Gender and Hand-Grip Strength essays

Gender and Hand-Grip Strength essays Hand-grip strength plays an important role in assessing clinical situations, daily activities such as picking up a glass full of water, and for vocational reasons. Measurement of hand-grip strength determines the isometric strength of the muscles. Isometric strength or static, or static, strength is the muscle contraction in the joint angle that does not have a change in length but it affects the muscle tension and connective tissues. Hand-grip strength measures the muscles of the hand and the forearm. Studies have shown that the dominant hand is usually stronger than the non-dominant hand due to capability and daily use of the hand A cross-sectional study conducted by Luna-Heredia, E, Martin- Pena, G, and Ruiz-Galiana, J assessed the effects of hand-grip strength on 517 subjects with 267 of them being females and 229 being males to test out the normal reference values of hand-grip strength in men and women related to anthropometry.2 The grip-strength was measured with BASELINE and GRIP-D dynamometer on the dominant hand and non-dominant hand to find measures of each hand with the maximum of 3 trials on each hand. Results showed that males have higher grip strength in left and right hand compared to females by all age groups. The male subjects' non-dominant hand results were 21% greater in hand-grip strength compared to females and dominant being 22% greater. The average kg for male dominant hand was 39.95 kg vs. 25.72 kg in females and average male non-dominant hand was 35.1 vs. 22.8 kg in There are several determining factors that influence the hand-grip strength which are gender, age, height, weight, dominant handedness, physical activity, and occupation.2 These data are important in finding out what type of therapy is needed for the injured hand and for creating a training program that is sport specific. The purpose of this lab is to compare the gender differences in mal...

TIMEs Person of the Year Winners (1927-2017)

TIME's Person of the Year Winners (1927-2017) Since 1927, TIME Magazine has chosen a man, woman, or idea that for better or worse, has most influenced events in the preceding year. Although TIMEs list is not an academic or objective study of the past, the list gives a contemporary viewpoint of what was important during each year. In 2018, TIME issued four separate covers, memorializing journalists who lost their lives in 2018. They are Jamal Khashoggi, Washington Post columnist;  staff members of the Capital Gazette newspaper; Reuters journalists Wa Lone and Kyaw Soe Oo; and Maria Ressa, journalist and founder of Rappler. TIMEs Person of the Year Winners 1927 Charles Augustus Lindbergh 1928 Walter P. Chrysler 1929 Owen D. Young 1930 Mohandas Karamchand Gandhi 1931 Pierre Laval 1932 Franklin Delano Roosevelt 1933 Hugh Samuel Johnson 1934 Franklin Delano Roosevelt 1935 Haile Selassie 1936 Mrs. Wallis Warfield Simpson 1937 Generalissimo Mme Chiang Kai-Shek 1938 Adolf Hitler 1939 Joseph Stalin 1940 Winston Leonard Spencer Churchill 1941 Franklin Delano Roosevelt 1942 Joseph Stalin 1943 George Catlett Marshall 1944 Dwight David Eisenhower 1945 Harry Truman 1946 James F. Byrnes 1947 George Catlett Marshall 1948 Harry Truman 1949 Winston Leonard Spencer Churchill 1950 American Fighting-Man 1951 Mohammed Mossadegh 1952 Elizabeth II 1953 Konrad Adenauer 1954 John Foster Dulles 1955 Harlow Herbert Curtice 1956 Hungarian Freedom Fighter 1957 Nikita Krushchev 1958 Charles De Gaulle 1959 Dwight David Eisenhower 1960 U.S. Scientists 1961 John Fitzgerald Kennedy 1962 Pope John XXIII 1963 Martin Luther King Jr. 1964 Lyndon B. Johnson 1965 General William Childs Westmoreland 1966 Twenty-Five and Under 1967 Lyndon B. Johnson 1968 Astronauts Anders, Borman and Lovell 1969 The Middle Americans 1970 Willy Brandt 1971 Richard Milhous Nixon 1972 Nixon and Kissinger 1973 John J. Sirica 1974 King Faisal 1975 American Women 1976 Jimmy Carter 1977 Anwar Sadat 1978 Teng Hsiao-Ping 1979 Ayatullah Khomeini 1980 Ronald Reagan 1981 Lech Walesa 1982 The Computer 1983 Ronald Reagan Yuri Andropov 1984 Peter Ueberroth 1985 Deng Xiaoping 1986 Corazon Aquino 1987 Mikhail Sergeyevich Gorbachev 1988 Endangered Earth 1989 Mikhail Sergeyevich Gorbachev 1990 The Two George Bushes 1991 Ted Turner 1992 Bill Clinton 1993 The Peacemakers 1994 Pope John Paul II 1995 Newt Gingrich 1996 Dr. David Ho 1997 Andy Grove 1998 Bill Clinton and Kenneth Starr 1999 Jeff Bezos 2000 George W. Bush 2001 Rudolph Giuliani 2002 The Whistleblowers 2003 The American Soldier 2004 George W. Bush 2005 Bill Gates, Melinda Gates, Bono 2006 You 2007 Vladimir Putin 2008 Barack Obama 2009 Ben Bernanke 2010 Mark Zuckerberg 2011 The Protester 2012 Barack Obama 2013 Pope Francis 2014 Ebola Fighters 2015 Angela Merkel 2016 Donald Trump 2017 The Silence Breakers 2018 The Guardians and the War on Truth Person of the Year Fast Facts Charles Lindbergh  (1927) was the first and youngest person to receive the distinction at 25 years old.Mrs. Wallis Warfield Simpson, the woman whom English  King Edward VIII abdicated  in order to marry, was the first woman to receive the honor (1936).Although a number of people have received the honor twice,  U.S. President Franklin Delano Roosevelt  is the only person to have been named three times: 1932, 1934, and 1941.Adolf Hitler, the murderous leader of Nazi Germany, received the honor in 1938- before he started   World War II. Hitlers  TIME  cover, however, shows him with dead bodies hanging above him.Soviet leader Joseph Stalin, who was a U.S. ally during World War II, but who was ultimately responsible for the deaths of approximately 20 to 60 million of his own people, was awarded the honor twice.A whole generation was named in 1966: Twenty-five and Under.In 1982, the computer became the first object ever to receive the distinction.There are several years whe re large groups of people were nominated: the American Fighting-Man (1950), the Hungarian Freedom Fighter (1956), U.S. Scientists (1960), Twenty-Five and Under (1966), the Middle Americans (1968), and American Women (1975). The winner in 2006 was even more unusual. The winner was you. This choice was meant to draw attention to the impact of the world wide web, which had made each of our contributions both relevant and important.

Cognitive Behavioural Therapy in Managing Challenging Behavior Essay

Cognitive Behavioural Therapy in Managing Challenging Behavior - Essay Example (Johnson, 1996. p 44 to 89) Here, it is clear that the development of cognitive development skills is the ends for which behavior therapy and methodologies are simply the means. This helps define the learning process along quantitative and qualitative parameters. These parameters are as follows: The general competences consist in particular of their knowledge, skills and existential competence as well as their ability to learn. This creates a relevant context for literacy which stems from the communities where the flow of the same happens at various stages of growth and development. Knowledge, also known as declarative knowledge, has been defined as knowledge that follows experience to take the form of empirical knowledge. As far as the level of reception on a person's part goes, one needs to delve deeper and ask questions regarding his or her multilevel background knowledge, perspectives, and language skills. This accommodates the aim of effective management of decisions and production within teams, with strong cognitive development approach orientations. This sets the stage for behavior modification created by a certain skill in context of the overall change that one has been exposed to. Considering the fact that knowledge comes from shared experience, factors like shared values and beliefs held by social groups in other countries and regions, as well as a sense of common history, etc., are essential to intercultural cognitive development where people are made to interact on the basis of topics like native place, so as to promote a certain comfort level in taking to various elements of behavior naturally. While the methodology may be culture-specific to a certain extent, they relate to various universal parameters and constants. Owing to the fact that knowledge is conditioned by the nature, in context of richness and structure which helps in picking up another skill or trait, cognitive development is triggered by a good working relationship between knowledge and communicative competence. Skills and know-how relates to the ability to carry out procedures than on declarative knowledge, through various forms of existential competence which facilitate knowledge recall even at a relaxed level. This depends largely on repetition and experience for the acquisition of certain facts. This is a method for creating intrinsic motivation in the affective filter hypothesis where recall of information depends on the processing of the same. This is in turn, dominated by the motivation, which has to come through cognitive development. Existential competence has been defined as the summation of a variety of individual characteristics, personality traits and attitudes. These characteristics, creates a willingness to engage with other people in social interaction in order to attain a certain level of self identity. This type of competence goes beyond personality characteristics to include culture related interface which can be sensitive in nature as far as inter cultural perceptions and relations are concerned. Existential competence comes from variations in the scope a person identifies when making changes in

Abortion & Divorce Essay Example | Topics and Well Written Essays - 500 words

Abortion & Divorce - Essay Example Hence if an abortion is performed at any stage between conception and birth, it is nothing but murder, and those guilty of such murder include the mother, the operating doctor, and the lawmakers of the country who do not enact laws to prohibit it. Secondly, several medical problems {like infertility, miscarriage and premature births} can surface due to abortions that will scar the future of women greatly. The medical problems aspect takes on terrifying dimensions when the possibility of developing breast cancer {recent medical research firmly links abortion to breast cancer} is added. Thirdly, there is no world religion that condones abortion and this is reflected in all religious books {including the Bible whose Tenth Commandment states: â€Å"Thou shall not kill†}. Apart from the above 3 arguments, the two main pro-abortion stances have no solid foundation, namely, that it is a symbol of feminine liberty {a favorite feminist argument}, and that it saves women from the high cost and danger of travelling to other countries to undergo secret operations. Today, with the massive advancement of science and technology, a large number of birth control methods are available to women to choose from like abstinence during certain days of the month, sterilization, male and female condoms, diaphragms perhaps the most commonly used oral contraceptive – The Pill, which in its latest version can even be effectively taken 72 hours after sexual intercourse. In conclusion, abortion, when viewed through the prisms of the most highly prized concepts of mankind {morality and religion}, besides having several other drawbacks as discussed above, cannot be pronounced as ‘good.’ The fact that many abortion cases in the U.S involve young, unmarried women clearly shows that legalized abortion is wrongly being used by the younger generation to indulge in promiscuous sex. The esteemed lawmakers of our nation should stop the rot by prohibiting abortion. Divorce refers to

The Role Of Hrm Essay Example for Free

The Role Of Hrm Essay Suddenly, he has pleaded guilty to charges that are likely to land him in prison for 10 years, forfeited $29 million he personally made from operating the off-balance-sheet entities, and agreed to fully co-operate with the prosecutors. What caused Fastow’s about-turn was the likely indictment of his wife, Lea Fastow. The only condition he made for his plea bargain was that he and his wife should not go to prison at the same time. He wanted to ensure that his two children had at least one parent at home. Basically, he sacriï ¬ ced his self-interest, as he saw it, to protect the interests of his children and, to a lesser extent, those of his wife, who was also his high-school sweetheart. This was the same Andrew Fastow who designed Enron’s entire management system around a ï ¬ rm faith that employees pursued only their own self-interest. ‘You must allow people to eat what they hunt,’ he used to say, ‘only then will they hunt well.’ It was this philosophy that made Enron adopt one of the most extreme systems of individual incentives: when you started a new venture within Enron, you got phantom stocks relevant only to your venture. As long as your efforts made money, you got rich, irrespective of what happened to other parts of the company. As a result, everyone in Enron, including Fastow, acted like hunters – looking out only for themselves. The results of such behaviour are now well known. This is an interesting contrast, and it is by no means unusual. Most managers know that they themselves, and most other people, care about others close to them in their personal lives – their children, old friends, perhaps even some of their neighbours – and that they would happily incur some costs to help these people. At the same time, they also believe that, at work, people care only about their own self-interest. Even if they do not explicitly believe that, they design their companies’ organisational and managerial processes as if the motivation to voluntarily help others has no role in the ofï ¬ ce or the factory. The facts are clear. Most people pursue their self-interest. At the same time, except for a pathological few, most people also have an innate preference for helping others. And they like to help others not just as a means to further their own self-interest but also as an end in itself. This is equally true for people’s personal and work lives. Also, this is not something as grand as altruism; it’s much more mundane than that – it’s how just all of us ordinary folks are. What would happen if senior managers recognised that it was possible to build an organisation in which people derived as much joy from the success of others as from their own success, and designed their management processes accordingly? It would vastly change those processes. As an example, make a quick inventory of your HR processes and put them into two categories: those that reinforce the self-interest-seeking behaviours of people, and those that support their helping others. Look at concrete processes and mechanisms, not abstractions like values which, unless translated and embedded in speciï ¬ c practices, have little effect on behaviours. How long are the two lists? Can you do something to rebalance them? One possible difï ¬ culty you may face is that you do not quite know what you can do to support the more co-operative behaviours. For example, what speciï ¬ c kind of incentive systems might you use? What kind of decision-making processes can you adopt? Structurally, too, what can you do to hardwire non-selï ¬ shness – which is not at all the same thing as becoming a saint and not the obverse of self-sacriï ¬ ce – in your organisation? These are among the key questions that we, fellows of the Advanced Institute of Management Research, will be trying to answer. Much of the existing management research makes the same assumption as Fastow made about what motivates people at work. We will question and ENRON: SOMETHING’S GOT TO GIVE broaden these assumptions with the aim of coming up with rigorously researched theories that are not victims of pessimism about people, and that will, we hope, help you build highperformance organisations that are also delightful to work in. Watch this space. Source: Sumantra Ghoshal, People Management, 12 February 2004, p. 23. Discussion questions 1 What is the point of HR if employees are only out to serve themselves? 2 What role could the HR manager play in building an organisation that celebrates the success of others rather than individuals? The opening vignette gives a disturbing view of management practices. Enron encouraged employees to lose sight of organisational goals, in an attempt to serve their own goals. The chief ï ¬ nancial ofï ¬ cer of Enron, Andrew Fastow, encouraged self-interest by offering employees shares, which reï ¬â€šected the value of the business they brought to the company. The result: a culture of selï ¬ shness, which encouraged greed and ultimately destroyed the company. As an HR manager, your role in organisations will not be solely related to the concrete mechanisms of human resource management, such as the functions, but also abstract values, such as culture. Whether you work as a supervisor in a supermarket with responsibility for the checkout operators, the general manager of the local branch of a multinational bank, the union representative for a major airline or the director of HRM in a technology organisation, you will be responsible for managing people. You may have decided to choose people management because you have a love of people, but empathy for people is not necessarily what makes human resource practitioners effective. According to Hunt (1999), what is important for HR managers, is an understanding of the structures and climate in which people’s potential can be released, developed and rewarded. Andrew Fastow of Enron, although misguided, discovered this in his famous quote: ‘You must allow people to eat what they hunt – only then will they hunt well.’ However, he failed to understand the necessity of developing the whole organisation and the results are history. The Enron view of people management is not the view taken by all organisations. The John Lewis Partnership, for instance, also believes in giving its employees, or ‘partners’ as they are referred to by the company, a stake in the organisation. It achieves this by encouraging workers to co-operate to fulï ¬ l the company’s aims. In turn, employees are rewarded with a share of the proï ¬ ts. This book introduces you to the role of the people manager and human resource specialist. It also should be useful for general managers wanting to successfully manage and develop their employees. The book is designed not only to introduce you to the underlying theories and concepts that inform human resource practitioners but also to current practices necessary for the functions of HRM. At the moment, human resources (HR) is in a constant state of change, with Hunt (1999) suggesting that one of the following could happen. Human resources goes into decline – outsourcing and downsizing has removed the HR specialist from organisations and placed the HR role with the overworked line manager.

Motivating Students Essay -- Persuasive, Classroom

I believe a classroom should be a sanctuary of learning in which the students know from the beginning what is expected of them and the teacher should discuss what is expected of her as a teacher. There needs to be an understanding amongst all involved with the children education. This understanding can lead to a fun filled adventurous classroom that encourages students to strive for the best. I believe when students and teachers are able to learn from each other, the learning environment can be successful. A successful classroom involves having an effective educator who believes they can make a difference in their students’ lives by believing in themselves as productive teachers. For a teacher to be effective, I believe they need to base their teaching on a foundation that will allow them to set goals for their students, as well as for themselves. My philosophy of education is based on the beliefs of Jean Piaget (1896-1980) cognitive theory of development. Piaget believe that children learn through discovery, manipulating objects, and interacting with other people, places, and things (Morrison, 2007, p. 112).Piaget surmised that children learn through actively interacting with their environments, and learn through actively interacting with their environments (Parkay and Stanford, 2010, p. 290). In my classroom, there are students with diverse learning styles and in order for me to reach these students as individuals; I have to implement lessons that will enable all of them to learn who they are as individuals and as a group. Through this learning they are able to construct their own understanding. I also believe that children should be given every opportunity to discover who they are as individuals and use language to talk or exp... ...and objects. †¢ Preoperational—provide toys and materials for pretend play; provide materials for arts and crafts; provide many concrete learning materials and activities; and provide many developmentally appropriate language opportunities involving speaking, listening, reading, and writing (p.116). During early childhood stages, children learn basically the same skills, but at different times in their life. They learn how to use their gross motor, fine motor, cognitive, language, and social emotional skills at different developmental stages. By providing students a safe, caring environment that supports their learning, they are able to explore their environment, discover new concepts, and interact with their peers. I believe when students are provided an environment to learn and develop understanding, they have the ability to grow into caring, productive adults.

International Joint Ventures Essay

The objective of this paper is to highlight some of the important issues that must be considered prior to forming an international joint venture. Why is this topic important? The following quote summarizes the main reason: â€Å"Cross-border M&As, JVs and alliances seem to share at least two characteristics with marriage trends of the post World War II â€Å"Baby Boomers† generation: They have grown explosively during the 1980s and through the 1990s but – less fortunately – they fail about half the time.†[1] With this in mind, it is very likely that sooner or later you will be involved in an international joint venture, either in the process of forming one, dissolving one or working for one. The more you know about international joint ventures, the better prepared you will be to understand and contribute to the solution for the challenges they present. Most companies begin their expansion to overseas markets by exporting their products or services. Exporting products has minimal risk involved, especially if the proper steps are followed. However, in some instances exporting is difficult or expensive and companies use other methods to penetrate international markets. Forming an international joint venture with a foreign firm in the target market is, in some cases, the only avenue to accomplish the goal. An international joint venture is usually a progression in the investment level that companies are willing to commit prior to fully investing in a foreign subsidiary. What is the main difference between opening a subsidiary and forming a joint venture? According to Andrew Inkpen, a joint venture occurs when â€Å"two or more legally distinct firms (the parents) pool a portion of their resources within a jointly owned legal organization†[2] â€Å"The distribution of equity among the parent companies can take different forms, ranging from 50/50 IJVs between two companies, to reduced minority or dominant majority stakes.†[3] In contrast, only one company owns a subsidiary. Even though companies perceive IJV as less risky than opening their own subsidiaries, forming inadequate joint ventures can be risky and expensive. If managers are not careful in their analysis and are not aware of the potential pitfalls of international joint ventures then they can face some serious trouble. So far we have learned that culture plays a major role in business culture. Hence, culture will ultimately have a major impact in the international joint venture. Piero Morosini, one of the leading researchers in international joint ventures, explains the role culture plays in international joint ventures as follows: â€Å"Empirical evidence suggests that technical issues are less likely to lead to conflicting situations compared to relationship problems during the implementation of international JVs and alliances. Throughout this phase, too much emphasis is usually placed on setting strategic objectives at the cost of ignoring personal interaction aspects involving people from different national cultures. This has been cited as the most critical factor leading to unresolved conflicts and outright failure of an international JV or alliance.†[4] Companies some times enter into joint ventures with objectives other than to gain rapid access into the market. Some companies want to learn from other companies or like to combine resources in order to make a stronger company. â€Å"The need to combine strategic resource contributions and foster functional co-operation and co-ordination between the partners to create mutual advantages is at the heart of both IJVs and global alliances.†[5] As you read this paper, you will learn that most of the failures in joint ventures occurs due to the misunderstanding in the goals and the definition of the goals. Finnie Williams states that â€Å"half of all partnerships don’t work. Those that are successful share three characteristics with successful marriages: †¢ The actual and perceived potential benefits must be large for both parties. †¢ The partners must share a common set of values †¢ The key people must be committed to success.†[6] It seems that the most important aspect when speaking of international joint ventures, is that partners must share a common set of values. This is very unlikely to happen. The main reasons cultures are different is because they have different sets of values. For instance, some companies define success in terms of return on investment, others use market share, yet others define it in terms of customer satisfaction. These differences are critical and must be discussed early in the planning stage in order to lay a solid foundation for the partnership. It is important to keep in mind that even companies from the same cultural and business background have different plans to achieve their goals. Therefore, whenever we mix companies with different cultural backgrounds, the complexity level increases. People from different cultures perceive business in different ways. The rest of this paper provides examples of international joint ventures in different countries and examines some of the general observations related to such ventures and countries. China â€Å"Foreign investment in 1995 was $US38 billion (China Statistical Press 1996). International Joint ventures (IJVs) between overseas companies and domestic state-owned enterprises (SOEs) have been the dominant mode of entry. However, many JV investments have been less than successful.†[7] China â€Å"is now the world’s most active joint venture market.† [8] These facts are not surprising as â€Å"China is home to 25 percent of the world’s population and many western firms view the country as a prime target market.†[9] However, as we will discuss, not everyone venturing in China has been successful. For instance, a group of French investors dissolved their joint venture in China after 12 years of investment. The agreement was primarily between Peugeot and Guangzhou Automotive Manufacturing (GAM). It took four years of negotiations between French and Chinese investors to form the joint venture Guangzhou Peugeot Automobile Corporation (GPAC) in 1985 . Following are some of the major problems that Peugeot mentioned as key elements to the failure of their venture in China: †¢ The labor force from the Chinese partner had inadequate skills, which resulted in more time and money spent in training. †¢ Lack of suppliers in the Guangzhou area that could provide quality parts. As a consequence many of the parts had to be imported which raised the cost of the vehicles as compared to the competition. †¢ Guangzhou officials would not allow the plant to purchase parts from suppliers from other regions in China. Competitors who were located in other Chinese regions had access to quality Chinese parts and were able to build vehicles at lower prices. There is another side to this story, analysts believe that: †¢ Peugeot chose the Guangzhou area because the central government had little influence over the local government and there would be more management freedom. However, this backfired on Peugeot as the distance from Beijing acted as a barrier to access suppliers from other regions. †¢ Peugeot did not act fast enough to form a joint venture with a supplier in the Guangzhou region. Their competitors had formed such partnerships with their suppliers. †¢ Peugeot repatriated most of its profits and made few changes to their vehicles. Their competitors instead, reinvested most of the profits in the venture and to improve the vehicles. [10] I think there are several lessons to be learned from this example. One is that it takes a long time to agree on the terms of the agreement. Second is that even though both partners had agreed on the goals, unexpected deficiencies (labor and parts) put the company at a disadvantage with its competitors. It is amazing that after four years of negotiations, nobody checked if the skill sets were compatible and if the local suppliers could provide quality parts. Third is that even when companies believe that they are making the correct strategic move they could be doing the opposite due to lack of knowledge of the local culture. In this case, Peugeot was under the impression that distance from Beijing would be positive and in fact it turned out negative. Finally, companies that want to use joint ventures as means to have a quick entry into the market can get hurt. In this case, Peugeot was not committed to re-investing capital in the joint venture, which at the end made them completely uncompetitive in the market. You might be wondering who was the competitor to Peugeot that was being so successful in China. That competitor was also a joint venture. This time it was between a German company, Volkswagen AG, and a Chinese partner in the Shanghai area. As mentioned before, Shanghai Volkswagen was quick to form partnerships with suppliers to increase the content of Chinese parts in their vehicles and reduce the number of imported parts. Another important aspect is the fact that Shanghai Volkswagen was reinvesting their profits in order to improve their vehicles. Such improvements plus their commitment to the Chinese economy, allowed Shanghai Volkswagen to earn a better reputation among customers.[11] Another major corporation that has been successful in forming joint ventures in China is United Parcel Service. â€Å"UPS has been aggressively expanding its operations there. On Jan. 21 1999, the company announced an agreement with Chinese airline Sinotrans to expand UPS-branded operations to 18 additional cities in China, bringing the total to 21. The two carriers signed a memorandum of understanding that includes new investments to develop dedicated operations and more joint training and management efforts. In 1994, UPS opened representative offices in Shanghai, Guangzhou and Beijing, and by 1996 established a joint venture with Sinotrans in Beijing. Efforts to establish joint ventures in Shanghai and Guangzhou were temporarily put on hold with a change in government leadership.†[12] These examples provide us with some useful information regarding joint ventures in China. However, there are some other facts that you must know: †¢ Laws governing international joint ventures in China are different than the laws for Chinese firms. †¢ Laws may also be different depending on whether the Chinese partner is a state business, village or township enterprise. †¢ China’s legal system consists of guidelines for businesses and individual judges have enough leeway to determine what is right and what is wrong. †¢ Provincial regions can prohibit the sale of goods not produced on its own region. (this was the case with Peugeot suppliers). †¢ The need for government support is greater when the output of the joint venture is sold within China †¢ The local partner is critical when the output must be sold to the government instead of the general public. [13] A survey of 125 randomly chosen Sino-Western joint ventures, each with a minimum of 50 employees, and each in business for over one year, were surveyed in Shanghai. They surveyed mangers from both parent companies in order to compare results and the results were as follows: †¢ The goal emphasis of the two groups was substantially different. †¢ Chinese managers focused on things that they had not yet mastered such as technology, management skills, and capital understanding. †¢ Western managers focused on their own things to be mastered such as understanding the local market, government policy and the political system. [14] Japan The situation in Japan is mixed. While some researchers point that there are some major problems in forming international joint ventures, large multinationals have formed very successful joint ventures and the announcements of more and more joint ventures being formed continues. On one hand is the view that international joint ventures between Japanese and North American firms in the automotive industry have encountered many problems. Most of the problems are related to cultural differences and management styles. â€Å"Although it is overly simplistic to describe Japanese management as long-term oriented and American management as short-term oriented, the Japanese partner firms in this study appeared to focus on customer satisfaction and product quality rather than profit based performance. Japanese firms seemed less constrained by issues of share price and impatient board of directors than their American counterparts.†[15] On the other hand is the trend of new joint ventures being formed or existing ones being expanded, â€Å"Goodyear Tire & Rubber Co. and Sumitomo Rubber Industries announced the formation of four joint venture operating companies. The units will be based in North America, Europe, and Japan. Two U.S.-based service joint ventures will also be formed, one for global purchasing and one for sharing tire technology.†[16] This agreement between Goodyear and Sumitomo reflects some experience in forming joint ventures as they have clearly defined the goals of the different joint ventures. This joint venture seems to be headed in the right direction, it will be interesting to follow up in a few years to see if they actually become successful. â€Å"Dainippon Ink and Chemicals (DIC) and Eastman Kodak say they will combine portions of their Japanese graphic arts businesses in April to make a Japanese unit for their existing JV, Kodak Polychrome Graphics (Norwalk, CT). The combination will increase the JVs sales from $1.5 billion last year to $2 billion in 1999, Kodak says.†[17] Kodak seems to be having success in their joint ventures with Japanese companies as they are expanding their current joint venture. Dupont and Teijin announced that they will form a 50-50 joint venture to manufacture polyester films. The joint venture is expected to generate sales of $1.4 billion and represent 25% of the market. â€Å"Both companies say the venture will allow for the free flow of technology and will combine DuPont’s strengths in the U.S., Europe, and China with Teijin’s strengths in Japan and Southeast Asia.† [18] Once again, it seems that companies that invest time and effort analyzing and understanding the challenges of joint ventures get on the right track from the start. Companies that just want to do business as usual (the case in the automotive industry) will have a hard time making the joint venture successful. SPAIN Spain has seen less activity in terms of joint ventures than Japan and China. It seems that Spain is not perceived as â€Å"risky† country and most companies might be willing to spring into fully owned subsidiaries in Spain. Also, the barrier to enter the market might not be as high as in the case of the Japanese market. However, in some industries, such as the financial services industry, there is a need for joint ventures to penetrate the market. Spanish people look for names of familiar companies to invest their money. According to a London fund manager interested in the Spanish market, â€Å"The easiest way to break into the market is through joint ventures with local banks but there are not many suitable partners. We have looked around a few banks but we haven’t been able to come up with a deal we like the look of.†[19] There is one company that has formed a joint venture with a Fibanc in Barcelona, Lazard Unit Trust Managers. Although, the majority of the investment firms have decided to just open their own branches in Spain. Fidelity’s managing director for central Europe believes that â€Å"Spain has a big population, around 40 million so in terms of sheer size it is very attractive. It’s one of the markets we have to be in. Fidelity opened its office in Madrid this year and has put a sales team in place. We are aiming at creating our own distribution channel rather than any other form of strategic alliance or joint venture†[20] It will be interesting to observe which of the two firms becomes more successful given the different approaches to penetrate the Spanish market. Another recent joint venture in Spain is Spanair. Formed between Scandinavian Airlines (49%) and Viajes Marsan (51%). Due to the recent deregulation of the European airline industry, the two companies were able to establish the airline as a joint venture. Spanair is flying direct from Madrid to Washington D.C. and it is increasing the number of intra-Europe flights. Spanair is now trying to form alliances with United Airlines to gain market recognition in the United States. Spanair has a different approach to marketing, they consider themselves an â€Å"airline with humor†, in fact, they gave away 266 round trip tickets to the first 266 people to arrive at the airport wearing some type of costume resembling some aspect of the Spanish culture.[21] Although, it seems that this airline has had a great start, it will be interesting to find out how they do in the future, as the Spanish culture seems to be playing a mayor role in the way the airline is run. I think that if Scandinavian Airlines is fully aware of the differences in management style between them and their Spanish partners, this joint venture should successful. Russia Prior to 1987, Russia had major restrictions in the formation of joint ventures. Only Eastern Block countries were allowed to form joint ventures with Russian partners. However, after 1987 the opportunity for joint ventures with Russian companies opened up and the result was a flood of joint ventures along with problems, risks, frustrations, opportunities and rewards.[22] The following quote summarizes the joint venture situation in Russia: â€Å"Although more than 10,000 international joint ventures have been registered in Russia since 1987, only about one-fifth of those have actually begun operations. Historically, many Russian-foreign joint ventures fail in the first year of operation, with an average survival rate of about 2.5 years.† [23] Richard Reece has identified some myths about Russians, which he believes are key elements in the failure track of international joint ventures in Russia. Following is a summary of these myths and his observations regarding the myths and suggestions to consider when forming a joint venture in Russia. 1. Russian workers are alcoholics and have an inferior work ethic. Alcoholic consumption might be higher, there is no certainty in this remark, however, Russian workers are used to longer vacations in the summer time and this can create the impression that Russians are lazy. His suggestion is to learn more about the Russian habits and styles prior to committing to a joint venture and have unrealistic expectations. 2. Russians are ignorant, incompetent managers. It is important to remember that Russians are learning about the market economy. For many years they have not been exposed to open markets, so they are less familiar with issues such as pricing, receivables, cost analysis, financing, cash flow, and marketing. It is important to remember that this is one of the major reasons why Russians are looking for partnerships with western companies. Russians are eager to learn more about the western style economics. The best way to find out the knowledge level is trough interviews with potential partners. 3. Russian managers lack business savvy. This myth has some truth in it, however, the fact that the Russian economy is unstable, has given managers the ability to react quickly to changes and adapt to the conditions of the new environment. In fact it is important to understand that not all western style solutions will work in Russia and Russian manager are more familiar with the details on how to get things done in Russia. Richard Reece makes particular emphasis in communication as a key ingredient to a successful joint venture in Russia. If potential partners do not learn about each other, how can they expect the venture to be successful. General Guidelines to Select a Partner. In general regardless of the countries involved, William Myers offers the following guidelines to select an adequate business partner: †¢ Is your prospective partner a known entity? †¢ Have you worked with the group before? †¢ Do the organization’s culture and values match yours? †¢ Does your prospective partner understand how associations work? †¢ Will the organization be flexible in crafting workable deals? †¢ Can your prospective partner clearly define success in the joint venture? †¢ Does your prospective partner have a reputation for honesty, and will the organization define working agreements in writing? [24] Answers to these questions will give you a general idea on whether to proceed with the venture, do more in depth analysis or simply not go through with the process. Conclusion This paper presented examples of successful and unsuccessful joint ventures. It also highlighted important information regarding key aspects of joint ventures in different countries. Joint ventures are still popular and international companies are creating more every day. Therefore, the knowledge from this paper should assist you to better understand the challenges associated with most joint ventures. A topic that was consistent throughout the literature on joint ventures is the importance of cultural differences, patience and the comparison of joint ventures to marriage. Therefore, if you have been married for a while, you might be better prepared for a joint venture than you think. Another interesting observation is that joint ventures seem to be preferred when there are market barriers, such as the case with Japan, or when the perceived risk level is relatively high, such as Russia and China. The fact that there was scarce information on joint ventures between companies of developed nations indicates that joint ventures are not the main avenue of expansion for most firms. This does not imply that they do not happen or that are not recommended, it simply states that they are far less popular. Companies are more willing to establish their own subsidiaries or branches since the risk level is lower. If you are involved in a joint venture, use the guidelines presented in this paper. The authors who recommend them have been studying international joint ventures for several years and have learned a lot from them. ———————– [1] Morosini, Piero.1998. Managing Cultural Differences, Pergamon Great Britain. [2] Inkpen, Andrew. 1995. The management of international joint ventures, Routledge London and New York. [3] Morosini, Piero.1998. Managing Cultural Differences, Pergamon Great Britain. [4] Morosini, Piero.1998. Managing Cultural Differences, Pergamon Great Britain. [5] Morosini, Piero.1998. Managing Cultural Differences, Pergamon Great Britain [6] Finnie, William C. 1998. Strategic partnering: Three case studies. Strategy and leadership, 26 (4): 18-22. [7] O Connor, Neal; & Chalos, Peter. 1999. The challenge for successful joint venture management in China: Lessons from a failed joint venture Multinational Business Review, 7 (1): 50-61. [8] Si, Steven & Bruton, Gary. 1999. Knowledge transfer in international joint ventures in transitional economies: The China experience. Academy of Management Executive, 13 (1): 83-90. [9] Si, Steven & Bruton, Gary. 1999. Knowledge transfer in international joint ventures in transitional economies: The China experience. Academy of Management Executive, 13 (1): 83-90. [10] Harwit, Eric. 1997. Guangzhou Peugeot: Portrait of a commercial divorce. China Business Review, 24(6): 10-11. [11] Harwit, Eric. 1997. Guangzhou Peugeot: Portrait of a commercial divorce. China Business Review, 24(6): 10-11 [12] Traffic World 1999 UPS’s big stake in China talks. Feb 8: 37. [13] Si, Steven & Bruton, Gary. 1999. Knowledge transfer in international joint ventures in transitional economies: The China experience. Academy of Management Executive, 13 (1): 83-90. [14] Si, Steven & Bruton, Gary. 1999. Knowledge transfer in international joint ventures in transitional economies: The China experience. Academy of Management Executive, 13 (1): 83-90. [15] Inkpen, Andrew. 1995. The management of international joint ventures, Routledge London and New York. [16] Fleet owner. 1999. Goodyear, Sumitomo deal. March: 16. [17] Moore, Samuel K. 1999. Kodak and DIC develop another JV. Chemical Week, 161 (8): 22. [18] Westerlvelt, Robert. 1999. Dupont and Teijin take a joint role in films. Chemical Week, 161 (6): 19. [19] Marshall, Julian. 1998 / 1999. Retail Pioneers will gain in Spain. 118: 56. [20] Marshall, Julian. 1998 / 1999. Retail Pioneers will gain in Spain. 118: 56. [21] Guttman, Robert J. 1998. Spanair: The sky’s the limit. Europe, 380:16-17. [22] Reece, Richard. 1998. Successful joint ventures in Russia. World Trade, 11 (8): 42-44. [23] Reece, Richard. 1998. Successful joint ventures in Russia. World Trade, 11 (8): 42-44. [24] Myers, William. 1998. Picking your partners wisely. Association Management, 50 (10): 31.

Dove Marketing

SAKSHI GUPTA Selection Of The Product The Product chosen by me is Dove Company is Hindustan Unilever Limited (HUL) Company Profile HUL is India’s largest FMCG Company with a span of over 75 years. Having 35 brands spanning 20 distinct categories such as soaps, shampoos, detergents, cosmetics, toothpastes, skin care, deodorants, tea, coffee, ice cream, packaged foods and water purifiers, the Company is a part of the daily life of millions of consumers across India.Over 16,000 employees and annual turnover of around Rs. 19, 401 crores (financial year 2010 – 2011). HUL is a subsidiary of Unilever and leading supplier of fast moving consumer goods with powerful local hold in more than 100 countries all over the world with annual sales of about â‚ ¬44 billion for 2011. Unilever has about 52% shareholding with HUL. Particulars| Total Numbers | Comments|Brands| More than 35| Well established brands catering to various market Segments| Products| More than 250| Huge umbrella of product family and product line| Direct retail coverage | 600,000 | Includes both on and off premise outlets | Household reach | 80% | Every 2 in 3 Indian uses HUL product | Shelf availability | 84% across India | Very deep market reach of | Dove Dove’s started off in the US in 1957; is leading brand of Unilever globally. Dove is marketed in 80 countries worldwide with a range of products from lotions, body washes, skin care and moisturising creams.Dove hair care range was brought to consumers in 1998 in Europe and in 2003 in North America. HUL launched the Dove hair care range in May, 2007 which included shampoos, conditioners, and revitalizing masks. Dove became the fastest growing shampoo brand in the country in a short period of time of around 13 months. The range claims to deliver the moisture promise of Dove. It has a specific formulation of chemicals which are mild and soft to the skin composition. Dove enjoys a star position for damage repair and therapy. Dove has hair care products that repair damage to the hair.The new Zero Damage System range includes ‘daily therapy’ shampoo, ‘dry therapy’ shampoo and conditioner, ‘breakage therapy’ shampoo, conditioner, serum and hair-mask. Context Indian hair care is divided into categories Hair oil Shampoo/conditioners, styling products, herbal remedies and hair-dyes and colors. Sachet sales contribute approximately 40%,. Hair care and shampoos targets upper middle class, middle class and upper class rural customers. Market is expanding to lower class too. Main consumer categories targeted are women. The usage of shampoo in Indian society has evolved with increasing rate.Today average usage in Indian population comes out to be2-3 times a week. Use of conditioners is still mostly in the super premium segment. Indian women require more shampoo as compared to western women because of thicker texture, longer average. Awareness counts for about 90% in urban areas g iving 80% of total consumption whereas; in rural areas awareness counts for about 80% which is for the remaining 20% of consumption. Competitors Market Scenario Product Category: Hair Care The hair care market in India is valued at $200 million with a growth of 3. 8% year by year. The hair care market includes . hair oils. 2. shampoos. 3. hair colorants & conditioners. 4. hair gels. Shampoos The shampoo market carries a value of Rs 4. 5 billion with market penetration level of only 13% in India. Shampoos are available in the form of shampoo bottles of different volumes as well as 8ml sachets. Sachet makes up to 40% of the total shampoo sale. The shampoo market in India is divided into: * Cosmetic * Anti-dandruff More than 50% of the population uses soaps for hair care. The shampoo penetration is only 30% in metros. The major players in the today’s shampoo market are HUL, and Procter & Gamble.Segmentation Market segmenting is dividing the market into groups of individual marke ts with similar wants or needs that a company divides into distinct groups which have distinct needs, wants, behavior or which might want different products & services. According to Philip Kotler, â€Å"Market segmentation is the sub dividing of market into homogenous subsection may conceivably be selected as a market target to be reached with a distinct marketing mix. Broadly, markets can be divided according to a number of general criteria, such as by industry or public versus private. The concept f market segmentation was first proposed as an alternative market development technique in imperfectly competitive markets that is, in markets where there are relatively few competitors selling an identical product. Where there are lots of competitors selling identical products, market segmentation and product differentiation produce similar results as competitors imitate your strategic approach more quickly and product differentiation approaches meet market segment needs more closely. With an increasing proliferation of tastes in modern society, consumers have increased disposable incomes.As a result, marketers have sought to design product and service offerings around consumer demand (market segmentation) more than around their own production needs (product differentiation) and they use market research to inform this process Since there a large number of competitors in the shampoo market selling almost identical products that have almost similar attributes and properties market segmentation should be devised for Dove shampoos. The figure shows the types of segmentation taking into account various criteria. The relevant differentiators applicable to Dove shampoo is mentioned below. Demographic | | | | | | | | | AgeSexLevel of educationSocial Class| The target consumers would be the age class from preteens to old age. It is commonly observed that there is no much differentiation in the usage patterns in relation to age even though the attribute in the shampoos tha t is sought might vary within different age groupsShampoos are used by both men and women although in varying degrees and frequencyDove is a premium shampoo primarily targeted at educated middle class consumersSocial Economic classes from B1 particularly the upper middle class and high income groups would be likely to afford and be aware of the product. Geographic | | | | | | The primary consumers would be the Urban middle class and above. It would not be affordable for rural markets| Psychological | Psychographic | It tries to change the psychology of an average looking women that she can look equally beautiful. Some consumers have the perception that the chemicals in the shampoo render the Hair dry.The moisturizer concept can be used to address this | Benefits sought | | Consumers hope to derive a number of benefits like Dandruff control, Hair Therapy, Oil control through shampoo usage| Behavioral | Product usage | The products are used on an average of 2 to 3 times per week among almost all age categories with a slightly higher frequency for dandruff control | | Media usage| The media usage of the target customers would be magazines newspapers and TVs so that communication efforts can be directed to these channels to cater to the prospective consumers| | | |Targeting The main target market is upper middle class and premium class people (higher socio economic group). It targets the Indian young women and focuses on real beauty of women widening the stereotype view of beauty. The targeting strategy can be presented as division of three aspects: Age, Sex and Lifestyle. The age group segment of 17-50 years old women (mainly youngsters, Teens and Pre-Teens) who are socially active with or without job and belong to the premium section of the society.Dove Product Lifecycle Dove shampoo is in the growth stage * As Dove is becoming successful and sales has started to grow rapidly as it became established. BCG Matrix STAR Dove| QUESTION MARK ? | CASH COWS | DOGS | BC G Matrix (Boston Consulting Group Matrix) The â€Å"BCG matrix† or Portfolio Analysis is a portfolio planning model had been created by Bruce Henderson for the Boston Consulting Group in 1968 to help corporations with analysing their business units or product lines.This helps the company allocate resources and is used as an analytical tool in marketing, product, strategic management, and portfolio analysis. A high-growth product is for example a new one that we are trying to get to some market. It takes some effort and resources to market it, to build distribution channels, and to build sales infrastructure, but it is a product that is expected to bring the gold in the future. A low-growth product is for example an established product known by the market.Characteristics of this product do not change much, customers know what they are getting, and the price does not change much either. This product has only limited budget for marketing. There is the milking cow that brings in the constant flow of cash. An example of this product would be regular Colgate toothpaste. * Stars whose high share and high growth assure the future; * Cash cows that supply funds for that future growth; and * Question marks to be converted into stars with the added funds. Stars * Dove shampoo has a high growth and high market share Dove is ahead of Pantene by a large margin in the category of shampoos. Its value share is 18. 6 per cent to Pantene’s 10. 1 per cent. In the top six metros of the country, Dove has a value share of 12. 6 per cent to Pantene’s 11. 7 per cent. In urban India, Dove’s share is marginally behind Pantene’s 11. 1 per cent at 10. 6 per cent, while, on an all-India basis, Dove is 7. 9 per cent to Pantene’s 9. 4 per cent. * Highest Market Share -The company holds a 44% market share in the Indian shampoo industry. * *

England and Ireland essays

England and Ireland essays To understand this current situation, we will have to go back in history. There are three critical dates which lead to the situation today. Those dates are: 1170, 1609, and 1969. In the next paragraphs I will briefly explain what was going on in each of these years. To begin with, in 1170, Henry II ruled England. He attempted to attach Ireland to his kingdom. However, he only established control in a small area near Dublin known as the Pale. In that particular area, English citizens started moving in and adapting the English language, religion, practices, beliefs, and etc. Attempts were made to conquer the rest of Ireland, but major English expansion did not take place until the seventeenth century. In 1609, Queen Elizabeths army had established the English rule over most of the island of Ireland, with the exception of the Northern Province: Ulster. The Ulster clans (Lead by Hugh ONeil) had a very affective alliance against the English army. Unfortunately, after a long and damaging campaign, it was eventually brought under English control in 1703. By then, all the Irish leaders had left Ireland for Europe, and less than 5% of Ulster was controlled by Catholics Irish. Later on, in 1969, the restlessness in Northern Ireland really started. In this year, the minority demanded better job opportunities, accommodation, and rights for voting. In reaction to this, the British government introduced a new law which prohibited religious discrimination and cancelled the law of 1922. In reaction to that, in the 1970s, the IRA (Irish Republic Army) began their terrorist reactions. The problems in Northern Ireland are practically from the difference in religion. There are two main camps, the Unionists and the Republicans. The Unionists are Protestant Christians, and the Republicans are Catholic Christians. Northern Ireland was created by the English as an attempt to stop the fighting. The idea was that as the Protestants...

The Crimes of Nate Kibby

The Crimes of Nate Kibby On October 9, 2013, a 14-year-old student left Kennett High School in Conway, New Hampshire and started walking home by her usual route. She sent several text messages between 2:30 p.m. and 3 p.m. during her walk, but she never made it home. Nine months later, on Sunday, July 20, 2014, the state attorney general announced that the teen had been reunited with her family and that the family was asking for privacy. Additionally, authorities were tight-lipped about the case, giving no details whatsoever to the media. Kibby Faces Additional Charges July 29, 2015 - A New Hampshire man accused of kidnapping a 14-year-old girl and holding her captive for nine months has now been charged with threatening the lead prosecutor in the case. Nathaniel Kibby has been charged with improper influence, criminal threatening, and obstructing government administration. The charges stem from a phone call that he made from jail which was recorded. In the Carroll County House of Corrections phone call, Kibby made vulgar threats to harm Associate Attorney General Jane Young. Young was not the recipient of the phone call. The improper influence charge is a felony while the other two new charges are misdemeanors. Kibbys trial is scheduled to begin in March 2016. He faces 205 charges related to the kidnapping of a Conway high school student who he took to his Gorham home and forced her to remain there and in a storage shed using threats, a stun gun, zip ties, and a shock collar. Kibby Indicted on 205 Charges Dec. 17, 2014 - A man arrested for kidnapping a New Hampshire 14-year-old and holding her captive for nine months has been indicted on more than 200 charges related to the case. Nathaniel Kibby could spend the rest of his life in prison if convicted of the charges. Kibby was indicted on 205 charges that included kidnapping, sexual assault, robbery, criminal threatening, illegal use of a gun and illegal use of an electronic restraint device. When the grand jury indictment was released this week, more than 150 of the charges were redacted in an effort to not cause further harm to the teenaged victim, authorities said. Those charges are related to the sexual assault of the girl. According to the parts of the indictment that were not redacted, Kibby used a stun gun, a dog shock collar, zip ties and death threats to the girl, her family and her pets to maintain control over her during her nine months in captivity. While she was in captivity, Kibby would gag the teen, put a shirt over her head and face, and put a motorcycle helmet over that while she was zip-tied to a bed. He also used a fake surveillance camera to control her. He was also indicted for destroying evidence by disposing of many of the items that he used to control his victim. The victims family has asked that her name and photo no longer be used because it could hamper her recovery and authorities and some media outlets have complied with that request. However, the family sought extensive coverage of the case while the teen was missing, setting up a website publicizing the case. Even after Kibby was arrested, the family made statements through their attorney naming the victim; and the teenager herself appeared at Kibbys arraignment and was photographed in the courtroom, as we reported earlier. The About.com Crime Punishment website will not use the victims name and photo in coverage going forward. Numerous Acts of Unspeakable Violence Aug. 12, 2014 - An attorney for the New Hampshire teen who was abducted at age 14 and returned home nine months later said the girl suffered numerous acts of unspeakable violence during her captivity and now needs time and space to heal. Michael Coyne, attorney for Abby Hernandez and her mother posted the following statement on the Bring Abby Home website: On behalf of Abigail Hernandez and her mother, Zenya Hernandez, we want to thank the New Hampshire State Police, the FBI, the Conway Police Department, all of the many law enforcement agencies that were involved in this effort, the community of Conway, the people of New England and everyone that cared about Abby’s abduction and prayed for Abby’s safe return as well as the media’s efforts to bring attention to her kidnapping and assist with her miraculous survival. Abby needs and wants some time and space to physically and emotionally heal. It is going to be a long process in pursuit of justice for Abby and for Abby to get physically and emotionally stronger. We do not intend to have this case tried in the press. As the justice system moves forward, and the evidence is revealed, questions about this horrific event will be answered. Abby was violently abducted by a stranger. For many months, she suffered numerous acts of unspeakable violence. Through her faith, fortitude and resilience, she is alive today and home with her family. Abby simply asks that you respect her wishes and the justice process as this case moves forward. We trust that justice will be done. On behalf of Abby, we ask that you be sensitive to the well-being of this child and give her the time and space she needs - that any of us would desire for a member of our own family or loved one who suffered as she has. Few Investigation Details Released July 29, 2014 - With very little official information available, speculation ran wild that, because she was missing for nine months, the teen was pregnant, she went away to have the baby and then returned home to her family. That story was false. Some of the mystery surrounding the disappearance of Abby began to be revealed with the arrest of a 34-year-old Gorham, New Hampshire man in connection with the case. Nathaniel E. Kibby was arrested July 28, 2014, and charged with felony kidnapping. However, when he was arraigned Tuesday, July 29, 2014, in ​the  circuit court, prosecutors and law enforcement were still not releasing many details about the on-going investigation. Defense Attorney Seeks Information Kibbys attorney, public defender Jesse Friedman, asked the judge to force prosecutors to turn over the probable cause and search warrant affidavits so that he could know how to advise his client. Were in the position that essentially all that we have is a piece of paper, said Friedman about the police complaint. In order to adequately defend Nate, we need an opportunity to see that (other documents). More Charges Coming? The piece of paper in question is the one-sentence police complaint against Kibby which said he committed the crime of kidnapping and ​that  he knowingly confined A.H. with a purpose to commit an offense against her. The complaint did not specify what offense Kibby committed against Hernandez. I have no idea what offense they are alluding to because I dont have information other than whats on this piece of paper, said Friedman. Im not sure as a matter of constitutionally defending Nate, I can even explain to him what hes being charged with because I dont know. Search Warrants Issued Associate Attorney General Jane Young told the court that she had just received the defenses motion to unseal the affidavits and under court rules, she had 10 days to respond. Young told the judge that the investigation is on-going and information in those affidavits could hamper that investigation. Young said the search warrants in question were being carried out at the time and depending on what they found more search warrants may be requested. Shipping Container Searched? Photographs taken by reporters of Kibbys mobile home in Gorham showed police crime tape around a metal shipping container which appeared to be set up as a storage shed in Kibbys backyard. Authorities would not confirm that Abby had been confined inside that container. Judge Pamela Albee denied the defense motion and ordered the records sealed. She also set August 12 for a probable cause hearing in the case. She set Kibbys bail at $1 million and set conditions he would have to meet if he was able to post bond. Abby Faces Her Abductor Abby Hernandez attended Kibbys arraignment. The 15-year-old walked into the courtroom, followed by her mother, sister, and other supporters and sat in the front row behind the prosecutors table. Asked by reporters as she left the courtroom if she had anything to say, the teen told them firmly, No. Following the hearing, a press conference was conducted by state Attorney General Joseph Foster, Kieran Ramsey of the FBI, and Young. They gave few details of the investigation, but they praised the courage and strength of Abby and her family in helping with the investigation. Abbys Courage, Strength Hailed FBI Agent Ramsey said the community and the team of investigators were important in bringing about an arrest, but most of the credit goes to Abby. â€Å"Abby herself helped her safe return through her courage and resolve to come home,† Ramsey said. Family members said that Abby had lost weight and appeared malnourished when she returned home  July 20. She is working to build her strength back and we hope soon she will be back on solid foods, the family said. No Longer Weak Abby is very thin and weak. We continue to work towards getting her to eat, family friend Amanda Smith said in a statement. Abby has shown incredible courage through this. She is beyond grateful to be home and is just relaxing, resting, trying to get her health back. When she walked into the courtroom to face Nathaniel Kibby July 29, she looked anything but weak.

Understand a range of techniques to analyse data effectively for Essay

Understand a range of techniques to analyse data effectively for business purposes - Essay Example Mode can be applied by employees in knowing their salary scale. Mean can be applied by businesses to know the average cost of the employees’ salaries and it can be used to estimate the future costs. Mean can be used by employees to calculate the expected salary. Employees get an average salary of  £1248 Standard deviation is the measure of how numbers are spread out. In this case it shows how the salaries of employees are spread out. It shows how the salaries are different from the mean (Lind, Marchal & Wathen, 2010). A business may use quartile and percentile to make decisions. For instance, to set the prices of goods and services, they may also be applied in the setting of employees’ salaries. Correlation can also be applied in business decision making. Correlation is used to measure the linear relationship that is between two variables (Lind, Marchal & Wathen, 2010). If a relationship between the two variables is strong then altering one of the variables will affect the other variable. Thus a business is able to determine if it should change the variable and to what

Analysis of Ethnic Conflict in KOSOVO Essay Example | Topics and Well Written Essays - 2250 words

Analysis of Ethnic Conflict in KOSOVO - Essay Example Furthermore, the area needs proper management of these diverse societies so that such conflicts can be avoided since these altercations might escalate into a bloody civil war2. Such is the case of Kosovo, formerly a province of Serbia which have erupted into a bloody war towards the latter part of the 90’s. The carnage in the area was only halted by the intervention of NATO. Although this temporarily stopped the fighting and an independent state seems to be forming, the area remains in a precarious ceasefire as relative tensions remain between the Albanians and the Serbians wherein the secession resulted in the breakaway of an Albanian dominated Kosovo. This left the remaining Serbians in a quandary since they may be subjected to discrimination. The fear of possible persecution threatens to drive the Serbs away from Kosovo in effect dislocating them from their homes and towards a life of uncertainty3. Part 1 Kosovo Ethnic Conflict History has been teeming with ethnic conflicts and there have been numerous cases of violence that bordered on genocide. Through each of these conflicts, the diversity of culture as well as past excessiveness and offenses of one culture to another serve as fertile grounds for multi-ethnic conflicts to escalate into bloody wars. In Kosovo, the people of the neophyte state have been trying to lead a life of normalcy but as mentioned, considerable tension remains. After the breakaway, Kosovo was held by the majority Albanians that through the years have accumulated in the area. However, these people have experienced severe persecution when the autonomy of the then Serbian province has been revoked. There had been an apparent attempt to cleanse the area of Albanians when the ruling Serbs massacred numerous Albanians. This did not spare women, children and the elderly. Likewise, summary executions, kidnappings and arrests were rampant.4 The memories of these horrible events have been seared deep within the Albanians that now control Kosovo. As mentioned, there is a lingering anxiety within the remaining Serbs that have been relegated into the minority in the area. In a statement by Dr. Covic in front of the UN Security Council in New York over half a decade after NATO intervened and an uneasy ceasefire ensued, he advanced the concerns that the agreements have yet to be met by the Albanian authority. Dr. Covic lamented on the over 200,000 internally displaced Serbs and called on the council to act on these problems along with the need to implement court decisions in order to return properties to heir rightful Serbian owners. He likewise mentioned the seemingly disturbing solid line up of Albanians in the governing body of the area which may be detrimental to non-Albanians5. Hence, this essay will look into the situation of the now minority Serbs in Kosovo and the persisting multi-ethnic tensions between the two groups. Divisiveness and Scars of the Past The Albanians have constituted the majority of the populat ion in Kosovo long before the province split from Serbia in a bid to become independent. Previously, despite the lack of economic prosperity which was instrumental in driving most of the Serbs out of the area, the Albanians enjoyed a respectable degree of autonomy. This was shattered by the revocation of this autonomy paving the way for conflicts to arise. The human rights violations intensified and the massacres heightened to almost genocide