force is selling customers on quick turnaround times and customized offerings even though the manufacturing group has just invested in equipment designed for long production runs; and so on. If you pass a magnet over those ? ings, what happens? They line up. Similarly, a well-understood statement of strategy aligns behavior within the business. It allows everyone in the organization to make individual choices that reinforce one another, rendering those 10,000 employees exponentially more effective. What goes into a good statement of strategy? Michael Porter’s seminal article â€Å"What Is Strategy? † (HBR November–December 1996) lays out the char acteristics of strategy in a conceptual fashion, conveying the essence of strategic choices and distinguishing them from the relentless but competitively fruitless search for operational ef? iency. However, we have found in our work both with executives and with students that Porter’s article does not answer the more basic question of how to describe a particular ? rm’s strategy. It is a dirty little secret that most executives don’t actually know what all the elements of a strategy statement are, which makes it impossible for them to develop one. With a clear de? nition, though, two things happen: First, formulation becomes in? nitely easier because executives know what they are trying to create. Second, implementation becomes much simpler because the strategy’s essence can be readily communicated and easily internalized by everyone in the organization. Elements of a Strategy Statement The late Mike Rukstad, who contributed enormously to this article, identi? ed three critical components of a good strategy statement— objective, scope, and advantage—and rightly believed that executives should be forced to be crystal clear about them. You read "Can You Say What Your Strategy Is" in category "Papers" These elements are a simple yet suf? cient list for any strategy (whether business or military) that addresses competitive interaction over unbounded terrain. Any strategy statement must begin with a de? nition of the ends that the strategy is designed to achieve. â€Å"If you don’t know where you are going, any road will get you there† is the appropriate maxim here. If a nation has an unclear sense of what it seeks to achieve from a military campaign, how can it have a hope of attaining its goal? The de? nition of the objective should include not only an end point but also a time frame for reaching it. A strategy to get U. S. troops out of Iraq at some distant point in the future would be very different from a strategy to bring them home within two years. Since most ? rms compete in a more or less unbounded landscape, it is also crucial to de? ne the scope, or domain, of the business: the part of the landscape in which the ? rm will operate. What are the boundaries beyond which it will not venture? If you are planning to enter the restaurant business, will you provide sit-down or quick service? A casual or an upscale atmosphere? What type of food will you offer—French or Mexican? What geographic area will you serve—the Midwest or the East Coast? Alone, these two aspects of strategy are insuf? ient. You could go into business tomorrow with the goal of becoming the world’s largest hamburger chain within 10 years. But will anyone invest in your company if you have not explained how you are going to reach your objective? Your competitive advantage is the essence of your strategy: What harvard business review †¢ april 2008 page 2 Can You Say What Your Strategy Is? your business will do differently from or better t han others de? nes the all-important means by which you will achieve your stated objective. That advantage has complementary external and internal components: a value proposition that explains why the targeted customer should buy your product above all the alternatives, and a description of how internal activities must be aligned so that only your ? rm can deliver that value proposition. De? ning the objective, scope, and advantage requires trade-offs, which Porter identi? ed as fundamental to strategy. If a ? rm chooses to pursue growth or size, it must accept that pro? tability will take a back seat. If it chooses to serve institutional clients, it may ignore retail customers. If the value proposition is lower prices, the company will not be able to compete on, for example, fashion or ? t. Finally, if the advantage comes from scale economies, the ? rm will not be able to accommodate idiosyncratic customer needs. Such trade-offs are what distinguish individual companies strategically. De? ning the Objective The ? rst element of a strategy statement is the one that most companies have in some A Hierarchy of Company Statements Organizational direction comes in several forms. The mission statement is your loftiest guiding light—and your least speci? c. As you work your way down the hierarchy, the statements become more concrete, practical, and ultimately unique. No other company will have the same strategy statement, which de? nes your competitive advantage, or balanced scorecard, which tracks how you implement your particular strategy. MISSION Why we exist VALUES What we believe in and how we will behave VISION What we want to be STRATEGY What our competitive game plan will be BALANCED SCORECARD How we will monitor and implement that plan The BASIC ELEMENTS of a Strategy Statement OBJECTIVE = Ends SCOPE = Domain ADVANTAGE = Means form or other. Unfortunately, the form is usually wrong. Companies tend to confuse their statement of values or their mission with their strategic objective. A strategic objective is not, for example, the platitude of â€Å"maximizing shareholder wealth by exceeding customer expectations for _______ [insert product or service here] and providing opportunities for our employees to lead ful? lling lives while respecting the environment and the communities in which we operate. † Rather, it is the single precise objective that will drive the business over the next ? ve years or so. (See the exhibit â€Å"A Hierarchy of Company Statements. ) Many companies do have—and all ? rms should have—statements of their ultimate purpose and the ethical values under which they will operate, but neither of these is the strategic objective. The mission statement spells out the underlying motivation for being in business in the ? rst place—the contribution to society that the ? rm aspires to make. (An insurance company, for example, might de? ne its mission as providing ? nancial security to consumers. ) Such statements, however, are not useful as strategic goals to drive today’s business decisions. Similarly, it is good and proper that ? ms be clear with employees about ethical values. But principles such as respecting individual differences and sustaining the environment are not strategic. They govern how employees should behave (â€Å"doing things right†); they do not guide what the ? rm should do (â€Å"the right thing to do†). Firms in the same business often have the same mission. (Don’t all insurance companies aspire to provide ? nancial security to their customers? ) They may also have the same values. They might even share a vision: an indeterminate future goal such as being the â€Å"recognized leader in the insurance ? eld. However, it is unlikely that even two companies in the same business will have the same strategic objecti ve. Indeed, if your ? rm’s strategy can be applied to any other ? rm, you don’t have a very good one. It is always easy to claim that maximizing shareholder value is the company’s objective. In some sense all strategies are designed to do this. However, the question to ask when creating an actionable strategic statement is, Which objective is most likely to maximize shareholder value over the next several years? harvard business review †¢ april 2008 page 3 Can You Say What Your Strategy Is? Growth? Achieving a certain market share? Becoming the market leader? ) The strategic objective should be speci? c, measurable, and time bound. It should also be a single goal. It is not suf? cient to say, â€Å"We seek to grow pro? tably. † Which matters more—growth or pro? tability? A salesperson needs to know the answer when she’s deciding how aggressive to be on price. There could well be a host of subordinate goals that follow from the strategic objective, and these might serve as metrics on a balanced scorecard that monitors progress for which individuals will be held accountable. Yet the ultimate objective that will drive the operation of the business over the next several years should always be clear. The choice of objective has a profound impact on a ? rm. When Boeing shifted its primary goal from being the largest player in the aircraft industry to being the most profitable, it had to restructure the entire organization, from sales to manufacturing. For example, the company dropped its policy of competing with Airbus to the last cent on every deal and abandoned its commitment to maintain a manufacturing capacity that could deliver more than half a peak year’s demand for planes. Another company, after years of seeking to maximize pro? ts at the expense of growth, issued a corporate mandate to generate at least 10% organic growth per year. The change in strategy forced the ? rm to switch its focus from shrinking to serve only its pro? table core customers and competing on the basis of cost or ef? ciency to differentiating its products, which led to a host of new product features and services that appealed to a wider set of customers. At Edward Jones, discussion among the partners about the ? rm’s objective ignited a passionate exchange. One said, â€Å"Our ultimate objective has to be maximizing pro? t per partner. † Another responded, â€Å"Not all ? nancial advisers are partners—so if we maximize revenue per partner, we are ignoring the other 30,000-plus people who make the business work! † Another added, â€Å"Our ultimate customer is the client. We cannot just worry about partner pro? ts. In fact, we should start by maximizing value for the customer and let the pro? ts ? ow to us from there! † And so on. This intense debate not only drove alignment with the objective of healthy growth in the number of ? ancial advisers but also ensured that every implication of that choice was fully explored. Setting an ambitious growth target at each point in its 85-year history, Edward Jones has continually increased its scale and market presence. Striving to achieve such growth has increased long-term pro? t per adviser and led the ? rm to its unique con? guration: Its only pro? t center is the ind ividual ? nancial adviser. Other activities, even investment banking, serve as support functions and are not held accountable for generating pro? t. De? ning the Scope A ? m’s scope encompasses three dimensions: customer or offering, geographic location, and vertical integration. Clearly de? ned boundaries in those areas should make it obvious to managers which activities they should concentrate on and, more important, which they should not do. The three dimensions may vary in relevance. For Edward Jones, the most important is the customer. The ? rm is con? gured to meet the needs of one very speci? c type of client. Unlike just about every other brokerage in the business, Jones does not de? ne its archetypal customer by net worth or income. Nor does it use demographics, profession, or spending habits. Rather, the de? nition is psychographic: The company’s customers are long-term investors who have a conservative investment philosophy and are uncomfortable making serious ? nancial decisions without the support of a trusted adviser. In the terminology of the business, Jones targets the â€Å"delegator,† not the â€Å"validator† or the â€Å"do-it-yourselfer. † The scope of an enterprise does not prescribe exactly what should be done within the speci? ed bounds. In fact, it encourages experimentation and initiative. But to ensure that the borders are clear to all employees, the scope should specify where the ? rm or business will not go. That will prevent managers from spending long hours on projects that get turned down by higher-ups because they do not ? t the strategy. For example, clarity about who the customer is and who it is not has kept Edward Jones from pursuing day traders. Even at the height of the internet bubble, the company chose not to introduce online trading (it is harvard business review †¢ april 2008 page 4 Can You Say What Your Strategy Is? till not available to Jones customers). Unlike the many brokerages that committed hundreds of millions of dollars and endless executive hours to debates over whether to introduce online trading (and if so, how to price and position it in a way that did not cannibalize or con? ict with traditional offerings), Jones wasted no money or time on that decision because it had set clear boundaries. Similarly, Jones is not vertically integrate d into proprietary mutual funds, so as not to violate the independence of its ? nancial advisers and undermine clients’ trust. Nor will he company offer penny stocks, shares from IPOs, commodities, or options—investment products that it believes are too risky for the conservative clients it chooses to serve. And it does not have metropolitan of? ces in business districts, because they would not allow for the convenient, face-to-face interactions in casual settings that the ? rm seeks to provide. Knowing not to extend its scope in these directions has allowed the ? rm to focus on doing what it does well and reap the bene? ts of simplicity, standardization, and deep experience. De? ning the Advantage Wal-Mart’s Value Proposition Wal-Mart’s value proposition can be summed up as â€Å"everyday low prices for a broad range of goods that are always in stock in convenient geographic locations. † It is those aspects of the customer experience that the company overdelivers relative to competitors. Underperformance on other dimensions, such as ambience and sales help, is a strategic choice that generates cost savings, which fuel the company’s price advantage. If the local mom-and-pop hardware store has survived, it also has a value proposition: convenience, proprietors who have known you for years, free coffee and doughnuts on Saturday mornings, and so on. Sears falls in the middle on many criteria. As a result, customers lack a lot of compelling reasons to shop there, which goes a long way toward explaining why the company is struggling to remain pro? table. Customer purchase criteria* Low prices Selection across categories Rural convenience Reliable prices In-stock merchandise Merchandise quality Suburban convenience Selection within categories Sales help Ambience poor Delivery on criteria * in approximate order of importance to Wal-Mart’s target customer group Source: Jan Rivkin, Harvard Business School Mom pop stores Sears Wal-Mart excellent Given that a sustainable competitive advantage is the essence of strategy, it should be no surprise that advantage is the most critical aspect of a strategy statement. Clarity about what makes the ? rm distinctive is what most helps employees understand how they can contribute to successful execution of its strategy. As mentioned above, the complete de? nition of a ? rm’s competitive advantage consists of two parts. The ? rst is a statement of the customer value proposition. Any strategy statement that cannot explain why customers should buy your product or service is doomed to failure. A simple graphic that maps your value proposition against those of rivals can be an extremely easy and useful way of identifying what makes yours distinctive. (See the exhibit â€Å"Wal-Mart’s Value Proposition. †) The second part of the statement of advantage captures the unique activities or the complex combination of activities allowing that ? rm alone to deliver the customer value proposition. This is where the strategy statement draws from Porter’s de? nition of strategy as making consistent choices about the con? guration of the ? rm’s activities. It is also where the activity-system map that Porter describes in â€Å"What Is Strategy? comes into play. As the exhibit â€Å"Edward Jones’s ActivitySystem Map† shows, the brokerage’s value proposition is to provide convenient, trusted, personal service and advice. What is most distinctive about Jones is that it has only one ? nancial adviser in an of? ce, which allows it to have mor e of? ces (10,000 nationally) than competitors do. Merrill Lynch has about 15,000 brokers but only 1,000 of? ces. To make it easy for its targeted customers to visit at their convenience—and to provide a relaxed, harvard business review †¢ april 2008 page 5 Can You Say What Your Strategy Is? ersonable, nonthreatening environment— Jones puts its of? ces in strip malls and the retail districts of rural areas and suburbs rather than high-rise buildings in the central business districts of big cities. These choices alone require Jones to differ radically from other brokerages in the con? guration of its activities. With no branch-of? ce management providing direction or support, each ? nancial adviser must be an entrepreneur who delights in running his or her own operation. Since such people are an exception in the industry, Jones has to bring all its own ? ancial advisers in from other industries or backgrounds and train them, at great expense. Until 2007, when it sw itched to an internet-based service, the ? rm had to have its own satellite network to provide its widely dispersed of? ces with real-time quotes and allow them to execute trades. Because the company has 10,000 separate of? ces, its real estate and communication costs are about 50% higher than the industry average. However, all those of? ces allow the ? nancial advisers who run them to deliver convenient, trusted, personal service and advice. Other successful players in this industry also have distinctive value propositions Edward Jones’s Activity-System Map This map illustrates how activities at the brokerage Edward Jones connect to deliver competitive advantage. The ? rm’s customer value proposition appears near the center of the map—in the â€Å"customer relationship† bubble—and the supporting activities hang off it. Only the major connections are shown. TARGET CUSTOMER individual conservative delegates decisions PRODUCT blue chips PRICE one-time commission mutual funds HEADQUARTERS St. Louis home of? e for all activities TECHNOLOGY satellite (historically) LOCATION rural suburban strip mall REGIONAL STRUCTURE no regional management COMPENSATION each ? nancial adviser is a pro? t center ONE FINANCIAL ADVISER PER OFFICE advisers run their own of? ces MARKETING local mailings knocking on doors INVESTMENT PHILOSOPHY long-term buy and hold CUSTOMER RELATIONSHIP face-to-face convenient tru sted ? nancial adviser VALUES CULTURE volunteerism mentoring BRANCH SUPPORT branch-of? ce assistant OWNERSHIP partnership, not public BROKER TYPE entrepreneur member of community HIRE TRAIN hire from outside industry internally train all ? ancial advisers harvard business review †¢ april 2008 page 6 Can You Say What Your Strategy Is? and unique con? gurations of activities to support them. Merrill Lynch. During the ? ve-year tenure of former CEO Stan O’Neal, who retired in October 2007, Merrill Lynch developed an effective strategy that it called â€Å"Total Merrill. † The company’s value proposition: to provide for all the ? nancial needs of its high-net-worth customers—those with liquid ? nancial assets of more than $250,000—through retirement. While a lot of brokerages cater to people with a high net worth, they focus on asset accumulation before retirement. Merrill’s view is that as baby boomers age and move from the relatively simple phase of accumulating assets to the much more complex, higher-risk phase of drawing cash from their retirement accounts, their needs change. During this stage, they will want to consolidate their ? nancial assets with a single trusted partner that can help them ? gure out how to optimize income over their remaining years by making the best decisions on everything from annuities to payout ratios to long-term-care insurance. Merrill offers coherent ? nancial plans for The Strategic Sweet Spot The strategic sweet spot of a company is where it meets customers’ needs in a way that rivals can’t, given the context in which it competes. CONTEXT (technology, industry demographics, regulation, and so on) COMPETITORS’ offerings CUSTOMERS’ needs SWEET SPOT COMPANY’S capabilities such customers and provides access to a very wide range of sophisticated products based on a Monte Carlo simulation of the probabilities of running out of money according to different annual rates of return on different categories of assets. How does Merrill intend to deliver this value to its chosen customers in a way that’s unique among large ? ms? First, it is pushing brokers—especially new ones—to become certi? ed ? nancial planners and has raised internal training requirements to put them on that road. The certi? ed ? nancial planner license is more dif? cult for brokers to obtain than the standard Series 7 license, because it requires candidates to have a college degree and to master nearly 100 integrated ? nancialplanning topics. Second, Merrill offers all forms of insurance, annuities, covered calls, hedge funds, banking services, and so on (unlike Edward Jones, which offers a much more limited menu of investment products). Since several of these products are technically complex, Merrill needs product specialists to support the client-facing broker. This â€Å"Team Merrill† organization poses very different HR and compensation issues from those posed by Edward Jones’s single-adviser of? ces. Merrill’s compensation system has to share income among the team members and reward referrals. Wells Fargo. This San Francisco bank competes in the brokerage business as part of its tactic to cross-sell services to its retail banking customers in order to boost pro? t per customer. It aims to sell each customer at least eight different products. ) Wells Fargo’s objective for its brokerage arm, clearly stated in a recent annual report, is to triple its share of customers’ ? nancial assets. The brokerage’s means for achieving this goal is the parent company’s database of 23 million customers, many of them brought into the ? rm through one particular aspect of the bankin g relationship: the mortgage. Wells Fargo differs from Edward Jones and Merrill Lynch in its aim to offer personalized, rather than personal, service. For example, the ? m’s IT system allows a bank clerk to know a limited amount of information about a customer (name, birthday, and so on) and appear to be familiar with him or her, which is quite different from the ongoing individual relationships that Jones and Merrill brokers have with their clients. harvard business review †¢ april 2008 page 7 Can You Say What Your Strategy Is? LPL Financial. Different again is LPL Financial, with of? ces in Boston, San Diego, and Charlotte, North Carolina. LPL sees its brokers (all of whom are independent ? nancial advisers af? liated with the ? rm) rather than consumers as its clients and has con? ured all of its activities to provide individualized solutions and the highest payouts to its brokers. This means that the vast majority of the activities performed by the corporate headquar ters staff are services, such as training, that brokers choose and pay for on an a la carte basis. As a result, LPL’s headquarters staff is very small (0. 20 people per broker) compared with that of Edward Jones (1. 45 people per broker). Low overhead allows LPL to offer a higher payout to brokers than Jones and Merrill do, which is its distinctive value proposition to its chosen customer: the broker. By now it should be apparent how a careful description of the unique activities a ? rm performs to generate a distinctive customer value proposition effectively captures its strategy. A relatively simple description in a strategy statement provides an incisive characterization that could not belong to any other ? rm. This is the goal. When that statement has been internalized by all employees, they can easily understand how their daily activities contribute to the overall success of the ? rm and how to correctly make the dif? cult choices they confront in their jobs. Developing a Strategy Statement How, then, should a ? rm go about crafting its strategy statement? Obviously, the ? rst step is to create a great strategy, which requires careful evaluation of the industry landscape. Leaving No Room for Misinterpretation Executives at Edward Jones have developed a detailed understanding of every element of the ? rm’s strategy. Here is an example. †conservativeâ€Å" Our investment philosophy is long-term buy and hold. We do not sell penny stocks, commodities, or other high-risk instruments. As a result we do not serve day traders and see no need to offer online trading. We charge commissions on trades because this is the cheapest way to buy stocks (compared with a wrap fee, which charges annually as a percentage of assets) when the average length of time the investor holds the stock or mutual fund is over 10 years. †individualâ€Å" We do not advise institutions or companies. We do not segment according to wealth, age, or other demographics. The company will serve all customers that ? t its conservative investment philosophy. Brokers will call on any and every potential customer. Stories abound within Jones of millionaires who live in trailers—people all the other brokerages would never think of approaching. investorsâ€Å" Our basic service is investment. We do not seek to offer services such as checking accounts for their own sake, but only as part of the management of a client’s assets. †who delegate their ? nancial decisionsâ€Å" We do not target self-directed do-it-yourselfers, who are comfortable making their own investment decisions. We are also unlikely to serve validators, who are merely looking for reassurance that their decisions are correct. Edward Jones’s Strategy Statement To grow to 17,000 ? nancial advisers by 2012 by offering trusted and convenient face-to-face ? ancial advice to conservative individual investors who delegate their ? nancial decisions, through a national network of one-? nancialadviser of? ces. harvard business review †¢ april 2008 page 8 Can You Say What Your Strategy Is? This includes developing a detailed understanding of customer needs, segmenting customers, and then identifying unique ways of creating value for the ones the ? rm chooses to serve. It also calls for an analysis of competitors’ current strategies and a prediction of how they might change in the future. The process must involve a rigorous, objective assessment of the ? m’s capabilities and resources and those of competitors, as described in â€Å"Competing on Resources: Strategy in the 1990s,† by David J. Collis and Cynthia A. Montgomery (HBR July–August 1995)—not just a feel-good exercise of identifying core competencies. The creative part of developing strategy is ? nding the sweet spot that aligns the ? rm’s capabilities with customer needs in a way that competitors cannot match given the changing external context—factors such as technology, industry demographics, and regulation. (See the exhibit â€Å"The Strategic Sweet Spot. ) We have found that one of the best ways to do this is to develop two or three plausible but very different strategic options. For example, ? eshing out two dramatically different alternatives—becoming a cheap Red Lobster or a ? sh McDonald’s—helped executives at the Long John Silver’s chain of restaurants understand the strategic choices that they had to make. They had been trying to do a bit of everything, and this exercise showed them that their initiativ es—such as offering early-evening table service and expanding drive-through service—were strategically inconsistent. Competing on the basis of table service requires bigger restaurants and more employees, while drive-through service requires high-traf? c locations and smaller footprints. ) As a result, they chose to be a ? sh McDonald’s, building smaller restaurants with drive-through service in hightraf? c locations. The process of developing the strategy and then crafting the statement that captures its essence in a readily communicable manner should involve employees in all parts of the company and at all levels of the hierarchy. The wording of the strategy statement should be worked through in painstaking detail. In fact, that can be the most powerful part of the strategy development process. It is usually in heated discussions over the choice of a single word that a strategy is crystallized and executives truly understand what it will involve. The end result should be a brief statement that re? ects the three elements of an effective strategy. It should be accompanied by detailed annotations that elucidate the strategy’s nuances (to preempt any possible misreading) and spell out its implications. See the exhibit â€Å"Leaving No Room for Misinterpretation. †) When the strategy statement is circulated throughout the company, the value proposition chart and activity-system map should be attached. They serve as simple reminders of the twin aspects of competitive advantage that underpin the strategy. Cascading the statement throughout the organization, so that each level of management will be the teacher for the level below, becomes the starting point for incorporating strategy into everyone’s behavior. The strategy will really have traction only when executives can be con? ent that the actions of empowered frontline employees will be guided by the same principles that they themselves follow. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ The value of rhetoric should not be underestimated. A 35-word statement can have a substantial impact on a company’s success. Words do lead to action. Spending the time to develop the few words that truly capture your strategy and that will energize and empower your people will raise the long-term ? nancial performance of your organization. Reprint R0804E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. br. org harvard business review †¢ april 2008 page 9 Further Reading The Harvard Business Review Paperback Series Here are the landmark ideas—both contemporary and classic—that have established Harvard B usiness Review as required reading for businesspeople around the globe. Each paperback includes eight of the leading articles on a particular business topic. The series includes over thirty titles, including the following best-sellers: Harvard Business Review on Brand Management Product no. 1445 Harvard Business Review on Change Product no. 842 Harvard Business Review on Leadership Product no. 8834 Harvard Business Review on Managing People Product no. 9075 Harvard Business Review on Measuring Corporate Performance Product no. 8826 For a complete list of the Harvard Business Review paperback series, go to www. hbr. org. To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail customizations@hbsp. harvard. edu page 10 How to cite Can You Say What Your Strategy Is, Papers

Crisis and Trauma Counselling for Psychotherapy - myassignmenthelp

Question: Discuss about theCrisis and Trauma Counselling for Psychotherapy. Answer: Introduction: The concept of crisis and trauma counselling has been developed to help people resolve crisis inducing events. These situations occur in any circumstances and have to be dealt with as soon as possible. In many occasions the individuals facing problems lose all capabilities of responding to situations, so they require the proper amount of help and support in order to come out of their depressing state of mind. In order to help a client to combat his or her depression and stress levels it is necessary to understand the given situation well and help the person accordingly. Proper identification of the problem is hence an extremely important step in crisis and trauma counselling. Situations experienced by the client: The provided case study is about a 34 year old psychologist named Patricia. She has faced the pressure of being a single parent. The responsibility of single-handedly raising a child is quite challenging. Apart from this the client also has responsibilities pertaining to the society. In this connection it can be clearly stated that the client faced significant personal issues. These consisted of being a single parent and tackling responsibilities of raising her son and even the work pressure. Being a single parent, the client is incapable of sharing her problems and getting the required mental and emotional support which can usually be provided by a spouse. The situational issue related to this case is that of balancing all aspects of the clients life. The responsibilities of work cannot be ignored by her and at the same time she does not get adequate rest after fulfilment of all her responsibilities. The client also has an office at her home from where she works late into the night and hence the situation in which she is working are taxing and extremely strenuous (Capuzzi Stauffer, 2016). The environment at work which the client faces during the day is also very strenuous as the organisation which she works in has very less chances of employing additional staff. This also contributes towards her increased stress levels (Gladding Newsome, 2017). Besides this, there is a significant amount of speculation and judgemental attitudes towards single parents which needs to be dealt with in a proper way for which the client might feel stressed or pressurised. Signs and symptoms experienced by the client: Due to the stressful work conditions of the client as well as situational factors, she has upheld certain symptoms related to changed psychological, emotional as well as behavioural patterns. Regarding the physical traits it can be said that the client faced considerable amount of exhaustion at work. The client also indulged in comfort eating at the time of stress which accounted for even more amount of stress related to her body weight. She also suffered from severe headaches due to tension and also had difficulty in falling asleep. Her racing thoughts and random patterns of thinking did not let her fall asleep (Headington Institute, 2017). Emotionally the client started feeling down, low, de-motivated at work and dreaded work. There was a certain amount of distance which she felt from her everyday activities. She also felt extremely frustrated regarding her job and felt that she was deprived. She felt let down and sad at not being given the level of promotion which she felt she desired. The behavioural changes were experienced in her daily response to the other staff members and her colleagues. There was an increased irritation in her demeanour and she felt that her colleagues were irritating. The mails which she sent seemed to communicate the levels of her anger and frustration. The client also felt as if her tasks and responsibilities at work were weighing down on her and her productivity started declining despite the additional efforts which she put in (Levers, 2012). The ways in which the client can improve the situation: The best way in which stress can be managed is by channelizing ones thoughts in a particular direction. A person needs to try to choose one thought over another or tackle one thought at a time which is necessary in case of this particular client as well. In case one thought is focussed at a time there will not be a chance of experiencing chaotic thoughts in ones mind. There also are spiritual solutions to such problems, like meditation and the art of staying calm. The thoughts in the head can be calmed down to a significant extent by regularly practicing the art of meditation. The client can start by devoting a certain amount of time in the morning for meditation and can keep on increasing the time bit by bit in order to calm the thoughts which crowd the mind (Headington Institute, 2017). There also needs to be a support system where the client should be able to reach out to others and share the trauma or sad experiences. In case the client can share the problems with her colleagues she can receive a sense of reassurance which might help her concentrate on her work and reduce the levels of frustration experienced by her. It is advisable that the client works towards building a friendly relation with her son so that they can interact casually and can solve each others problems (Hillman, 2013). The psychological inception of the thought processes of the client needs to be understood by her in order to control the thoughts before they start to occupy the brain. The client can also attend inspirational talks in order to attain peace of mind (Levers, 2012). Conclusion: There are several ways in which victims of trauma or crisis situations can be tackled. It needs to be understood that they should not lose hope and should keep on focussing on the positive aspects of life. It needs to be remembered that these situations are very normal and can be tackled with proper care. It is due to the regular interaction with the victims of violence that a negative impact falls on the people who work in such centres. Proper counselling and monitored medication in special cases can solve the issue easily. References: Capuzzi, D., Stauffer, M. D. (2016).Counseling and psychotherapy: Theories and interventions. John Wiley Sons. Gladding, S. T., Newsome, D. W. (2017).Clinical mental health counseling in community and agency settings. Pearson. Headington Institute. (2017).Headington Institute | Blog | Managing Stress: How you think about stress matters. [online] Available at: https://www.headington-institute.org/blog-home/609/managing-stress-how-you-think-about-stress-matters [Accessed 21 Oct. 2017]. Headington Institute. (2017).Headington Institute | Blog. [online] Available at: https://www.headington-institute.org/blog-home/search/resilience [Accessed 21 Oct. 2017]. Hillman, J. L. (2013).Crisis intervention and trauma: New approaches to evidence-based practice. Springer Science Business Media. Levers, L. L. (Ed.). (2012).Trauma counseling: Theories and interventions. Springer Publishing Company.

The Road of Life free essay sample

In his poem, Traveling through the Dark, William Stafford presents the reader with the difficulty of one mans choice. Immediately, the scene is set, with the driver, who is traveling through the dark on a treacherous winding road when suddenly he sees a dead deer in the road. Right away, the speaker realizes what he must do: It is usually best to roll them into the canyon. The reader can recognize that this is not a new situation for the speaker and he makes it clear that to leave the deer lying in the road could cause an unsuspecting car to swerve and go toppling into the canyon, which might make more dead. The speaker then continues to report the details of what he did next: he got out of the car, which he parked Just ahead of the deer carcass, and stumbled back of the car. He examines the deer and finds that she has stiffened already, almost cold. We will write a custom essay sample on The Road of Life or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page But as he drags her body over to the lip of the canyon, he notices that she was large in the belly. It appears that the doe is pregnant because when he felt her side it was warm. The baby was still alive. This turn of events causes the speaker to reconsider. Pushing a dead deer off the side of the cliff is one thing, but a deer whose baby is alive is different. He knows that if he ushes the dead doe over the cliff, he is killing the unborn baby, so beside that mountain road [he] hesitated. Although a car could come speeding around the turn at any time, the situation catches the speaker off guard and makes him wonder how could he Just heartlessly toss away this innocent life? The speaker seems to be contemplating two options. He could try to deliver the baby to save its life, which he would prefer to do. But he quickly realizes that this option is not a realistic one at all. He couldnt do a surgery like this on such a dark road and be able to keep the baby alive. The speaker thinks hard about what to do. He calls his hesitation my only swerving, because when he realized that the doe was pregnant, his decision to toss it over was reconsidered. But he finally comes to the conclusion that he has no choice but to try to save other humans before its too late so he pushed her over the edge into the river. Who is it best for, the deer or man? Is human life more important than animal life? These are questions that arise when reading the poem and are questions that the speaker must answer before the night is over. Through his use of metaphor, symbolism, and personification, Stafford alludes to the difficult decisions that occur long the road of life, especially death, and the consequences that are a result from those decisions. With the use of these devices, Stafford shows the theme of death as a consequence of these decisions and reveals the conflict between humans and nature. The poem uses four four-line stanzas and a concluding two-line verse. It is a narrative description of the speakers actions during the darkness. There are no regular rhyme schemes and its irregular in meter. But Stafford seemed to be playing with rhymes by using near rhymes like road and dead; killing and belly; waiting and hesitated; engine and listen; swerving and river. Stafford may be doing this so the poem doesnt have a definite structure, giving it a more relaxed feeling when reading it. The poem seems to be set in a conversation style, where the speaker is talking out loud, reliving the event that occurred that night. To illustrate the theme of death, Stafford presents a metaphor relating the literal road to the road Wilson River road. Also, the reader gets the sense that the road is dark and isolated. The only lit section of this road is the stretch that the speaker is travelling n. Symbolically, this represents the speakers current life. The road that has already been traveled symbolizes his past. The speaker may be unable to see his past because of the darkness. He also literally cant see farther ahead, only as far as the headlights will allow, because of the darkness. This sy mbolizes how the future in our lives is yet to be discovered. Staffords symbolic description of the road is comparable toa mans trip along the path of life. In this poem though, Stafford reveals conflicts with stopping along the path of life, not travelling along it. The eceased deer is what forces the speaker to stop along the road, but death in life is what causes humans to stop along their path and take time to make decisions. Stafford also uses symbolism of the deer, canyon, and river to reinforce his theme. The deer is seen as a roadblock which must be dealt with before the speaker can continue on his trip. He cant simply push death to the side of the road as the reader sees when he has a hard time making up his mind. But the deer would Just decay if it were left there. Instead, as Stafford states in the first stanza, it is usually best to oll them into the canyon. Stafford shows the way to deal with this is to discard of it immediately and not to hesitate at all. This may be true for the safety of other cars and people, but symbolically the reader sees it is necessary to deal with this problem so one can continue on their path in life. The canyons with the river at the bottom could symbolically represent a way to wash all our problems away. By Just pushing the deer over the edge and not hesitating, one is getting rid of this problem without letting these troubles hold them back. Another way the decisions made when topping along the road of life are symbolized is through Staffords use of language. The word swerving is used twice in the poem. When explaining why the man should move the deer, Stafford writes, to swerve might make more dead. This also could symbolically refer to a swerve in Judgment. If the speaker makes a swerve in his decision, it has consequences which may cause problems or even death.

Frank Lloyd Wright Essays (3051 words) - Modernist Architects

Frank Lloyd Wright Essays (3051 words) - Modernist Architects Frank Lloyd Wright NOTE: Received an A with some corrections. If your professor is one who checks bibliography's be careful with mine. Art History 5 December 2000 Frank Lloyd Wright American architect, Frank Lloyd Wright is considered the pioneer in modern style and one of the greatest figures in twentieth-century architecture (Twombly, 16). According to Frank Lloyd Wright: having a good start, not only do I fully intend to be the greatest architect who has yet lived, but fully intend to be the greatest architect who will ever live. Yes, I intend to be the greatest architect of all time. It appears that from the beginning, Frank Lloyd Wright was destined by fate, or determination, or by his mothers support, to be one of the most innovative and celebrated architects of the twentieth century. Throughout his life, he designed nearly 900 structures, some 400 of which were actually built. He was principally known for his highly original methods of uniting buildings with their surroundings (Hirsh, 189). Wright was also renowned for initiating new architectural and engineering techniques but was often criticized by the more conventional architects who opposed his new methods (Twombly, 17 - 18). Frank Lincoln Wright (he would later change his middle name to Lloyd) was born on June 8 1867 in Richland Center, Wisconsin, to Anna Lloyd-Jones Wright and William Russell Cary Wright. Anna Lloyd-Jones was a teacher from a large close-knit Welsh family of farmers and ministers. His mother and her family would have a tremendous influence on Frank throughout his life. Franks father, William, was a devout Unitarian preacher and musician. The Wright family spent many evenings listening to William read such works as Emerson, Thoreau, and Blake . In 1869 through 1878, the Wright family traveled the country, relocating to Iowa, Rhode Island, and Massachusetts, where William held pastorate positions (Taliesin Preservation). His father moved from job to job dragging the family along which often resulted in financial difficulties. In 1878, the Wrights eventually returned to the hills of Wisconsin, close to the strong support of Annas family. Finally, settling back in Wisconsin, William Wright became secretary of the Wisconsin Conference of Unitarians and Independent Societies (Gill, 57). Anna relied heavily upon her family to help rear her children. Frank spent numerous hours helping his uncles in the fields, who taught him the importance of hard work. His aunts and his mother intellectually guided him in education, religion, and nature, which played an important part in forming Franks architectural philosophy. Using Froebels geometric blocks to entertain and educate her son, Anna seems to have struck on the genius and imagination her son possessed. Anna consistently encouraged Frank to achieve great things in the field of Architecture (Gill, 58). In 1885, Frank quit high school and entered the University of Wisconsin at Madison (as a special student). He studied civil engineering because the school did not offer any courses in architecture. No longer working in the fields, Frank worked for the dean of engineering in order to supplement the family income but he was not enthused with his situation and dreamed of going to Chicago (Gill, 74). After two years at the University, Frank left and moved to Chicago. In Chicago, Frank found a job as a draftsman with the major firm headed by Louis Sullivan (Art Through the Ages, 1058 - 1060). Sullivan had a profound influence on Frank and became his mentor in architecture (Twombly, 153). With the industrial age, came a growing suburban population. The firm of Alder and Sullivan concentrated on downtown commercial buildings, whereas Frank accomplished residential contracts. His work soon expanded and he accepted contracts outside the firm. When Sullivan discovered this in 1893, he felt betrayed, accused Frank of a breach of contract, and demanded that Frank discontinue working outside the firm. Rather than drop his night job, Frank walked out on the firm (Gill, 87-88). Frank Lloyd Wright quickly built up a practice in residential design that eventually expanded to include commercial architecture. Through designing a prairie-style home and implementing new techniques and materials, business thrived. He created the philosophy of organic architecture, the central principle of which maintains that the building should develop out of its natural surroundings so that the indoors and

ACT Test Dates 2016-2017

ACT Test Dates 2016-2017 SAT / ACT Prep Online Guides and Tips At PrepScholar, we keep track of all the best information to advise you about future test dates. Knowing the registration deadlines and test schedule can help you devise your study plan and stay organized so that you can reach your target score. In this article, I’ll give you the ACT test dates for 2016-2017 and explain the factors to think about when picking your test date. ACT Test Dates for 2016-2017 Here are the test dates, registration deadlines, and anticipated dates for scores to be released. Test Date Deadline Late Deadline Score Release* Sept 10, 2016 Aug 5, 2016 Aug 19, 2016 Sept 19; Oct 3, 2016 Oct 22, 2016 Sept 16, 2016 Sep 30, 2016 Nov 8; Nov 15, 2016 Dec 10, 2016 Nov 4, 2016 Nov 18, 2016 Dec 21, 2016; Jan 4, 2017 Feb , 2017** Jan 13, 2017 Jan 20, 2017 Feb 21; Feb 28, 2017 Apr 8, 2017 Mar 3, 2017 Mar 17, 2017 Apr 26; May 10, 2017 June 10, 2017 May 5, 2017 May 19, 2017 June 21; June 28, 2017 *= Refers to online score release. The first date is when multiple choice scores come out, and the second one is when complete scores are available. **= No February dates are scheduled in New York. How Accurate Is the Table Above? The test dates and registration deadlines come from official ACT sources and have been released. The score release dates are projected based on information from past tests, but generally, scores will come out within a week of the projected dates. Keep in mind that there's some variance in when multiple choice scores come out and not everyone receives them at the same time. How to Choose Your Test Date Here are some of the major factors to consider when selecting your ACT test date: Know Your Deadlines! The most important thing to remember is to take your ACT before any deadlines. If you apply regular decision, the December test in your senior year will be the last test you can take for most colleges. If you apply early, the last test you can take may be in October or November of your senior year. Also, scholarships have deadlines. If you want to obtain any scholarships that consider your ACT score, you’ll need to have your test score before the scholarship deadlines. How Many Times Do You Planto Take the ACT? Most students improve their scores when they retake the ACT, and you want to give yourself an opportunity to take the test multiple times. Generally, we suggest first taking the ACT in the fall of your junior year. Then you can retake it in the spring of your junior year and the fall of your senior year if necessary. How Long Do You Needto Study? When selecting your test date, give yourself enough time to prepare. Get a rough idea of how long you’ll need to study and make sure you’ll be able to effectively prepare before you take the test. If you take both the April and June tests without doing any studying in between, your score probably won’t improve much. Do You Have Conflicts With Any Test Dates? Check to see if you have any potential conflicts on or around any of the ACT test dates. Maybe the February date is during your basketball playoffs and you’ll be too busy to study. Perhaps you want to avoid the June test date because you’ll be focusing on your finals. It may be difficult to find a time when you can fully devote yourself to the ACT, but you should try to pick the best test dates for you. What's Next? If you're studying for the ACT, use free practice tests to help you prepare. Also, find out which schools require you to send all your ACT scores. Finally, if you have any questions about the ACT, you'll want to check out our expert answers to frequently asked questions about the ACT. Want to improve your ACT score by 4+ points? Download our free guide to the top 5 strategies you need in your prep to improve your ACT score dramatically.

The Neurophysiology of Peripheral Neurogenic Pain Essay - 1

The Neurophysiology of Peripheral Neurogenic Pain - Essay Example This study focused on the aspects of peripheral neurogenic pain with regard to its neurophysiology. According to Hecke et al., epidemiology of pain involves the investigation of the distribution, as well as, the causes of pain and ill health and also how this information can be integrated into managing these predicaments. The epidemiology of pain can be addressed through paying much attention onto the widespread and intermittent pain disorders that are commonly experienced by persons in their daily lives. In focusing on the epidemiology of pain, the core question that might arise would be in relation whether the persistence of pain is a result of unremitting or never-ending ailment. The term scale in this aspect denotes that pain may either be bodily, emotional, or mental. Subsequently, individual views or opinions regarding pain also differs (Simpson et al. 90-95). Stewart, in a study to determine the difference in the pain levels between the two genders and based on their ages, conducted a study that recorded a higher frequency of felt pain among women who rated higher levels of painful feelings as compared to men. This factor is attributed to genetic differences between male and female, as well as, the variations in responsibilities that are bestowed upon each gender by the society. The following graph illustrates the differences on frequency or commonness of pain between men and women Seattle Washington. The results as shown are in percentages. In the graph above, the values on the y-axis represent the percentages of age-sex frequency as was conducted between males and females, while the x-axis represents the ages in groups spanning from 18 to over 65 years of age of the respondents. According to Hecke et al., the medical records in that are found in health institutions have shown a higher proportion of women seeking treatment for pain related problems more than males do. The difference in the

ESL Classroom Mgmt Strategies Research Paper Example | Topics and Well Written Essays - 1750 words

ESL Classroom Mgmt Strategies - Research Paper Example For any teacher to be effective in teaching English as a foreign language class management skills are prerequisite. It is an acknowledged fact that classroom management is of critical importance in enhancing the effectiveness of pedagogy since a lack of the same would result to a reduction in cognitive and overall development of the learners. As such effective teaching and learning of English as a second language is dependent upon effective classroom management (Brown 1-12). Classroom management entails the manner of controlling behaviour that would result in disruptions so as to ensure that teaching and learning is maximized. Pedagogical content knowledge entails all of the skills possessed by a teacher which enables them to transmit pedagogical content. This normally includes generic education and subject skills. Subject includes student and teacher based methods and approaches that are employed in the teaching of particular issues. Good examples are the Communicative Language teac hing or the Audio lingual strategy which are exclusive to the teaching of languages. Generic education pedagogy on the other hand includes learner teacher methods and approaches which may be employed in the teaching of any subject. ... sually migrants they may portray behavior which is not normal of the natural born members of the class and hence which would cause disruption (Buchman 143-148). Contrary to public opinion the terms discipline and management are not synonyms of each other. Many people associate discipline with punishment even as it is a means of modifying, correcting and inspiring desired behavior. While discipline is part of management it does not entail all the aspects of management. In addition to discipline management also involves the organization of students, materials, time and space to foster learning. It also entails the approaches and methods employed in order to have the ordered environment for learning and teaching (Bharkhuizen and Gough 453-471). The disciplining of learners in the second language class should be in such a manner that would show care and concern and not victimization (Allison and Rehm 7). Approaches in Classroom Management In classroom management it is important that the teacher employs a particular approach that would ensure he has a proper control over the class. Approaches employed in the management of the classroom include but are not limited to: punishments and rewards, learner teacher relations (Pedder 171-200). The teacher needs top foster compliance in the students by being assertive in the setting up of protocol for instance time of entry into the class, submitting assignments among others. New learners tend to test out the teacher and hence it is important that the teacher set out the protocols that are to be followed from the very beginning of learning (Brynes 472-494). Strategies which are geared towards the inhibition of negative learner behavior such as punishment may not be effective since learners of English as a second language may see this

Noblest Roman of All Essay Example for Free

Noblest Roman of All Essay The noblest Roman of them all, according to Marc Antony, was Brutus one of the conspirators who stabbed Caesar to death. The note of regret here is ironic, to say the least, because Antony raised the army which has destroyed Brutus. Thats what brings me to say Marcus Antonius is in fact the actual Noblest Roman of them all. Brutus and his group of conspirators brutally murdered Caesar, whom Antony was very loyal to. Yet after the conspirators were killed Antony praised Brutus, not curse him as others expected him to. He believed of all the conspirators, only Brutus thought of the common good, and had honest intentions toward the general populace. The rest merely envied Caesars greatness; Brutus thought it a real threat to the Republic. He recognized Brutus as an honest man who was blinded by others with bad intentions. And in my opinion it takes a noble man to recognize another noble man. Marc Antony was not a man of many weaknesses but, if you had to pin one on him, it would have to be that his name wasnt as prestigious as some of his predecessors. Marcus Brutus was a very popular man, because, he was basically Caesars right hand man. Some would argue that No one would know Caesar better than Brutus, but that didnt stop Antony. Even though he wasnt as popular as Marcus Brutus, he somehow swayed the crowd in his favor. One of Marc Antonys greater strengths was his oratory skills. He was a great orator and he used that to his advantage. He had a penchant for superlatives. The noblest Roman of them all directly echoed The most unkindest cut of all . In effect, he paints Brutus, at different times, both as a villain and as a superlative Roman. In both cases, Antony is aware of the rhetorical necessities of the situation. Marc Antony was the noblest roman of all because he risked his life for an already dead man but he approached the beast without flinching. He put aside his fears to stand up for justice. He even paid his respect to one of the conspirators Brutus because even though he commited a heinous crime, Brutus was just confused, and Antony had enough wisdom to realize

History Of Physicians Assistant :: essays research papers fc

The year is 1959, and Mr. Scott has had a migraine headache for the past few weeks and so he drives to the local Potsdam Hospital. The poignant antiseptic smell fills his nostrils as he steps unto the polished hospital floor but what catches his eye is the large number of people waiting in the lounge. Mr. Scott patiently stands behind the long line of people to sign the needed forms to be seen by the physician. An hour and a half passes, and it is finally his turn to see the receptionist. He looks at the woman behind the counter in the bright white uniform and asks, â€Å"Is it always like this?† The woman replies in a weary but irritated tone â€Å"It was not this hectic until Dr. Johnson and Dr. Smith left to specialize in Syracuse.† As Mr. Jones fills out the questionnaire about his insurance, he mutters to him self, â€Å"Boy, they need to do something about this. They should hire more doctors or something." The medical community did do something to off set th e projected decline of physicians. About thirty years ago, a new health care profession was integrated into the medical field to assist physicians to prescreen and handle the routine patient loads. At first, Physician Assistants (PA’s) met some opposition, but later they were accepted as a need and an asset to society. The following history of the physician assistant will show how a crisis caused the development of this profession, and the conditions which created the profession and how the struggles of the PA profession during the 1960’s through the 1970’s ended with the maturity phase of the 1980’s and 1990’s. A crisis caused the development of the PA profession. This problem was the widely held belief that there was a shortage of medically trained personnel , which originated from the 1959 Report of the Surgeon General’s Consultant Group of Medical Education. This report gave three main reasons why an expansion of health care was needed in the United States: 1. There was fear of rapid population growth projections with disproportionate increases of the young and elderly. These two populations statistically and historically utilize more health care than the average populace. 2. There was an increased per capita use of health care facilities. This was spurred by numerous factors. The first was improved living standards that brought higher life expectancy and lower infant mortality.

From a reading of Hardy’s short stories, discuss how Hardy brings out the aspects of Victorian society in ‘The Withered Arm’ and ‘The Son’s Veto’

A6. Thomas Hardy lived during the Victorian period and he loved from 1840-1928. He was a famous novelist and poet but his points were not liked by the people in the year of 1840. Thomas Hardy was known as a Novelist and his stories crossed the modern and Victorian age. Thomas Hardy also lived in the middle class family and was born in Dorset a tiny village in the south west of England. Also, he used the locality of Dorset in his stories. He was the person who felt men were bond servants of chance and that they played an important role on our lives. In both the short stories, ‘The Withered Arm' and ‘The Son's Veto', he used a lot of description which was one of the other reasons why he was so popular. This is because his innate gift of description expressed someone or something in the deepest form which could actually help the reader picture the person or something clearly. First of all in both the short stories, ‘The Withered Arm' and ‘The Son's Veto' we see clearly that marriages could only happen between two people of the same class and that it could only be between social equals and this is one of the aspects that society judged a person on. Also, in both the short stories written by Thomas Hardy the level of your class in society determined the respect one would get. In ‘Withered Arm', the case was that Farmer Lodge was of a lower class, and when he came up in his class in society, he married Gertrude who too was of a high class and was a lady. Here, Farmer Lodge stepped out of his original class and wanted to be exactly look a person of a higher class which is why he left Rhoda Brook who was of the lower class, although she had given birth to a son, and so he decided to start his life as a gentleman. He had also married Gertrude because she was so beautiful, and this was another thing society looked on – the appearance of a person. This is why in the beginning Rhoda Brook sends her son to spy on Farmer Lodge's newly wedded wife which we soon come to recognise as Gertrude. Rhoda Brook thus this because she wants to know if the woman Farmer Lodge has married is good looking and well off which she presumed as the sole reason for leaving her. This is mainly because society's nature was that they graded people for the way they looked, and accordingly, respect would be given to that the person. This can be proven by the quote, ‘And if she seems like a woman who has ever worked for a living, or one that has been always well of, and has never done anything, and shows marks of the lady on her, as I expect she do. ‘ This quote is about Rhoda Brook who is keen to know if Farmer Lodge ha left her for the class distinction. Also in the Victorian society, men married woman who were extremely young which is what Farmer Lodge did exactly. In ‘The Son's Veto', we see almost the same picture but based on the same idea of class distinction. Here, we see Sophy, a parlour maid who is in love with Sam, who is a gardener, and is of the lower class just like Sophy is. Sadly, Sophy, plays the hard to get behaviour which, is so common to Victorian behaviour, and when Sam proposes she stalls, and soon has a fight with him. Then comes along Reverend Twycott, who then notices Sophy as a ‘kitten-like flexuous, tender creature', and then after a series of events soon proposes to Sophy, and since she had fought with Sam, he was out of her mind, and so she agrees. The sad thing was that she did not truly love him, but she had immense respect and awe for him, ‘which almost amounted to veneration'. As the story unfolds, Hardy soon reveals that her trying to step out of her class was a big mistake as she was left unhappy with her life. Reverend Twycott on the other hand, knew that my marrying Sophy, he basically ‘committed social suicide' as society would totally not accept the marriage between to not social equals who were not of the same class. The quote to prove this is ‘their was a marriage-service at the communion rails, which hardly a soul knew of. Though this quote it is quite evident that no marriage guests were invited for the sole reason that society would not accept the idea of them being together, and would reject them which would soon make them outcasts. Also, this was because society would not understand a bit, as they always seemed to put no reason before what seemed like logic to them. In ‘The Withered Arm' , Farmer Lodge could not marry Rhoda Brook even if he wanted to as he too would be made an outcast in the eyes of society as he was no more a lower class just as Rhoda Brook was, but he was of the higher class and could only be with someone of the same class as he was. The irony in both of these stories is that in ‘The Withered Arm', Farmer Lodge truly loved Rhoda Brook, but could not marry her as society did not accept it and so he did not try fighting for their love. Whereas in ‘The Son's Veto', Sophy loved Sam very much and could have married him, but because of the fight between the two of them she chose respect for Reverend Twycott, over the love that Sam was offering her. Farmer Lodge infact, was much lower in class than Reverend Twycott was, and also, Rhoda Brook, Sophy and Sam were of the same class. Sophy in choosing Reverend Twycott as her husband who was of the higher class, over Sam who was of the same class as she was, made a terrible mistake as she soon learns that moving out of your class only brought unhappiness. This is because Sophy was never really happy because when Reverend Twycott died, she was left lonely, and she did not find the joy she had with Sam. This was because with Sam she could afford to be herself, that was a person of a lower class, whereas now in the eyes of society and her husband she had to pretend to be a ‘lady' which was the artificial her. This can be shown by the quote, ‘Sophy the woman was as charming a partner could possess, though Sophy the lady deficiencies. ‘ When ananlysing this quote, it makes a whole lot of sense as the real her that was a person of lower class, was a ‘woman' who was ‘as charming a partner could possess' that was she was a real nice person but in being a ‘lady' she had her ‘deficiencies', that was that although she tried to act like a lady, she never was a perfect one, as she was trying to be something she was not – a ‘lady'. We can also see how Hardy steps up Sophy from ‘woman' that was so pure and gentle, to a ‘lady' that wasn't perfect which in society's eyes was extremely bad. Thus by being with Sam, she could afford to be herself, whereas in the eyes if society she had to be a ‘lady'. Also we can see this through two more quotes: ‘and wither she would have gone back- O how gladly! – even to work in the fields. Through this quote it is quite evident that when she looks on her life in the past and what is now, she does not even mind a single bit and she would be glad to work in the fields, just to get back to the real person she was. The second quote to prove that moving out of one's class rarely brought happiness and satisfaction is, ‘She had occasionally thought of him, and wondered if life in a cottage with him would not have been a happier lot than the life she had accepted. Through this quote, it is quite evident that she feels a great sense of regret as there is great probability that she would have been better off with Sam and a happy life. In way her case is quite understandable as she might not have been accepted by many other people because of the class she was in, and this isolation can be seen in the beginning of the story when Hardy talks of the effort she put in every day to set her hair. This can be better understood by the quote, ‘One could not understand such weavings and coilings being wrought to last intact for a year, or even a calendar month but that they should be all demolished regularly at bedtime, after a single day of permanence, seemed a reckless waste of successful fabrication. ‘ Through this quote we can understand that she put in a great effort to design her hair, and Hardy makes it seem like a great work of art which only lasted till the end of the day. The reason why she did this can be seen through the quote, ‘She had no maid, and it was the only accomplishment she could boast of. From this we can see that she was not somebody great and she was of the lower class, and since she was not famous or anything, she wanted to be at least good at something, which explains why she ‘braided and twisted' her hair so that she would be recognised for at least something. In addition to this, Sophy hardly had any friends and she was always made ware of her deficiencies either by herself, or by her son who was ashamed and felt embarrassed of the fact that his mother was not a ‘lady'. About Sophy not having that many friends, that was because she was not in the real class she belonged to, and because she was not herself. This can be shown through the quote, ‘Sophy's mileu being a suburb of minor tradesmen and under clerks, and her almost only companions the two servants of her own house'. From this quote it is quite visible that she hardly interacted with anyone, and she was more of a quite and silent person being a ‘lady', and her stepping out of class had caused her be a person who kept contemplating on how her life might have been with Sam Hobson, the man she loved very much. Her son on the other hand was the result of the nature of society and by this, I mean that her son was a real snob who was very selfish and not concerned about anyone else but himself and he did not help his mother a bit as he made her aware of her deficiencies as a ‘lady', and did not love her a inch compared to the affection Sophy felt for her son, Randolph. This can be seen by two quotes, ‘Has, dear mother – not have! This quote is when Sophy uses improper English and when Randolph corrects her, he shouts at her, which is extremely rude, and Sophy does not say anything. Thus, we can see that Sophy was always aware that her main deficiency was in her use of language. The second quote is, ‘his mother, a child of nature herself, had loved in him; he was reducing their compass to a population of a few thousand wealthy and titled people. From this quote one can clearly understand that the love Sophy had for Randolph, her son, was pure, and she loved him with all her heart but he did not care or want to open his heart to her. Also it is evident that as Randolph grew up, he went farther away from his mother, and took the company of famous people as he wanted to establish himself as a real gentleman, and the cause of this was the nature of society that dictated that one would only be recognised for his appearance, class and his behaviour. The company of Randolph is so much in contrast to Sophy's, as she only had the company of ‘two servants. ‘ Thus, it is quite understandable that the sophistication society was looking for ended with Randolph becoming snobbish. This also brings to thought that if Farmer Lodge married Rhoda Brook, Rhoda would have been more or less in the same position as Sophy was, but the difference is that Rhoda is a much stronger character than Sophy is. This can be see through the way she handled Farmer Lodge's absence for Gertrude, and this is because she hid not cry or grieve over his departure, although she was quiet when milking the cows and she had a dream of Gertrude. Also, although she hated Gertrude for stealing Farmer Lodge she did not fail to accept Gertrude for her good qualities when she gave her son a pair of boots to wear and made adjustments with her feelings to be herself. Sophy on the other hand is extremely indecisive, as she does not know if she will stay in the Vicarage after the death of the reverend's first wife. Also, when Sam talks to Sophy about settling down together after the death of the reverend death she finds it so hard to first of all bring up the subject to her son, and when he fusses s much she finds it hard to show him who is the real one with authority and she fails in putting her needs first before her spoilt sons'. She does not seem to understand that her son is getting everything his way, and it is time for her to start to get a few things in her direction. Also society's nature was that appearance was always recognised and the person was respected for the way he or she looked. We see that older men always married younger women and this was common, and this can be seen in ‘The Withered Arm', when Farmer Lodge marries Gertrude, who is extremely young. This can be proven through the quote, ‘Years younger than he they say'. This is the comment one of the workers at the dairy make as they talk and gossip about Farmer Lodge's newly wedded wife. We can see the importance of appearance and this can be seen when Gertrude gets her withered arm, and when she soon feels that she would not have bothered about her arm so much had she not got a notion that she was being loved less by her husband. This can be further porved by the quote, ‘Men think so much of personal appearance'. Through this quote we can understand that she is dejected as her husband doesn't seem to be giving her the same attention as before. This all because society taught men to be aware of appearance and this certainly had its effect on Gertrude. She becomes sad and starts to crave for her husband's love and this can be seen by the quote, ‘and was secretly hoping against hope to win back his heart again by regaining at least some at least some of her personal beauty. This shows the real nature of society as men only married women of good appearance and not for the real reason – love for one another. We also see her sadness in the nature of society as their marriage was not based on love, but on things like appearance and class distinction. This can be seen in the short story, ‘The Withered Arm', where Gertrude feels distressed by the fact that Farmer Lodge is neglecting her because of her left arm which was withered, and this is why she says, ‘Is years of marriage, and only a few months of love. Here it is very evident that she is upset totally by the fact that she is being ignored, and loved less and the only conclusion to this is that, if society did not have men marry women based on their appearance, then the marriage would be real as the men would accept the women for who they were, and marry them even if they were not that good looking. Thus, it is quite obvious that marriage in Victorian times was not really based on love, and that love was totally not the condition or criteria but it was based on minor things like appearance and class distinction in society. This is clear as Farmer Lodge's marriage to Gertrude was not based on love, but her appearance and her position in society and so when her arm became withered, he neglected, ignored and gave her less attention and love compared to the time when her beauty was complete. As in ‘The Son's Veto', Sophy's marriage to Reverend Twycott was also not based on the condition or criteria of love but because she was full of awe and respect for him which amounted to ‘almost veneration'. Thus, both marriages in ‘The Withered Arm' and ‘The Son's Veto' were marriages of convenience and not for love for one another. For the women they were supposed to be frail, gentle, beautiful, and most of all they were supposed to be very young. We also see the life style of the lower class, in ‘The Withered Arm', where Rhoda Brook and the other milk men and women work at the dairy. We can see the simple life the lower class were subjected to and the rough work the lower class were faced with, and this can be seen in the two quotes, ‘It was an eighty – cow dairy, and the troop of milkers, regular and supplementary, were all at work', ‘The hour was six in the evening, and three – fourths of the large, red rectangular animals having been finished off'. From these quotes we can see the immense work these lower class people were faced with, and the fact that it was an ‘eighty – cow dairy', certainly proves that they had a lot of work to do and that there was a lot of milking to be done. This point can be proved by the quote, ‘The hour was six in the evening, and three – fourths of the large, red rectangular animals having been finished off'. Also, we can see that the class a person belonged to, could be notified by the mode of transport they used. This can be seen in ‘The Withered Arm' when Farmer Lodge uses the cart horse to bring his newly wedded wife, Gertrude, home. By using the cart- horse, as his method of transport, he shows clearly that he is of the high class society and by doing this, he not only is recognised for his position but he is also respected for having a wife who is extremely young and good looking. The fact that Farmer Lodge taking a ride in a cart horse was a big thing can be clearly understood by the description of the horse: ‘a handsome new gig, with a lemon coloured body and red wheels. ‘ From this quote it is clearly understood how to understand the class a person was in. Another major aspect of society was their superstitions, and the effects they had on people's character. Superstition is first introduced in ‘The Withered Arm', through the dream Rhoda Brook has, and how society made certain people victim of their superstition can be seen in Rhoda Brook, as she was made a victim of society's beliefs. This can be proven by the quote, ‘She knew that she had been slyly called a witch since her fall'. This quote is when Rhoda Brook begins to wonder if she did have powers after she had a dream of Gertrude where she hurts her and when she finds out that Gertrude really is, she begins to question. Here, we see society's unfairness in judging people wrongly, and making them doubt themselves about who they were. The impact of society on people can be seen when Gertrude finds out that her husband likes her less because of her withered arm, and because of that, she longs and craves for it, and tries many cures and she turns into a person who is superstitious as she is willing to believe any cure just to get her husband's attention and love back once more. Effect of society an its nature can be seen in ‘The Son's Veto', where Sophy's son Randolph, has turned into an entirely different person as he wants to be a pure gentleman, and so he takes the company of famous people, so as to make himself recognised in society and not caring a little about the fact that his mother is all alone. His change in character can be seen in the quote, ‘in her son's eyes – a mother whose mistakes and origin it was his painful lot as a gentleman to blush for. From this quote, it is clear that Sophy's son Randolph, felt that his mother's deficiency in use of language and being a ‘lady' was a flaw in society and he felt ashamed of having a mother who was not a part of society and he felt that this flaw of hers, degraded him in society. Also the dress worn by people indicated their class in society and this can be seen in both short stories. In ‘The Withered Arm', we see Farmer Lodge's clothes as ‘his great golden seals hung like a lord's;' while Gertrude wore ‘a white bonnet and a silver coloured gownd. ‘ From these quotes, one can understand that the way they dressed, was with so much sophistication and this clearly showed their position in society. ‘ In ‘The Son's Veto', we see how the clothes worn displayed one's position in society. This can be seen by the quote, ‘the shape of whose hat and jacket implied that he belonged to a well – known public school. From this quote it is understood that from the clothes Randolph wore, he was acknowledged as a boy who was of the high class and so it could be easily understood that he ‘belonged' to one of the most expensive and famous. Unfairness in society can be seen in the ‘Withered Arm', when people are said to be hung for minor things like, ‘horse stealing, arson, and burglary', and sometimes not for the genuine reason of committing a crime, but so that an example would be set for society so as to not to make the same mistake. This can be proven by the quote, ‘they are obliged to make an example of him, there having been so much destruction of property that way lately. ‘ The unjust nature of society is again seen in ‘The Withered Arm', when Gertrude finds it hard to go to jail so that she could touch the back of the neck of a person hanged because women were not allowed in unless they had the company of a man and this shows the biased nature of society. This can be seen by the quote, ‘but what means she should adopt for obtaining admission to the jail. Thus, all I can finally say is that both stories were tragic in their own way, all because a few characters went a little higher in society. In ‘The Withered Arm', Farmer Lodge went higher in society and left his original wife, Rhoda Brook whom he had a son with, and married Gertrude who died trying to get her arm healed as Farmer Lodge married her because of her appearance and so he was left with neither Gertrude or Rhoda Brook . In ‘The Son's Veto' Sophy married Reverend Twycott because she had respect for him and not because she loved him, although she did really love ‘Sam Hobson', and when the Reverend died, she was left alone and longed for Sam's love but it did not happen because she was indecisive, and as she could not tell her son that she had to move on with her life whether or not he liked it.

Health as a human right Essay

The observed recent advancement in preventive, primary health care, early intervention programs, coordinated health care trials in Australia as well a the population health developments have tried to explore the possibility of changing the current emphasis of health care from the responsive acute care to the more integrated system where the entire whole population is managed for the well being of all (Michael2003). In this concept it is thus generally accepted that much of the illnesses experienced in the communities are preventable or can be managed in a more constructive manner rather than the way it has been up to today. From this view therefore, much of the disabling illnesses need not occur but rather be avoided through the better managed models, lifestyle changes and education programs (Hugh 2003). Health and wellbeing In this modern world that is becoming more and more business oriented, the idea of prevention rather than cure seems to be more appealing due to the quality of life that the individual leads as well as the health outcomes in general (Flowers 2002). A costly health care is avoided when prevention is given the first priority while at the same time helping the community to better understand how to live a more fulfilling life (Keyes 2002). The opposite to prevention would to continue to respond to the emerging health problems at a much more expense and to thus accept that a great amount of GDP would be spent on health care not forgetting that this would degrade the quality of life that the citizen lead. It is in this light therefore that the concept of a better sustainable natural health environment turns out to be even more appealing hence carrying a greater part of the community priorities (Hugh 2003). This calls for a greater consumer participation where the awareness of what supports a healthy/unhealthy lifestyle is taught to all. But though very attractive, one realistically questions if this is a workable context (Michael2003). It has been noted that the social inequality is increasingly characterizing the Australian society and thus the main concern here is that the economy may not be able in the future to support the living standards that the Australians are used to (Richard2002). For the rural communities, the problems seem be doubled. In the rural communities, the wealth that they used to create is diminishing and what used to be the rural production in Australia is now continuously being replaced with a dominating mineral industry. It was only until the early 1980s that agricultural products used to be the single most important source of income for most of the Australian community. The rapid growth of the mineral industry has replaced agriculture to an extent that the earnings from mining nearly double those from agriculture (Hugh 2003). This reduced generation of income in the rural community implies that the distribution of wealth will definitely be affected (Flowers 2002). Some observers have linked a sustainable economy to a sustainable health. Australia is however still not yet a nation that does recognize the great importance of linking the wellbeing of the general community to the economic activities (Smart and Sanson 2005). Though this be the case, the European population could maybe be regarded as the healthiest population as it enjoys a life expectancy of over 80 years (Keyes 2002). Good health and expanding economies are two ideas that are mutually compatible and thus are able to co-exist though this is not yet achieved. From this perception thus, a principle of sustainability in an environmental and economic sense can be generated and be considered to apply both equally to the ideology of shaping the health care system as well as coming up with a preventive approach to the wellbeing of the community (Hugh 2003). The Australian health system has like the education system become institutionalized and thus does no longer serve the community needs (Flowers 2002). In this regard, it is no longer able to respond to the values of as well as aspirations of the people but on the centrally alienates them from the control of their own values and consciousness (Keyes 2002). This has been the case since when the health system are under the control of institutions, then the power of the individual to determine how they exists within these structure is lost and with this kind of loss, such society ills as stigma cannot be avoided (Michael2003). It is within these communities where a strong move towards an economically rational view of capital as well as of service provision is upheld (Richard2002). In this view when the health system is seen as a ‘marketable good’ just any sector such as education, then the view of taking health care to be a public good cannot be put in question. From the WORLD health Organization, health is defined as the state of complete mental, physical, social well being and thus not just the absence of an infirmity or disease (Smart and Sanson 2005). Since most of the modern perspective is financially based, then even the health system is planed from this perspective. It is not possible to attain the vision of a well society while at the same time one is not realistically considering the all elements that would be required to make such a realization a possibility (Hugh 2003). It is within the human rights framework where the guidance of how to respond to the public health challenges is supposed to come from. Wellbeing is often measure interms of satisfaction in life and happiness (Richard2002). Wellbeing is actually about having and maintaining a meaning in life; being able to fulfill our potential and thus feel that our lives are a worthwhile. Our subjective or personal wellbeing is usually determined by our genes, social conditions, personal choices and circumstances as well as the complex manner in which all of these interact with one another (Flowers 2002). By affecting our personality, genes influence our wellbeing. This could thus translate to such traits as neuroticism and extraversion that are all associated with a lower and higher wellbeing respectively (Keyes 2002). Since the genetic influences here are not immutable or fixed, they are frequently shaped by the environment, upbringing, general conditions of life and the personal experiences. In regard to health, most of the characteristic and qualities that are related to the wellbeing of a person are also related to the health of the individual. Thus wellbeing has been regarded as one that does play a central role in enhancing health through the direct effect in such processes as the immune system, physiology, diet, exercise, drinking, smoking and other lifestyle behavior (Michael2003). The question of what cause what then emerges (Hugh 2003). A human right approach Human rights can be considered from two levels. First from the international system of treaties and from a conceptual framework that shapes the action (Richard2002). In Australia, the Consumers Health Forum of Australia (CHF) is what is concerned with the voicing the concerns of health consumers. Being an independent non-governmental organization it mainly shapes the Australian health system by having the consumers involved in the health policies (Smart and Sanson 2005). If the health sector and the wellbeing of the citizens is taken from a wider view, then it is possible to invest more resources in a more effective manner so as to optimize these benefits to the whole community (Flowers 2002). Adopting this concept would require the identification of some of the key elements that would encompass a healthy society from which it would be expected that health individuals would live in. some of these concepts include but are not limited to; 1. recognizing the impact and role of work in the wellbeing of the individuals. 2. enhancing more consumer participation and improving community education. 3. Coming up with policies that will enhance a healthy sustainable environment both social and natural. 4. ecognizing the major role that the lifestyle choice plays in enhancing the community as well as individuals wellbeing. 5. implementing early prevention and intervention programs in a more extensive manner rather than having to wait to have endpoint interventions. 6. promoting the idea of having to a lead a qualitative kind of life as opposed to the quantitative view. Such a approach to a sustainable health system will be a gradual process. Many of the factors that contribute to the well being of the individual are interrelated (Michael2003). The relationship between these factors are in most cases reciprocal. A good example is the observation that happier people are more likely than the depressed sad families to do better work, have more friends, and even earn higher income. The interrelation of these factors with well being are quite clear. As work offer purpose in life, unemployment is associated with a loss of income. Other factors such as being religious offer a good flow of social connections, sense of purpose, spiritual support and a moral code that eventually sums up to the wellbeing of the person (Hugh 2003). The lack of one of these factors sometime is compensated though partly by the presence of the other. It has been estimated that an average Australian rates their satisfaction and general happiness to about 75 per cent. Of late, the Australian government has stated that a growing strong economy is their main responsibility and goal. Economic growth has in the past been associated with the indicators of better health, wellbeing and a high quality of life. In this regard, it is globally accepted that money matters most as it does help people to meet their basic needs (Flowers 2002). The link between health, law and human rights. Health systems in all sectors of life can be analyzed for the impact they have on equality, human dignity and freedom as well as how effective they are in treating or preventing disease or ill health (Smart and Sanson 2005). The close association that is there between law and health is rarely fully appreciated by the health care providers (Hugh 2003). The law and in particular that which is mainly concerned with the provision of human rights should be well understood by the health care providers who are usually reluctant to engage in it so as to be better placed to improve health care quality (Michael2003). If this is to be achieved then the following need to be achieved; 1. Ensure that all persons are empowered as well as informed to make responsible decisions regarding medical care and treatment on the basis of a genuinely informed consent. 2. Take all appropriate administrative and legislative measures to ensure that all people enjoy the right of attaining the highest possible health standard without any form of discrimination. 3. take all administrative measures to ensure that access to healthcare facilities is made possible to all persons (Flowers 2002). Conclusion Just like the wider economic system, health care is increasingly becoming concerned with prevention, sustainability, early intervention as well as the long-term management of the wellbeing of its citizens. This would imply having to move health care issues beyond the reactionary crisis that is mainly based on acute care model and thus in its place have a more integrated program that is based on preventive care. This can be accomplished on the recognition that ‘health’ is usually a function of various environmental and social variables. To prevent the health care from collapsing in the future due to the heavy weight of acute care needs, health professional must become more involved in the education, community care, self-management, prevention as well enhance the consumer empowerment processes. It is worth noting much of the illnesses today in the health sector such as cardiovascular disease, diabetes and the respiratory diseases are all preventable or manageable if not totally preventable and thus it is within the realistic aim to lessen the burden.