Impact of sexual abuse on children Essay Example | Topics and Well Written Essays - 250 words

Impact of sexual abuse on children - Essay Example It also establishes the effect of gender of the abused on the perpetration of sexual abuse (151). This study is important in psychology because it contributed to the expansion of the knowledge in the field and strengthened the theories on previous researches on the psychological effects sexual abuse has upon children and adolescents. The children have low regard on themselves or hostile and aggressive. Their behaviors manifest on both extremes. They are also afflicted with â€Å"negative developmental outcomes† such as depression, low self-esteem, anger, promiscuity, etc. (152). Sexual abuse affects the mental outlook of the abused towards themselves, other people, the institutions and society in general, especially for those who experienced it regularly or for a longer duration (152-153). Interview is a qualitative approach used in social sciences, but it is the primary research method utilized in gathering data for this study. However, the data gathered from the subjects wer e analyzed using quantitative parameters. Thus, it can be said that the research design used both qualitative and quantitative research methodologies. The quantitative approach is used to quantify the information gathered from the subjects (e.g. frequency of commission). Through interview, the trained interviewers asked the subjects the frequency of experiencing certain acts such as the number of times an adult has touched or kissed him or her sexually (162).

Drug profiling assignment Essay Example | Topics and Well Written Essays - 2000 words

Drug profiling assignment - Essay Example Forensic scientists employ several tests and techniques to provide evidence needed for the case. Analysis of samples is necessary to identify, quantify and drug profiling. The materials previously collected, 100 grams of white powder, the trace samples from the clothing of the suspects, the cling film and the mirror will all be subjected to analysis. Prior to the presumptive tests, physical description and sampling will be done. The physical characteristics such as texture, powder particle size, color, odor, taste and weight will be physically defined before a sample for analysis will be secured. It will be weighed and thoroughly homogenised, before a sample was taken. Presumptive analysis will provide the identification of the white powder collected from the table. Trace samples from the suspects’ clothing can directly be analyzed using confirmatory tests. Colour test will bring initial data for the powder’s identity. Specific color changes give the positive result for the powder’s identity. An intense blue-violet color when the powder is made to react with 1% cobalt acetate, and 5% isopropylamine in methanol of Dillie-Koppanyi test will identify it as a barbiturate. Marquis test using dilute solution of methanal in sulphuric acid can give two types of results; if the colour changed to purple, the powder is heroin-based, if the test however yields an orange-brown colour, the powder is an amphetamine. Treating it with a Duquenois-Levine test reagent and a purple colour resulted, the powder is positive as marijuana. In Scott test, in which a solution of cobalt chloride is added in a 50:50 mixture of water and glycerol, a blue c olour positively identifies cocaine. This positive result can be confirmed by adding concentrated hydrochloric acid, liquid goes pink and then adding chloroform the blue reappears in the chloroform layer. Blue-purple in reaction with

Effects of Ethical Conflicts in Business

Effects of Ethical Conflicts in Business Ethical Relativism or Imperialism: The Effects of Ethical Conflicts on Top Manager Behavior under Host Country Context and International Joint Venture Performance. Defined by Shenkar Zeira (1987); Ren et.al (2009), international joint ventures (IJVs) are jointly owned organizational entities by two or more legally distinct organizations, in which the headquarters of at least one is located outside the country of operation of the entity. Alliance literature suggests that the ability to bridge cultural differences is often found important to the success of IJVs and the lack of such ability is a major contributor to failure (Yan Luo, 2016). Among various dimensions of cultural differences, cross-cultural ethical conflicts have a great influence when two firms from different countries manage an IJV together, because what is considered an unacceptable practice in a Western context because core principles would be violated, may be acceptable in another because those core principles would not be violated e.g. monetary gift giving (Irwin, 2012). So, how do top managers representing partners in an IJV reconcile these ethical conflicts under certain b oundary conditions, and how does this type of reconciliation influence strategic decision-making and eventually affect IJV performance? Prior research has shown that the cultural differences between alliance partners play a pivotal role in affecting alliance performance (Boyd Webb, 2008). Culture differences between joint venture partners have usually been considered a major factor that might influence venture failure or unsatisfactory performance (Cartwright Cooper, 1993). Among various forms of alliance, IJVs are particularly susceptible to damage by cultural differences because top managers representing different cultures must work in concert to achieve mutual goals in IJVs, and the strength and success of an IJV rest on the interactions of its people (Yan Luo, 2016). Previous research has focused on cultural differences in strategic alliance from national and organizational levels (Sirmon Lane, 2004). E.g. Homburg Pflesser (2000) argue that there are various dimensions to any alliance partners organizational culture including shared values, norms and artifacts. Besides looking at analyses of national and organization levels, a few research has explored how individual level factors affect IJV performance. For example, Leung et al., (2013) argue that top management trust influences IJV performance. Yet the impact of ethical conflicts at individual level under certain boundary conditions on IJV performance remains largely undeveloped.   Do top managers representing partners in IJVs show different patterns of behavior in different countries? How do ethical conflicts affect the decision-making behavior of top managers and in turn influence IJV performance? Considering the important managerial implications, the author addresses these questions by drawing on ethical relativism theory. According to conventional ethical relativism, what is right for you as an individual depends upon what your culture thinks is right for you (Beebe, 2003). Therefore, the author contends that among top managers who hold higher standards of ethics, ethical relat ivism will be triggered under lax host country regulations, which means the managers will compromise to fit in host business context which might facilitate IJV performance. Reversely, ethical imperialism will be triggered in response to more stringent host country regulations, which means the managers will maintain high standards of ethics to avoid breach of regulations which might damage IJV performance. In this article, I strive to explore the dynamic relationship of individual level reaction of decision-making, which is elicited by ethical conflicts under host country regulations and the impact on IJV performance. By providing theoretical and practical insights, I propose that the association between cross-cultural ethical conflicts and top manager ethical relativism/imperialism is moderated by host country regulations, and the reaction of top manager decision-making will in turn influence IJV performance. I test my hypotheses by conducting a survey on top managers and their direct staff working for IJVs, formed by Sino-US firms which operate either in China or in the U.S. The contribution of this research is twofold. First, the present research contributes to the knowledge of culture differences and alliance literature at the individual level by revealing that ethical conflicts affect top manager behavior in IJVs under certain boundary conditions. Second, the present research contributes to the managerial practices considering that ethical conflicts elicit the altering of strategic decision-making of IJV top managers towards ethical relativism or ethical imperialism contingent upon how lax or stringent host country regulations are. The managerial implications of the results will help top management team members better understand the impact of ethical conflicts and the possible options when forming and managing IJVs under certain business contexts. References       Boyd, D. E. and K. L. Webb (2008). Interorganizational ethical conflict within alliances: A conceptual framework and research propositions. Journal of Business-to-Business Marketing 15(1): 1-24. Cartwright, S. and C. L. Cooper (1993). The role of culture compatibility in successful organizational marriage. The Academy of Management Executive 7(2): 57-70. Homburg, C. and C. Pflesser (2000). A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes. Journal of marketing research 37(4): 449-462. Irwin, J. (2012). Doing business in China: An overview of ethical aspects. UK: Institute of Business Ethics. James R. Beebe. Ethical Relativism. University at Buffalo, Copyright 2003. Pothukuchi, V., et al. (2002). National and organizational culture differences and international joint venture performance. Journal of International Business Studies 33(2): 243-265. Ren, H., et al. (2009). Performance of international joint ventures: what factors really make a difference and how? Journal of Management 35(3): 805-832. Shenkar, O. and Y. Zeira (1987). International joint ventures: Implications for organisation development. Personnel Review 16(1): 30-37. Sirmon, D. G. and P. J. Lane (2004). A model of cultural differences and international alliance performance. Journal of International Business Studies 35(4): 306-319. Yan, A. and Y. Luo (2016). International joint ventures: Theory and practice, Routledge. Wai On, L., et al. (2013). Top management team trust, behavioral integration and the performance of international joint ventures. Journal of Asia Business Studies 7(2): 99-122.

Teenage Alcohol Abuse Essay -- essays research papers

Is there ever going to be an end of teenagers drinking before they are allowed to according to law? In today’s society teenagers walk around as if they know exactly what is good for them, as if they are invincible. Take a look at the number of crashes caused every year by teenage under-aged drinkers and how alcohol effects their future and see how bold of a word invincibility is. Issues that need to be considered when it comes to alcohol are the medical conditions it gives people, how alcohol effects each teenagers future, and who the people are that are inspiring teenagers to drink. People have the right to drink but because of law teenagers are not legally allowed to. There is a reason for everything and this is to keep everyone safe. Alcohol has a major effect on people medically, especially teenagers. Between the years 1988-1996, there was between 130-150 deaths each year caused medically by the use of alcohol. Believe it or not but alcohol is the most commonly consumed drug in New Zealand. It causes cancer, high blood pressure, haemorrhagic strokes, cardiac conditions...

Case Study: Developing the Leaders of Tomorrow

Produce a four pages report on NSW public sector commission discussing their approach to management and leadership development while highlighting the added value, this kind of approach brings to the success of organizations in general. In the next ten years, NSW expects a large number of retired managers by up to 75% from Department of Finance and Services. In 2008, NSW started preparing succession management to have a pool of managers and leaders for future changes. According to Berger & Berger succession management define as â€Å"the daily process of cultivating future talent through coaching, mentoring, feedback, counseling and development†. NSW develop succession management planning for the sake of developing the present manager in the organization through daily process, coaching, personality assessment and 360 – degree feedback and other tools to assess the leaders. NSW focused on succession management in order to have capable leaders and managers to be ready to deploy those managers would retire in the next ten years. Succession management ensure an organization has the right management available today as well will take over the role of managers and leaders in the future. It ensures the continuity of leadership, and to keep the blood continuing in the organization such as having new and developed mangers and leaders ready to replace those will retire. Therefore, NSW concerns about succession management in order to develop a pool of managers with specific capabilities and competencies ready to take over for a managers or executives within the organization. The succession management helps organizations measures the strength of their pool of talent and recognize where there gaps in the talent. The NSW established Leader Development Program that focused on the skills and attributes managers need to lead effectively in the public sector of the future. The program is developed and builds on the NSW Executive Capabilities such as: Communication and interpersonal effectiveness, facilitating workforce effectiveness, achieving results, organizational context and environment astuteness, managing customer and stakeholder relationships, leadership, strategic thinking and planning, and change management (from EDP PowerPoint document). The program provided to the development requirements of five different groups of leaders as follows: Aspiring managers, new managers, business managers, senior managers, and executives. To develop aspiring managers, a five –day program was implemented. The program involved personality –style feedback, which designed to improve self-awareness and overcome inner barriers to psychological growth and development leadership competencies. For instance, the inner feeling is limit inspiration, creativity and risk taking (Yukl,2013). Therefore, before become a successful manager, it is important to re-join with one’s feelings, and challenge the hidden fears (Yukl, 2013). Also the program covered the role of manager, and skills requirements of management function. A personality- style assessment and 360-degree feedback tools program used for new and business managers. This helps the participants to increase their self –awareness. 360-degree feedback also called as multisource feedback is assumed that most leaders lack accurate knowledge about their skills and behavior, and the feedback can be used to improve it (Yukl, 2013). The Managers obtain information about their skills or behavior from standardized surveys filled out by other people such as bosses, subordinates, and sometimes outsiders (Yukl, 2013). In NSW the program provide the manager with 360 – degree feedback from three key parties – people, business and leadership the modules take place over 10 months. Moreover, Coaching and mentoring sessions used to help the participants to interpret their experiences and learn new skills from their manager. The benefit the participants will gain through learning from their managers’ experience is the amount of challenge in projects, the variety of tasks, and the feedback. For senior managers and executives, the aim was to build a constructive behavioral leadership. The participants received their personality and leadership behaviors from 360-degree questioners. The assessment focused to measure participants’ predominant orientation (people vs. task-orientation), and measures what behaviours are mostly adopted at work and in interaction with other employees (aggressive, passive or constructive behaviors). The 360- degree feedback contains two profiles: self – image and how others evaluate or see you (Human Consulting, 2012). In NSW, a seven module were delivered over 12 months. After that, an independent external consultant clarified the results of each participant individually, to ensure the acceptance of the results in order to encourage change. Nowadays in its fifth year, NSW have 500 leaders and managers accomplished the program. Managers ready for planning and budgeting, staffing and organizing jobs and reporting relationships to efficiently implement plans, and monitoring and problem solving, beside other managerial skills. On the other hand, there leaders who are ready for setting a direction and constructing a vision and strategies to provide attention for planning, highlighting communication, reliability, and empowerment and inspiring people and structure informal networks of relationships ( Bloisi, Cook, & Hunsker 2003). The assessment of Executive Development Program (EDP) illustrates that the Finance and Services group of managers were the top performers among the 500 leaders and managers. The program focused on thirteen capabilities using eight tools to asses strengthens strategic leadership capability, develop the knowledge and skills required to deliver essential improvement, and motivate talented participants. Each participant commenced online and face-to-face assessment and got a confidential feedback to assist development and career planning. The assessment results ranked the leadership executive capabilities into strengthens and weaknesses categories. The four strongest capabilities are customer focus, complex dependencies, capacity to lead and manage people and organizational resilience. These capabilities added value to the organizations approach. For example, having leaders who focused on customers and understand what clients and customers need and want, and what they think about the organization products and how to improve the services and products to satisfy the customers. This kind of leader develops a competitive strategy for the organization. At the same time, the results show that the executive management needs to be developed in the strategic financial management. The main factors required development are: First, various choice of financial systems and budget management processes among and within the nine service group. The solution is merging and combining the financial system such as payment system, accounting and reporting in the state of funds received and spent and budget implementation process among and within the nine service group. The second weakness is the deficiency of clarity or consistency in the role of Chief Finance Officers and their finance team. To bridge this gap, the Finance Executive have to set a clear nd shared objective for Finance Department and drive an individual objective in order to work together to achieve departmental objectives. Third element need development plan is that the financial department does not play a vital role in the organizational decisions. In fact, the Financial Department consider as one of the major aspects for the organization. Therefore, it has to be taken into consideration when to make any kind of discussion related to the company. For example, if the company wants to maximize their profits the company has to grow business and to do that they need an income. Accordingly, the company either takes loan or goes public by issuing shared and bonds in order to make decision regarding this they have to review the financial reports. The fourth and last gab in capabilities is the level of variances of delegation and accountability given to the line managers. In order to fill this gab, the management need to establish a clear delegation of Document of Authority–DOA which state all the financial procedures and identify the authority level for each of financial manager. Than shared among the manager to clarify the level of authority each manager has. For example, for budgeting the project the financial manage has the authority to sign specific amount of budget (10,000$), in case the budget exceed the above mentioned amount then it has to go to the next level of authority and so on. In conclusion, develop succession management to prepare leaders and managers within the organization helps to invest in short – and long – term development of the employees. Moreover, organization’s workforce exposed as much of the working environment as possible so that they gain a good understanding of what the company requires to remain successful. They are familiar with organization culture and value, knew how to deal with employees and what the customers need and want. At the same time, the organization benefit from leaders development that it has committed employees who understand organization’s strategy and management and ensure the continuity of leadership as well having backup plan of leaders and managers developed and trained to replace those managers will retire in the future.

Sycamore - Not Just a Planetree

Sycamore - Not Just a Planetree The sycamore tree (​Platanus occidentalis) is readily identifiable with broad, maplelike leaves and a trunk and limb complexion of mixed green, tan and cream. Some suggest it looks like camouflage. It is a member of one of the planets oldest clan of trees (Platanaceae) and paleobotanists have dated the family to be over 100 million years old. Living sycamore trees can reach ages of five hundred to six hundred years. The American sycamore or western planetree is North Americas largest native broadleaf tree and is often planted in yards and parks. Its hybridized cousin, the London planetree, adapts very well to urban living. The improved sycamore is New York Citys tallest street tree and is the most common tree in Brooklyn, New York. Champion The record American sycamore, according to The Urban Tree Book and the Big Tree Register, is 129 feet tall. This Jeromesville, Ohio tree has a limb spread that spans 105 feet and the trunk measures 49 feet in circumference. Threats Unfortunately, sycamore is susceptible to anthracnose fungus which makes leaves turn brown and contorts stem growth. Witches brooms or leafless sprout clusters form and grow along the limbs. Most urban plantings are of the hybrid London planetree because of its resistance to anthracnose. Habitat and Lifestyle The deciduous sycamore is fast growing and sun-loving, growing seventy feet in seventeen years on a good site. Very often it divides into two or more trunks near the ground and its massive branches form a wide-spreading, irregular crown. Mature trees usually develop hollow portions and areas of decay making them vulnerable to wind and ice. The outer bark peels away to create a mottled patchwork of tans, whites, grays, greens and sometimes yellows. The inner bark is usually smooth. The leaves are very large with 3 to 5 leaf lobes and are often 7 to 8 inches long and wide. Stalked unisexual flowers of both sexes appear on the same tree when leaves emerge. Fruits dangle from long stems and are aggregates of feathery seed nutlets (achenes). The tree is a very aggressive stump sprouter. Lore The tree was probably named by early colonists who noted a resemblance to the English sycamore maple (Acer pseudoplatanus). The sycamore tree of the Bible is actually the sycamore fig (Ficus sycomorus).The tree is not very good for construction but is highly prized as butcher blocks.A hybrid developed from the American sycamore, called the London planetree, has become the urban tree of choice in North America and Europe.Sycamore seeds accompanied the lunar orbit of Apollo 14 in 1971 and were planted across from Philadelphias Independence Hall.

Christianity

In regards to the issues of Christianity, Human Nature, and Morality philosophers Fredrich Nietzsche and Thomas Hobbes express radical views that are completely in opposition to one another. Hobbes philosophy is dominated by loyalty to the crown, riddled with references to the Christian scriptures, and centered on a belief that life is nasty, brutish, and short. (Leviathan) Nietzsches philosophy is dominated by the pessimistic views of Arthur Schopenhauer and his belief that the human race is nothing more than a herd. Nietzsche believes that God is inert and thus the enemy of life. (Anti-Nature) Both Hobbes and Nietzsche look at the world in a completely different light. Hobbes was a Christian who defended the bible, while Nietzsche refers to Christianity as being a great curse, one of stupidity in fact. There is nothing we envy less than the moralistic cow and the fat happiness of the good conscience...peace of soul, the Christian desideratum. (Anti-Nature) On the topic of human nature Hobbes thought life to be the war of every man, against every man. (Leviathan) Nietzsche, on the other hand, took a nihilistic approach and declared that human nature is simply a euphemism for inertia, cultural conditioning, and what we are before we make something of ourselves. Hobbes views on morality were strictly biblical, straight out of Exodus. Nietzsche, however, held morality as an impediment to the development of a new and better civilization; after all how could a religion that believes in turning the other cheek proclaim any intelligence? If thy eye offend thee, pluck it out. (Anti-Nature) Nietzsche believed that modern Christian civilization is demented. It is a sickness that must be overcome. Hobbes, however, declared that God, when he speaks to any subject, he ought to be obeyed. (Leviathan) Throughout his life, Nietzsche held the belief...