Gladiator Historical Accuracy

Fighter Historical Accuracy The film fighter rotates around the life of Maximus Decimus Meridius. Maximus was the best Roman General in the Roman Empire. Marcus Aurelius was the ruler of Rome and close to his demise he disclosed to Maximus that he needed the ability to be moved back to the senate, and not to his child, Commodus. The explanation Marcus Aurelius didn't need his child to administer is on the grounds that he accepts that Commodus will devastate the Roman Empire. When Commodus discovers that he won't become sovereign, he chokes out his dad. After Marcus Aurelius demise, Commodus tells the Romans that he is the new ruler, however Maximus knows reality. Commodus advises the officers to execute Maximus and his family before the force is given to the Senate. Before the warriors could execute Maximus, he overcomes the entirety of the fighters attempting to kill him, and he get away. Maximus returns home to see his better half and child killed and hung before his home. He realizes he cannot remain in his home, so he begins to discover elsewhere to live. While in the desert, Maximus breakdown and he is caught by slave mentors. While in the slave camp, the caught slaves were tried to perceive what level they could perform. Maximus was called Spaniard since he would not tell his name. At the point when he at long last indicated the slave brokers how well he battled, they promptly realized that they had an astonishing warrior. In Rome, Commodus revives the gladiatorial games out of appreciation for his expired dad. A critical scene in the film was the point at which the fighters should re-order the fight among Rome and Carthage. The warriors would not like to be vanquished so they slaughtered the protectors and the group delighted in the curve. Commodus requested the character of the best contender. Maximus expels his veil and Commodus is stunned to see that he is as yet alive. Commodus can't execute him in light of the fact that the group cherishes him. Commodus chooses to constrain hi m to battle the Tigris of Gaul, the best contender in Rome. While Maximus fights the Tigris of Gaul, Commodus discharges the tigers on him. Maximus nearly overcomes the Tigris of Gaul when he saw Commodus vote in favor of death. Maximus chose to save the Tigris life to restrict Commodus. Commodus is furious to discover that the Romans begin calling Maximus, Maximus the Merciful. After the fight, Maximus meets one of his previous hirelings, Cicero and him instructs him to tell his previous officers that he is as yet alive, and needs them to fight for his opportunity. Maximus plans a departure with Gracchus and Lucilla to rejoin with his military. Commodus fears that his sister, Lucilla is deceiving him so he compromises Lucius. Commodus finds the plot and he sends his troopers to execute Maximus and different slaves. While in fight, Proximo, the mentor of the slaves, and Hagen are killed, yet Juba and the remainder of the survivors are detained. Maximus gets away from just to discove r Cicero hung by Commodus fighters. Maximus becomes caught and detained again and needs to confront Commodus in fight. Commodus converses with Maximus before the fight and betrays him to debilitate him in the fight and he arranges the watchmen to cover the injury with defensive layer. While in fight Commodus has a go at battling him yet at one point Commodus blade is taken from his hand. Commodus orders Quintus to give him another blade, however Quintus cannot. Maximus executes Commodus while the entire Coliseum remained quiet. As the life of Maximus starts to blur, he advises the Romans to free Proximos slaves and let Rome be constrained by the Senate once more. The film closes with Maximus meeting his family in a field in his the hereafter. Juba is toward the finish of the film covering two sculptures of a lady and a kid that had a place with Maximus, and Juba says he will meet him in existence in the wake of death. Authentic Analysis-Gladiator Characters: Lucilla: In the film, Lucilla is the little girl of Marcus Aurelius, and the sister of Commodus. In the start of the film Marcus Aurelius reveals to her he wished she was a kid since she would administer Rome fittingly. Lucilla is brilliant and is keen on the governmental issues of Rome. Commodus is infatuated with her and doesn't need anybody to have her. She comprehends his adoration and utilizations it for her potential benefit. In the film, she does anything she can to occupy Commodus and maintain him cheerful in control to spare Maximus. Lucilla, Maximus and Gracchus plot to execute Commodus The sentimental connection among Lucilla and Maximus is plainly apparent, and it really enrages Commodus. Commodus turns out to be dubious and undermines Lucius. Lucilla illuminates Commodus about her arrangements so as to spare her child, and Commodus catches Maximus. Maximus: In the film warrior, Maximus Decimus Meridius is a caring dad and spouse. He is the best Roman General in Roman history, and nobody can crush him. The character of Maximus was made by the journalists of the film, Unfortunately, there are no pictures with which to think about the Hero of Gladiator, the Spanish general Maximus. He never existed. (Ward, 2005). The entirety of the scenes in the film that included Maximus were sent in to make the film all the more energizing and the relationship among Lucilla and Maximus never existed. Commodus: Commodus character should depict a blend between the Caesars Nero and Caligula. History specialists accept that he was more regrettable. In the film, Commodus is despised by the Senate and the individuals. In history Commodus is just despised by the Senate, he was very adored by the individuals. In Gladiator, Commodus is killed by Maximus during fight, yet that isn't accurate since Maximus never existed. Commodus had numerous endeavors on his life, however just one man succeeded. Job of Different Groups: Caesars: In the film Gladiator, the Caesar Marcus Aurelius had the most force and he was an honorable Caesar. He didn't need Commodus to pick up power since he dreaded Commodus would destroy the city of Rome. A few Caesars imparted their capacity to the Senate, a few Caesars became despots. Officers: A general had a significant job. The activity a general was to lead their military to triumph. During the old Roman occasions an army would serve his general first and his Caesar second. This is shown in the film when Maximus advises his previous worker Cicero to get his military to battle for his opportunity. Maximus realizes the military will obey him. Combatants: Gladiators were the most reduced type of people during the antiquated Roman occasions. Warriors were men who were for the most part caught during war and had to battle. There is additionally a high precision in the manner that the life of a combatant is depicted. Warriors were men who were prepared to pass on for the publics amusement. They battled different fighters as well as creatures as well. (Ilic, 2004). Government Structure/Politics: The legislature during the old Roman occasions depended on the Caesar and the Senate. A considerable lot of the Roman individuals cherished the Senate, yet in the wake of perceiving how degenerate they could be the Romans begun to adore Caesars more. For instance Commodus was one of the rulers who albeit loathed by the senatorial classes was cherished by the military and lower classes. The explanation is for the most part monetary. Commodus burdened the representatives and was liberal with the others. (The battle between the Senate and the Caesars proceeded until the fall of the Roman Empire). (Ward, 2005) Work Cited Gil, NG. (2010, October). Monetary purposes behind the fall of rome. Recovered from http://ancienthistory.about.com/od/fallromeeconomic/an/econoffall.html Ilic, KI. (2004, June). Combatant actuality versus fighter fiction. Recovered from http://cssaame.com/jhs/gladiator_fact_vs_gladiator_fi.html Ward, AW. (2001, August). The film combatant in verifiable viewpoint. http://linkage.rockefeller.edu/wli/perusing/gladiator.html

Effective Management in International Business Lessons from Four Seasons Expansion to France

Powerful Management in International Business Lessons from Four Seasons Expansion to France Presentation Managing in a global business presents remarkable difficulties because of contrasts in viewpoints, for example, culture and enactment among nations. For example, an administrator from a monochronic culture (for example North America) may think that its difficult to work with representatives from a polychronic culture (for example France) because of their various impression of time.Advertising We will compose a custom contextual analysis test on Effective Management in International Business: Lessons from Four Seasons’ Expansion to France explicitly for you for just $16.05 $11/page Learn More The monochronic-arranged director would, for example, center around singular objectives, consecutively, while the polychronic-situated representatives would be increasingly happy with dealing with numerous objectives all the while (Hallowell, Bowen Knoop 2003; Nardon Steers 2009). As for enactment, contrasts in enactment, for example on work and condition, may suggest diverse working expenses for an element. This report breaks down how Four Seasons oversaw such elements when it extended its administrations to France, to work the Four Seasons Hotel George V Paris as detailed for the situation concentrate by Hallowell, Bowen and Knoop (2003). Four Seasons has had a wonderful history of working lavish lodgings and resorts as confirm by its presentation from 1996 through 2000. During this period, its incomes expanded at a compound pace of 22.6% every year, with the working edges expanding by roughly 9% (Hallowell, Bowen Knoop 2003, p. 1). The entity’s income per room was likewise higher than the business normal in the U.S. what's more, Europe (Hallowell, Bowen Knoop 2003). Such achievement was guaranteed by its successful administration approach and very much educated rules that guided its universal development. Notwithstanding this achievement, its entrance into France was trying; for example, work enactment in France brought down working hours for r epresentatives, while the French social direction varied essentially from societies in different locales in which Four Seasons had existing tasks (Hallowell, Bowen Knoop 2003). This report evaluates how four seasons defeated such difficulties. Following the presentation, the report assesses the suitability of the board approach used to open the Parisian lodging, the guiding principle exhibited by different individuals from Four Seasons, and the effect of the executives approach on administration conveyance. The end therefore distinguishes the key perspectives examined all through the report.Advertising Looking for contextual analysis on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Learn More Four Seasons Approach when Opening Parisian Hotel The suitability of the administration approach utilized by Four Seasons to open its activities in France was apparent from variables, for example, consciousness of French culture, adjus tment to such a culture, and the rules that deliberated the inn with the capacity to drive change. These angles are featured in resulting segments. Social mindfulness and adjustment Differences in societies among nations influences viewpoints, for example, dealings, correspondence, trust, responsibility and collaboration (Hurn 2007; Wendt, Euwema van Emmerik 2009), henceforth may prompt horrible execution for an element (Mullen Copper 1994; Pillai Williams 2004). Following the acknowledgment that social separation impacts business results, the requirement for chiefs to have a familiarity with societies in nations wherein they run business exercises has required such practices as social preparing to ease acclimation to remote societies (Waxin Pannaccio 2005; Causin, Ayoun Moreo 2011). The attention to Four Seasons the board about social direction of the French was basically obvious in the decision of the section mode. For example, by perceiving the open door that lodging George V int roduced, Four Seasons mnagement had the option to keep away from liabilities, for example, the name of a remote element that could impact its beginning up execution. Such methodology forestalled an ineffective section into the French market that had been a quality of other American elements, for example, Disney (Hallowell, Bowen Knoop 2003). Also, Four Seasons’ the board social mindfulness was clear with their decision of a French inside originator to conquer the difficulties forced by the decision of George V. The George V opportunity introduced a test of building up the fitting harmony between keeping up George V’s notoriety and remaking the premises to meet inclinations of contemporary guests (Hallowell, Bowen Knoop 2003). By picking an architect acquainted with the French people’s view of angles, for example, extravagance, along these lines fit for catching the imagery joined to the old lodging while at the same time making another look that would better con sumer loyalty, the element had the option to upgrade the hotel’s notoriety with contemporary guests while and hold the notoriety that inn George V held (Hallowell, Bowen Knoop 2003). Different examples that show social mindfulness and adjustment were identified with the entity’s adherence to work enactment existing in France and its recruiting of a non-Four Seasons official gourmet expert (Hallowell, Bowen Knoop 2003).Advertising We will compose a custom contextual analysis test on Effective Management in International Business: Lessons from Four Seasons’ Expansion to France explicitly for you for just $16.05 $11/page Learn More Whereas the culinary specialist had difficulties meeting desires for contemporary guests (Hallowell, Bowen Knoop 2003), employing such a person with involvement with French food assisted with strengthening the viewpoint of Four Seasons being a French royal residence lodging. Capacity to drive change and Impact on Performance Four seasons opening of their Parisian inn confronted different social difficulties because of contrasts in culture between North America and France. For example, the chiefs confronted difficulties during the time spent execution assessment since the French culture didn't support an immediate and express way to deal with talking about employees’ shortcomings, a methodology that would be anything but difficult to apply in their North American foundations (Hallowell, Bowen Knoop 2003). Essentially, though bleeding edge and center directors in North America accepted greater accountability and responsibility for their jobs, such chiefs in France would in general allude responsibility for their choices and approaches to their bosses (Hallowell, Bowen Knoop 2003). Other clashing social viewpoints remembered the distinctions for impression of time and the French enthusiastic method of doing undertakings, which could, on the negative, result into the French temper lashing out (Hallowell, Bowen K noop 2003). Such contrasts suggested that while Four Seasons the executives expected to conform to certain parts of the French culture, in different perspectives they would need to actualize methodologies that would help in social transmission to enable the substance to meet its guideline of offering types of assistance dependent on all around uniform gauges. The methodology taken by the administration in opening the French inn demonstrated the capacity of Four Seasons to drive change. The substance for example had built up a procedure that upgraded social change to meet its set up standards.Advertising Searching for contextual analysis on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Find out More The entity’s technique for example empowered the improvement of the correct disposition to work by advancing representatives who stayed focused on the suitable culture and demeanor (Hallowell, Bowen Knoop 2003). In the long run, such workers would frame a minimum amount that would shape power required to accomplish a social change for the entire element. To accomplish such a social changing impact in France, Four seasons employed people with related knowledge working in North America; such people assisted with demystifying adverse impression of the North-American parts of culture that Four seasons planned to present at inn George V (Hallowell, Bowen Knoop 2003). Correspondingly, the supervisors recruited had involvement with other Four Seasons tasks along these lines could help in preparing the workers on the normal guidelines of administration (Hallowell, Bowen Knoop 2003). The social change was likewise helped by the immediate inclusion of top administration as exemplified b y the senior supervisors (Le Calvez) empowering the utilization of first names, a perspective that was uncommon in the French culture (Hallowell, Bowen Knoop 2003). The capacity of the Four Seasons the board to drive change was apparent with changes in quality rating announced after second review of nature of administration at the lodging. In the principal review, different disadvantages to quality help notwithstanding: staff’s unseemly demeanor, powerlessness to sell the entity’s administrations and distraction with rules and arrangement to manage their activities (Hallowell, Bowen Knoop 2003). During the subsequent review, such perspectives had offered approach to excellent help that prompted a quality rating equivalent to other Four Seasons foundations (Hallowell, Bowen Knoop 2003). Furthermore, such an impact was eminent in the high staff fulfillment with their position at Four Seasons as uncovered by means of an Employee Opinion Survey (Hallowell, Bowen Knoop 2003 ). Basic beliefs Instilled in Four Seasons Team The effective opening and great execution of Four Seasons foundation in France came about because of different guiding principle the substance dug in its staff. Among these qualities is the human resources’ â€Å"Golden Rule† that specifies that staff should treat each other as they would wish to be dealt with (Hallowell, Bowen Knoop 2003). The top administration shows this standard for example by welcoming workers and their families to a

Should Salaries be Transparent in Your Company

Should Salaries be Transparent in Your Company When we talk about transparent salaries, we mean that salaries are common knowledge to everyone in a company or salaries are released publicly. Traditionally, how much an employee makes is meant to be kept in strict confidence for most private companies. However, some companies with salary transparency policies publish the salary data of its employees. This may be for compliance with tax reporting requirements (i.e., nonprofit organizations) or as a response to public companies’ shareholders who would like to know the earnings of their top executives.For some jobs in the public sector, salaries are determined strictly by their tenure and title. Thus, although a particular employee’s salary is not being published, the organization’s wage rates are still open to everyone. Moreover, salary transparency has become typical for high technology companies, particularly small startup companies that are trying to compete aggressively for talent in markets in Seattle, Silicon Valley, and New York City.Whatever the case may be, the trend towards transparency has been driven by a couple of variables, at least according to the Society for Human Resource Management. One is the rising availability of such data from sites like Salary.com, Glassdoor.com, as well as compensation benchmarking programs such as PayScale.com. Another is the ever more tightening labor market and the recognition of pay equality. The last is the effect of millenials, who are used to transparency and openness in social media. © Shutterstock | DooderThere are advantages and disadvantages to informing employees how much their fellow employees are making. At any rate, it is still a very tricky subject on whether a company should reveal how much their employees earn. This article will feature the advantages and disadvantages of companies making their salaries transparent. Moreover, it will discuss whether you as an employer should make salaries transparent in your company, given your circumstances.ADVANTAGES OF TRANSPARENT SALARIESAbility for Employee Negotiations. In knowing how much the range is for particular positions, employees and job candidates have the evidential support to negotiate for higher raises and higher starting salaries, respectively. This, of course, benefits the employee or would-be employee. In so doing, salary transparency can also help address any pay inequalities.Closes the Gender Gap. Based on a survey by Salary.com, 36% of men always negotiate their salaries when they receive a job offer, while only 26% of women do. This hesitance of women to request for more money is a main contributing variable to the existing gender gap. Furthermore, in a study conducted by the American Association of University Women, they found out that the full-time beginning salary of newly college graduates were 18% less for women, compared to their male counterparts.By being transparent with your salaries, it can aid in increasing your female applicants, since it lowers their uncertainty on working conditions and salaries for your company. Research shows that women are less likely to negotiate their pay compared to men. However, research has also shown that the transparency can aid in closing this negotiation gap in salaries among men and women. Encourages Trust. When a company is more transparent with something as sensitive as salaries, it shows that its employer and its management trust its employees sufficiently to allow them the information of other people’s salaries. This can l ead to more satisfaction in their jobs and hence, better productivity.Hires Applicants with Better Fit. Since applicants have more and understandable information about your company, this can better improve the job matching process. This means that even before they apply, they already know whether a job provides too low a salary range for their liking. In the long run, it would decrease unemployment periods.Holds Human Resources Accountable. By being transparent in your salaries, it would hold your human resources responsible and accountable for precisely gauging the salaries for the true value of a job. Think about it this way â€" in order to make someone accountable, you would need information. With the lack of information (or even valid data), actions made by individuals are difficult to ascertain and could be gravely misconstrued. The secrecy of information makes it challenging to hold organizations and individuals accountable for their actions and behavior. It also makes it prob lematic for those who are treated unjustly to establish a case for just treatment, in this case, in terms of salaries.Motivates Productivity. Transparent salaries can motivate employees who are paid higher to work even harder and in a productive manner. In a way, they are trying to demonstrate their higher value to their peers and management. According to research, employers that move from pay secrecy to pay transparency undergo big and permanent increases in their productivity levels. When pay information remains a secret, employees typically overestimate the salaries of others, leading to job dissatisfaction and lower productivity levels.[slideshare id=53170437doc=paytransparency-150924204252-lva1-app6891w=640h=330]Prequalifies Applicants. If a company does not disclose salary data, you as an employer and your human resources department could spend hours going through resumes and interviewing job candidates â€" only to find out eventually that your top choice is disinclined to wor k for the salary you are offering. In revealing your pay scale and its structure, you can avoid wasting time on applicants whom you cannot pay to their satisfaction. Moreover, you can draw in candidates of high value who would have assumed that the salary would be lower than what they had expected.DISADVANTAGES OF TRANSPARENT SALARIESApplicants Request for the Highest Salary Possible. Many employers choose not to post salary ranges or exact salaries on their job listings because they think that job candidates would be adamant that they receive the maximum amount indicated in the posting. This is even when they cannot meet the qualifications and competencies for that level of salary. The problem that employers have with transparent salaries is that it makes negotiation for them a bit more difficult.Employees Getting Upset. If you are a new business and if you published your salaries since your inception, that is good and well. However, if you already have existing employees and did n ot reveal the salaries previously or maybe did not consider the factors that composed their salary composition in detail â€" allowing access to payroll information to all may cause strain in the office. There would probably be a number of employees who would protest simply because they do not want people to know how much they are earning. In polite conversation, money is still a sensitive and private matter.In addition, misinterpreting salary information may create larger problems than those caused by not being transparent with salaries. Since employees do not know all of the facts that factored into a salary decision, employees can end up being upset and demoralized without reason, just because they failed to view the full picture or know the decision-making process behind the scenes.[slideshare id=59640768doc=1155salaryformula-abumpywaytotransparency-160316161742w=640h=330]Harder Determining Consistent Salary Formulas for Big Businesses. Transparency has proven that it can work fo r many startup companies. However, can this translate to bigger companies that have many kinds of roles? A policy of salary transparency can create huge hurdles in the instance of buyouts and mergers, case in point.Holding Difficult Conversations. There are some instances wherein management and human resources would have to hold difficult conversations with its employees concerning their salaries. If you have a company with hundreds of sales representatives with basically the same job title, description, and incentives, it is not so risky to be completely transparent with them. Actually, such data could be encouraging for them and can offer a roadmap on how to be successful in the business.It can be difficult to discuss, however, if you are dealing with different kinds of job families in a company. Moreover, what if you have someone who has particularly specialized skills that is truly unique, who needs a higher salary? This can begin to reveal significant differences in pay that ma y be difficult to explain to your regular employees.Case in point, what if you have an administrative assistant who has been with the company for more than 30 years who is making more money than your assistants are or even your employees who have several degrees? How can you explain this? If you choose to be completely transparent, you have to be ready to go through some difficult conversations. Employers have to have credible and new information, wherein they can share how they made job salary decisions for different instances.Increases Overall Salaries. You have to remember that once you publish your salary levels, this would increase overall salaries. Not only would new hires want to be offered the amount published on the job posting, but existing employees would want to have salary increases as well, depending on the current standards of their level. Thus, if your books are still somewhere between a loss and breaking even, you may have to rethink about being transparent with sal aries, as it would definitely increase your salaries across the board, affecting your costs.Infringes on Some Privacy Levels. By revealing salary information on existing and new job positions, it could infringe on some privacy levels of your employees. This is because of traditional thinking of salaries. There used to be the notion that releasing salary information could go against the privacy of an employee. However, if these are clearly stated in your policies, rules, and regulations and your employees agree to such, you can feel somewhat safe in this case. No Backing Out of Transparency Once Started. Transparency is not something you can turn on and then off again. Once you decide to be transparent with your salaries, you have to stick with it â€" there is no going back. Hence, what is important to take note of, is that besides making salaries transparent, you should also be clear on the technology and methodology you used to get to decisions on compensation.SHOULD YOU MAKE SALAR IES TRANSPARENT: VARIABLES TO CONSIDERThere is no clear right or wrong answer to making salary information transparent in a company. You should consider your company in order to determine whether it is suited for this kind of transparency.Communication of Rationale and StrategyIf you think your company will be able to communicate your rationale and strategy for salary transparency well, then consider making salaries transparent. Effective communication is important â€" otherwise, you run the risk of alienating your employees instead of making them feel in synchronicity with the company.Create a communications plan and equip your managers with the important information so that they can better handle challenging communications with employees on how their salaries were decided. Employees would feel the reassurance when they find some market data on compensation and are shown how each salary decision was devised.Company CultureDefinitely, the approach to being transparent about salaries is not the same for all companies. Companies that are smart should take a more introspective approach to salary transparency. Know your employee demographic first. Case in point â€" millenials may be alright with their salaries being made public because they are used to sharing personal information via social networks; however, baby boomers might react negatively as they see this as an invasion of privacy.Moreover, your choice in salary transparency depends on your culture. As soon as you have a viewpoint on your compensation, look at how you would communicate this message to your employees. Will they see the compensation as how the company values them or will they see it as the company not taking care of them? You should also factor in the size of your company. While you can accomplish these things when you are merely 35 persons, this could make no sense for a company with thousands of individuals. Outliers or Unique PositionsMake sure you know who your outliers are in your compan y. These are people who have unique backgrounds, professionally and/or academically. You have to be prepared to describe what it is about them and their positions that made them receive such high compensations.Of course, there should be reasons as to why they received higher salaries. It could be because of the different responsibilities they carry; the departments they are working for; the expertise they lend to a job; and their career paths. By being ready with your answers, you eliminate the possibility of employees getting upset. So determine whether you have one or two outliers or just too many. This could influence your decision on whether to open up your salary information to scrutiny.AT THE ENDAt the end of it all, keep in mind that if you would like to be transparent in your salaries, you can do it gradually. Some companies have simply disclosed pay grades or salary ranges for a couple of positions and at varying seniority levels. Sometimes they share past undisclosed detai ls, without providing particular salaries for specific employees. Thus, while this discloses some information, it still engages employees and encourages openness and trust but at the same time, you do not give up your negotiating and competitive advantages.Remember, when it comes to salary transparency, it does not mean you are completely good if you are transparent or completely bad if you are not transparent. While salary transparency can be wonderful for one organization, it could be disastrous for another. The important thing to note is what your whole company and employees can stand in terms of salary disclosure. Make sure you accommodate the needs of your employees but simultaneously keep your company’s mission and strategy also at the forefront.

Eating Disorder Research Paper Outline - 2488 Words

Take A Bite On This Attention Getter: February 4, 1983 was the day that opened the eyes of America to the view of the damaging effects of eating disorders. This day marks the death of the very famous singer of the time, Karen Carpenter. Looking glamorous and confident on the outside, most did not know she was suffering from Anorexia Nervosa (B5). Throughout her teenage years, she was overweight. In 1967, weighing 140 pounds, Karen was put on a water diet by her doctor. This brought her down to 120 pounds (B6). Even though she was now at a healthy weight, she was still insecure due to her large amount of celebrity peers who were the ideal, perfect weight. Taking dozens of thyroid pills a day and throwing up the little food she ate, by†¦show more content†¦Her research reviewed 21 studies of the media’s affect on more than 6,000 girls, 10 years or older. The results showed that the more the girls were exposed to the fashion magazines, the more they struggled to have a positive body image. (L2) C) The media should decrease its amount of influence on having the â€Å"perfect† body because more and more people are affected by eating disorders due to the large impact from celebrities, the press, and advertisement. II) Many people look up to celebrities as role models, while most are portrayed as having the ideal, skinny body. A) While many look up and want to be just like them, celebrities are depicted in a way that is unreal and abnormal. 1) Colleen Thompson, an expert on eating disorders, explains, â€Å"Many teenagers need a role model and someone to look up to. Unfortunately, too many of them choose fashion models or actresses as role models, they paste picture of them all over their rooms, and some will resort to dangerous methods of weight control to try and look like their idols.† (J1) 2) Research shows that the more exposed to models and pictures in the media, the more one is to believe they have to look like that. â€Å"This happens even though women know pictures have clearly been airbrushed,† Tara Diversi, dietitian andShow MoreRelatedRelation: Infant Mother Attachment and Eating Disorders1510 Words   |  7 Pages The purpose of this paper is to correlate the links between infant mother attachment and eating disorder behavior. Throughout this paper the two main theorists that are looked at are Mary S. Ainsworth and John Bowlby. Mary S. Ainsworth’s framework of attachment theory began in Uganda, while studying individual difference in infant behavior, which is known as the Strange Situation. 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A meaningful area of research to consider when tryingRead MorePrevalence Of Attention Deficit Hyperactivity Disorder Between Europe And North America1097 Words   |  5 PagesGH 456 Final Project Outline Gwendolyn Tjandra Prevalence of Attention Deficit Hyperactivity Disorder between Europe and North America I. Introduction ( page) a. What is ADHD i. A disorder commonly diagnosed in children. ii. Attention Deficit Hyperactivity Disorder – a condition with symptoms such as inattentiveness, impulsivity, and hyperactivity (affects the way you focus). iii. A behavioral disorder that affects 1 in 20 children in the USA. iv. Those with ADHD differ in balance of â€Å"neurotransmitters†Read MoreMedia and Cultural Influences on Sexual Orientation1097 Words   |  4 Pagescultural norms. Although media and culture can positively influence people by inspiring new ideas and lifestyles, there are definitely negative influences as well. According to The Eating Disorder Foundation, one third of women are on a diet at any given time, and over 10 million women are dealing with an eating disorder as well as low self-esteem in order to look like supermodels on television. Media and culture may even influence sexual orientation. Whether this is in a positive or negative wayRead MoreRape And Sexual Assault : The White House1382 Words   |  6 Pages one of the most common problems include depression, anxiety, and post-traumatic stress disorder. (The White House 16) And these are just part of the disorders and illnesses these people have to deal on daily basis. The victims also have nightmares until th e rest of their life, and some develop eating disorders. They either stop eating or eat too much which causes them to become obese. My third resource paper, coming from the website dealthpenaltyinfo.org, is the case â€Å"Kennedy vs. Louisiana, No.

The Analysis of Latent Fingerprint Evidence In The Case Of Brian Keith Rose v Maryland Free Essay Example, 1250 words

Level one refers to ridge flow; loops, whirls and arches. Level two concerns the detail of each ridge path; turns the ridge takes, size and shape, and the location where the ridge terminates. Deviations will include bifurcations, ending ridges, and dots and it is common for a fingerprint to contain 75-175 ridge oath deviations. These deviations are a major focus of latent print examinations. Level three includes the tiny features of the friction ridges such as shape, width, and location of pores. Latent fingerprint detection methods utilized as the primary evidentiary material in a court case have been shown to have the potential for contextual bias and confirmation bias, both of which were identified in the high profile FBI case Brandon Mayfield Madrid train bombing. In the case of Brian Rose fingerprints were actually excluded based on the mere potential of error caused by observational bias. Though no error was shown to be true in the case the Judge was concerned that the failure to verify the work by other scientists using blind procedures could possibly lead to another Mayfield case (Langenburg, Champod, Wertheim, 2009). Confirmation bias is related to the observer s expectations. We will write a custom essay sample on The Analysis of Latent Fingerprint Evidence In The Case Of Brian Keith Rose v Maryland or any topic specifically for you Only $17.96 $11.86/page Those who verify consult with first examiners and are advised of the first examiners conclusions.

Joint Commission Accreditation Audit Preparation Free Essays

Joint Commission Accreditation Audit Preparation Compliance Status for â€Å"Communication† Priority Focus Area Executive Summary In preparation for the next Joint Commission Accreditation Audit, Nightingale Community Hospital is assessing the compliance status of each of the Joint Commission’s Priority Focus Areas (PFAs). This Assessment covers the â€Å"Communication† Joint Commission PFA. For the previous Joint Commission audit, there were no findings associated with this standard. We will write a custom essay sample on Joint Commission Accreditation Audit Preparation or any similar topic only for you Order Now Since The Hospital has recently undergone a great deal of staff turnover in the Standards and Communication Department, several of the Hospital Directors felt that this may be an area that has slipped in relation to compliance with this PFA. The Communication PFA is comprised of three general standards: †¢UP. 01. 01. 01 Conduct a pre-procedure verification process. †¢UP. 01. 02. 01 Mark the procedure site. †¢UP. 01. 03. 01 A time-out is performed before the procedure. Each of these standards has elements of performance that Nightingale Community Hospital should be implementing through policies, protocols and checklists. Compliance with the performance elements s summarized in a compliance matrix. The matrix identifies the standard, the performance elements of the standard, and how the performance element is implemented. This matrix is an effective tool to assess where compliance gaps exist and it forms the basis for developing corrective action plans. The compliance matrix for the Communication standard in included at the end of this summary. Nightingale Community Hospital is implementing most of the performance standards. There is no documented implementation for the following performance elements. †¢Labeled diagnostic and radiology test results (for example, radiology images and scans, or pathology and biopsy reports) that are properly displayed (UP. 01. 01. 01) †¢When two or more procedures are being performed on the same patient, and the person performing the procedure changes, perform a time-out before each procedure is initiated. (UP. 01. 03. 01) The Hospital is out of compliance with element of performance 3 under standard UP. 01. 02. 01. This performance element should be implemented in the Site Identification and Verification Protocol. The protocol does not identify who is responsible for marking. Additionally, the protocol specifically states that marking is not required for bedside procedures if provider is present the entire time. This flexibility is not allowed in the standard. In addition to these deficiencies, two opportunities for improvement were identified. The Handoff procedure checklist is a useful tool, but there is no mention of this checklist in the Site Identification and Verification Protocol. Also, the Protocol does not address premature infants and the allowance to not perform marking when the mark may cause a permanent tattoo A corrective action plan will be focused on ensuring that the identified noncompliances are corrected and evaluating opportunities for improvement. Specific elements of the corrective action plan are: 1)Revise the Site Identification and Verification Protocol to remove the incorrect information on bedside procedures. Target completion Date: 2/1/2012. Actionee: Standards and Communication Director. 2)Revise the Handoff Checklist to include â€Å"labeled diagnostic and radiology test results (e. . , radiology images and scans, or pathology and biopsy reports)†. Target completion Date: 4/1/2012. Actionee: Standards and Communication Director. 3)Revise the Site Identification and Verification Protocol to include reference to the Handoff Checklist. Target completion Date: 4/1/2012. Actionee: Standards and Communication Director. The results of th is corrective action plan will be examined approximately six months prior to the Joint Commission audit. That will give adequate time to develop and implement further corrective actions, if necessary. How to cite Joint Commission Accreditation Audit Preparation, Papers

Principles of Australian Constitutional Law †MyAssignmenthelp.com

Question: Discuss about the Principles of Australian Constitutional Law. Answer: Introduction: The question brings forward the question that is evidently linked with whether the cost that is sustained at the time of locating the machine to a new site shall be beheld as the admissible deductions under section 8-1 of the ITAA 1997. Section 8-1 of the ITAA 1997 Taxation Ruling of TD 93/126 British Insulated Helsby Cables Taking into the considerations that is defined under the 8-1 of the ITAA 1997 the amount of cost involved in moving the assets from one spot to alternative spot would be considered, as capital in nature and no kind of permissible deductions shall be measured as acceptable under the above stated section (Coleman and Sadiq 2013). The expenditure might however result in an increase in the cost of the asset for the purpose of depreciation (Barkoczy et al. 2016). Any kind of cost that is sustained from the minor changes at the site would establish the cost as the deductible disbursement under section 8-1 of the ITAA 1997. This is because they form the part of the business expenditure resulting from the day to day activities of carrying on of a business (Harris et al. 2016). In respect of the decision that is passed under the case of British Insulated Helsby Cables the cost that is incurred at the time of transportation will be accounted in the form of lasting benefit on the commercial properties of the taxpayers by locating the depreciable asset (Kenny 2013). Once the plant is installed and it is in an operational state, the cost involved in brining the machinery in the full operation, however not the cost of additions or modifications would constitute revenue in nature under Taxation Ruling of TD 93/126. From the above defined analysis in the present circumstances it is discerned that the cost involved in shifting the machine to new site characterises a cost that holds the anture capital and it will measured as non- permissible deductions. As it has been defined from the above conduced analysis it can be concluded that moving of fixed asset from one location to another location would be held possessing the characteristics of capital expenditure and no deductions shall be allowed in section 8-1 of the ITAA 1997. The expenditure might however result in a rise in the cost of the item for the purpose of depreciation. The existent question introduces the issues that is related with the revaluation of assets to the effect of insurance cover, which would be measured as acceptable deductions under section 8-1 of the ITAA 1997. As evident from the scenario, though the expenditure is associated with the fixed assets, in determining the deductibility it is important whether the expenditure incurred on revaluing the assets represents the expense that is incurred in enlarging the income producing capacity or they are incurred simply to safeguard or preserve the asset. If the latter results in the form of benefit that is very much expected to possess the characteristics of provisional, exclusively if the spending are in most of the scenario is periodic then it is going to be measured as the deductible spending under section 8-1 of the ITAA 1997 (Keyzer, Goff and Fisher 2015). From the analysis it is discerned that the cost sustained on revaluing the asset to the effect of insurance cover in most likely scenario will be treated as the acceptable deductions from the time when the expenditure is perhaps is possessing the characteristics of frequent and periodic under section 8-1. On arriving at the conclusion, it can be ascertained that the cost incurred represents as an allowable deductions since the expenditure are recurring in nature and satisfies the criteria of deductibility under section 8-1 of the ITAA 1997. The existent question is evidently related to the ascertainment of whether or not the lawful spending incurred by the firm for the purpose of differing an appeal for winding up would be measured as the acceptable deductions under section 8-1 of the ITAA 1997 (Krever 2013). FC of T v Snowden and Wilson Pty Ltd(1958) Taxation ruling of ID 2004/367 Section 8-1 of the ITAA 1997 As defined under the taxation ruling of ID 2004/367 legal cost are generally considered as deductible given the fact that they are incurred or the claim is made because of very act of executing the work through which the taxpayers derives the taxable income. In agreement with the section 8-1 of the ITAA 1997 cost that a taxpayer sustains in the process of winding up of a commercial business are commonly not arisen for the determination of carrying of an occupation and therefore they are not viewed as allowable deduction (Morgan, Mortimer and Pinto 2013). Considering the decision that has been passed in the instance of FC of T v Snowden and Wilson Pty Ltd(1958) the element that the outflow are sustained are infrequent and the taxpayer has in kind of earlier instances was required to commence such legalised activities that in no circumstances avert the disbursement from being regarded as the admissible deductions. From the above stated discussion, it can be discerned that the legal charge sustained in the process of differing a winding up plea would in no circumstances will be acceptable as deductible outflow for the reason that they possess the character of are capital and such outlays falls inside the process of the trade. On arriving at the conclusion, in compliance with section 8-1 of the ITAA 1997 it can be concluded that the cost of opposing a petition for winding up would be considered as non-allowable deductions. The existent question is related with the ascertainment of whether or not the legal disbursement sustained for the amenities of a solicitor for the administration business procedures shall be measured as the acceptable deductions under section 8-1 of the ITAA 1997 (Lang 2014). In respect of the principles that is defined under the section 8-1 of the ITAA 1997, whenever an individual taxpayer concerning the operation of the business to generate the assessable income incurs a legal spending, it will mostly be measured as the acceptable deductions. Nonetheless, there is definite exception whenever the legal spending is sustained signifies the characterises of capital, domestic or private or if it is explicitly sustained in acquiring the exempted and non-taxable non-exempt returns (Nethercott et al. 2016). In this regard, for individual occurring legal fees, the expenditure would not be considered as allowable deductions unless it is clearly incurred in deriving the assessable income. Consequently as it has been noticed from the present scenario it can is discerned that the legal outflow of expenditure sustained by the tax payer signifies a relationship with the trade in acquiring the chargeable proceeds and it would be beheld as admissible deductions in confo rmity with the section 8-1 of the ITAA 1997. In conformity with above stated analysis and section 8-1 of the ITAA 1997 it can be evidently discerned that legal fee that is sustained in the process of the trade to yield the taxable proceeds will measured as the admissible deductions. With regard to the GSTR Act 1999 the existing matter deals with the issue of input tax credit that can be claimed for the expense that is incurred in advertisement. GSTR Act 1999 GSTR 2006/3 Ronpibon Tin NL v. FC of T As it has be clearly made evident in the GST ruling of GSTR 2006/3, the ruling introduces introduces the way on the methods that implemented to figure out the input tax credits. It also defines the method of adjustment to be used by the suppliers of the saleable provisions that is made under the new system of assessment defined under the GST Act 1999. The ruling considers the extent to which the creditable purpose and definite use of the ruling under the division 11, 15 and 129 of the GST Act 1999 (Woellner 2013). The current case study of Big Bank Ltd evidently lay down that fact the company acquired a spending of $1,650,000, which additionally included the amount of GST that is incurred by the company on the advertising campaign in the past year. Taking into the account the evidence of Big Bank Ltd the GST ruling of GSTR 2006/3 is relevant to the units that are registered or compulsory required to attain for registration. It is discerned from the present issue of Big Bank Ltd that it makes the business supplies, which outdoes the fiscal attainment verge; it will be measured at the unit that is authorised for claiming the input tax credits or lowered input tax credits. If an organization is registered or it is required to be registered under the GST Act 1999, GST shall be payable by the individual or the company on the taxable supplies that it makes (Woellner et al. 2016). As stated under the scheme of the GST legislation an individual shall be permitted to input tax credits for the sum of GST that is included in the value of the things an individual acquires or importation for their enterprise (Nethercott et al. 2016). However, if an individual making supplies exceed the threshold limits of the financial acquisition, they will be not be allowed to recover the entire amount of GST charged to them, hence a fragment of the GST shall be able to be recuperated. In respect of the reference to the case of Ronpibon Tin NL v. FC of T the principles of extent and to the extent applies in the understanding of the GST regulation. This comprises of the obligation where the allotment method is accepted in order to be rational and judicious under the situations of the respective enterprise (Morgan, Mortimer and Pinto 2013). Bearing in mind the provisions that has been specified under paragraphs 11-5 and 15-5 for an acquisition to be treated as the creditable realisation or creditable import it ought to be in such a manner that the acquirement is exclusively or somewhat partially for the creditable purpose. Considering the guidelines defined under the subsection 15-25 an import will be somewhat partly be treated as the creditable acquisition if the same is solitarily for a partially creditable purpose. Taking account of the guidelines defined under the section 11-15 or 15-10 an import is partly measured as creditable if an entity makes financial supplies for the purpose of the input tax credit or partly for the domestic purpose (Coleman and Sadiq 2013). As evident in the present Scenario of Big Bank Ltd, the advertising expenditure was incurred for the creditable acquisition purpose. Big Bank Ltd in agreement with the GSTR ruling of 2006/3 it has discerned that the company made the procurement of the fiscal purchases that surpasses the monetary procurement verge and the bill that is issued to the company by their tax consultant will considered eligible for input tax credit or reduced tax credit (Schenk 2016). In compliance with the GST legislation, Big Bank is entitled to input tax cred it for the purpose of GST in the price of advertising expenses acquired or imported by the company. Conclusion: From the analysis that is conducted above, it can be detected that Big Bank Ltd will be qualifies for claiming input tax credit in conformity with GSTR 2006/13 for the expenditure that is incurred on the advertising for the creditable acquisition. Reference List: Barkoczy, S., Nethercott, L., Devos, K. and Richardson, G. (2016).Foundations Student Tax Pack 3 2016. South Melbourne: Oxford University Press Australia New Zealand. Coleman, C. and Sadiq, K. (n.d.).Principles of taxation law 2013. Harris, J., Graw, S., Gilders, F., Kenny, P. and Van der Waarden, N. (n.d.).Theory and law in the regulation of business. Kenny, P. (2013).Australian tax 2013. Chatswood, N.S.W.: LexisNexis Butterworths. Keyzer, P., Goff, C. and Fisher, A. (n.d.).Principles of Australian constitutional law. Chatswood: LexisNexis Butterworths. Krever, R. (2013).Australian taxation law cases 2013. Pyrmont, N.S.W.: Thomson Reuters. Krever, R. (n.d.).Australian taxation law cases 2015. Mangioni, V. (n.d.).Land tax in Australia. Morgan, A., Mortimer, C. and Pinto, D. (2013).A practical introduction to Australian taxation law. North Ryde [N.S.W.]: CCH Australia. Nethercott, L., Devos, K., Gonzaga, L. and Richardson, G. (2016).Australian taxation study manual. Melbourne: Oxford University Press. Woellner, R. (2013).Australian taxation law 2012. North Ryde [N.S.W.]: CCH Australia. Woellner, R., Barkoczy, S., Murphy, S., Evans, C. and Pinto, D. (n.d.).Australian taxation law 2014.