Question Essay Example | Topics and Well Written Essays - 500 words

Question - Essay Example Intelligence is a personal resource that helps a person to attain personal growth and adjustment into a learning environment. Intelligence is a shield against psychological stress and diseases. Personality on the other hand, is an icon of the intellectual capability of an individual. It affects the person's academic performance by influencing the intellectual functioning of the person. Personality factors determine the results of intelligence test. Personality is responsible for the development of cognitive-adoptive ability that enhances a person's capability to cope with a certain learning environment (American Psychological Association, 1999, p. 30). Personality develops context-bound practical intelligence. This is the kind of intelligence that enables an individual to handle a situational context, and in the case of a learning environment, the learner is able to handle the learning environmental situations, and adapt to the learning environment accordingly. Life span theories have great influence on the teaching strategies that teachers adopt. Life span theories shape the strategies of teaching in that, the instructor must put in mind that, there are general principles that guide development in human beings at different levels of human development (American Psychological Association, 1999, p. 31).

Write 1. a research question ( with detail) 2.The purpose of your Paper

Write 1. a question ( with detail) 2.The purpose of your 3.PICOT (well structured, and feasible) 4.A critic of the literature review of at least three reseach manuscripts 5.A proposal 6.Conclusion - Research Paper Example This results in additional costs for patients, caregivers, and the overall healthcare system. For instance, the UK spends between 1.4 and 2.1 billion pounds to treat pressure ulcers while in Australia, it costs approximately AUS $61,000 to treat a stage four pressure ulcer (Frantz, Gardner, Harvey, & Spetch, 1991). In the US, treatment cost per ulcer can range between $10,000 and $86,000. Although various interventions have been implemented in the prevention and treatment of ulcers, there is little research data regarding the effectiveness of measures adopted. The research will be conducted in government, institutional and private hospitals that handle inpatients as most cases of ulcers are reported among inpatients. Nursing personnel will be trained on how to assess risk among patients and mitigation measures that can be taken to prevent pressure ulcers. The staff will also be trained on early detection of the injuries. Data on patients at risk from developing pressure ulcer will be collected before and after training. The data will also include the number of patients who will develop ulcers over a four-week period before and after the training intervention. Data collected after nursing staff have undergone training will be compared to that collected before the training using various statistical analyses to determine whether there was a significant decline in the number of patients at risk of developing ulcers. Results of the analysis will also indicate whether training of nursing personnel is effective in reducing the number of patients developing pressure ulcers. The study will run for a period of three months. Clinical studies have shown that development of pressure ulcer during hospitalization can be alleviated by adopting appropriate mitigation measures (Severens, Hobraken, Duivenvoorden, & Frederiks, 2002; Vanderwee, Clark, Dealey, Gunningberg, & Defloor, 2007). These measures can include the development of methods and ways of

Swot Analysis Essay Example for Free

Swot Analysis Essay The strengths area of a SWOT analysis should focus on the internal elements of an organization. This section is where a spa would identify the strengths it currently possesses. For example, some spas may cite in this section quality customer service, low staff turnover, high customer referral rates, large product breadth, a unique spa experience, experienced staff members and a large client base. Weaknesses The weaknesses area of a SWOT analysis examines the internal elements of an organization. This section is where a spa would identify the areas where it is deficient. For example, some spas may cite in this section an inconvenient business location, dated or worn equipment, high overhead costs, a small client base or poor organizational leadership. Opportunities The opportunities area of a SWOT analysis should focus on the external circumstances an organization faces. The opportunities should range from local to distant factors that could potentially lead to growth or improvement. In this section, a spa would identify opportunities for growth or improvement it currently possesses. For example, some spas may cite in this section local population growth, business tax incentives, equipment price decreases or competitor spas closing or relocating. Threats The threats area of a SWOT analysis analyzes the external circumstances an organization faces. The threats should range from local to distant factors that could potentially harm or atrophy an organization. In this section, a spa would identify the threats that could harm the spas current growth or status quo. For example, some spas may cite in this section luxury good tax increases, a poor economy, new competitors or do-it-yourself home spa roducts. Building a SWOT Analysis After writing out the strengths, weaknesses, opportunities, and threats sections, the next step is placing the information in a chart. To display a SWOT analysis, construct a two-by-two chart with the strengths listed in the top left square, weaknesses listed in the top right square, opportunities listed in the bottom left square and threats l isted in the bottom right square (see References for examples). Free Online Advertisingwww. Google. com/AdWords See What $75 of Free Google Ads Can Do For Your Business. Try It Now! Chicago Luxury Spa Offerswww. GiltCity. com/Chicago Divine Spa Treatments at Chicagos Most Luxurious Spas- Up to 75% Off! Chicago Luxury Spawww. ditadayspa. com Melt your stress away at Dita Day Spa. Enjoy fully organic products Spa Swim Spa Cover Salewww. RollitSpaCovers. com Roll-it Spa Swim Spa Covers Dont Lift it Roll-it! Ads by Google References CPS: Sample SWOT Analysis (PDF) University of St. Francis: Marketing SWOT Analysis Photo Credit jacuzzi al polo image by paologo from Fotolia. com Read Next: Day Spa SWOT Analysis Print this article Comments You May Also Like Day Spa SWOT Analysis According to the International Spa Association, there were more than 18,000 spas operating in the United States in 2008. Standing out from the competition and NCAA SWOT Analysis The National Collegiate Athletic Association is an organization that colleges and universities voluntarily join to enable the association to govern, regulate and Understanding SWOT Analysis The key to understanding SWOT analysis is breaking it down to each individual element. Every one of the four SWOT components provides insight on the marketing Explanation of a SWOT Analysis The acronym SWOT stands for Strengths, Weaknesses, Opportunities and Threats. A SWOT analysis is an important tool for identifying the factors that help or hinder the Participating Characteristics From a SWOT Analysis A Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is one of the most important activities in business development today. If developed and executed SWOT Analysis for Individuals A SWOT analysis for individuals includes analyzing personal strengths, weaknesses, opportunities and threats. The SWOT analysis for individuals can be used while a Examples of a SWOT Analysis Examples of a SWOT Analysis. A SWOT analysis is a method used in business planning. It is a summary of the companys current situation. The strengths and weaknesses of a Purpose of SWOT Analysis A SWOT analysis is a strategic planning tool used by business managers where the strengths, weaknesses, opportunities and threats a business faces are identified. The How Can SWOT Analysis Help You Become a Better Manager? The SWOT analysis is commonly used to assess an organizations strengths, weaknesses, opportunities and threats as a part of an overall strategic management process SWOT Analysis for Customer Service Undertaking a SWOT analysis of customer service involves identifying what â€Å"customer service† represents for you and your organization in terms of procedures How to Write a SWOT Analysis Report A SWOT analysis is an effective way of identifying your companys strengths and weaknesses and to examine opportunities, threats and current trends. SWOT analysis How to Exercise in a Swim Spa Swimming in a pool, lake or the ocean is generally a very tiring experience, as you are constantly fighting the water to move, which provides excellent resistance and Factors of a SWOT Analysis A typical responsibility of management is to constantly monitor their company landscape, and a SWOT analysis is a commonly used tool to do just that. SWOT stands for How to Do a SWOT Analysis for a Gym To write a SWOT analysis of a gym, it is important to understand that a SWOT analysis assesses and evaluates the strengths, weaknesses, opportunities and threats the How to Set Up a Spa Health Center According to the International SPA Association, in 2008 spas generated more than $12. 8 billion in revenue in the United States, with 160 million spa visits in more Nonprofit SWOT Analysis Nonprofits operate in an increasingly competitive environment. The demand for their services always outstrips the money available to support their causes. Therefore Steps to Being a Spa Manager Steps to Being a Spa Manager. Smiling faces and a relaxing environment meet you as you enter the spa. Behind the calm facade, a management team works tirelessly to ensure The Definition of SWOT In the world of business, conducting a SWOT analysis can be a useful tool when trying to assess the companys current situation as well as the surrounding marketplace SWOT Analysis of a College A strengths, weaknesses, opportunities and threats analysis is a tool used in businesses and other organizations to assess the potential upsides and liabilities of How to Write Threats for a SWOT Diagram Identifying the threats that face your companys profitability is important to proper management. Looking at external factors that negatively affect your company is Follow eHow Related Ads Spa Treatments Day Spa Packages Massage Spa Spa Gift Certificate Body Spa Beauty Spa More Photos The Worlds Top 7 Billionaires Related Articles ; Videos Day Spa SWOT Analysis SWOT Analysis of Manufacturing Industry SWOT Financial Analysis Internal Factors of SWOT Analysis Process for Performing a SWOT Analysis SWOT Analysis Tools More Follow Us Twitter Facebook RSS Helpful? Yes No Slideshows More Photos Kids With Cash: 10 Highly Paid Celebs Under 20 More Photos Introducing the eHow Shift 100 More Photos 8 Ways to Stay Warm Without Emptying Your Wallet Others Also Viewed Purpose of SWOT Analysis SWOT Analysis of a College Cargills Strategic Analysis The Disadvantages of SWOT Analysis Advantages Disadvantages of SWOT ehow. com About eHow How to by Topic How to Videos Sitemap Copyright  © 1999-2011 Demand Media, Inc. Use of this web site constitutes acceptance of the eHow Terms of Use and Privacy Policy. Ad Choicesen-US Swot Analysis Strengths The strengths area of a SWOT analysis should focus on the internal elements of an organization. This section is where a spa would identify the strengths it currently possesses. For example, some spas may cite in this section quality customer service, low staff turnover, high customer referral rates, large product breadth, a unique spa experience, experienced staff members and a large client base. Weaknesses The weaknesses area of a SWOT analysis examines the internal elements of an organization. This section is where a spa would identify the areas where it is deficient. For example, some spas may cite in this section an inconvenient business location, dated or worn equipment, high overhead costs, a small client base or poor organizational leadership. Opportunities The opportunities area of a SWOT analysis should focus on the external circumstances an organization faces. The opportunities should range from local to distant factors that could potentially lead to growth or improvement. In this section, a spa would identify opportunities for growth or improvement it currently possesses. For example, some spas may cite in this section local population growth, business tax incentives, equipment price decreases or competitor spas closing or relocating. Threats The threats area of a SWOT analysis analyzes the external circumstances an organization faces. The threats should range from local to distant factors that could potentially harm or atrophy an organization. In this section, a spa would identify the threats that could harm the spas current growth or status quo. For example, some spas may cite in this section luxury good tax increases, a poor economy, new competitors or do-it-yourself home spa products. Building a SWOT Analysis After writing out the strengths, weaknesses, opportunities, and threats sections, the next step is placing the information in a chart. To display a SWOT analysis, construct a two-by-two chart with the strengths listed in the top left square, weaknesses listed in the top right square, opportunities listed in the bottom left square and threats listed in the Read more: Spa SWOT Analysis | eHow. com http://www. ehow. com/about_6529500_spa-swot-analysis. html#ixzz1gG0KVIkP Swot Analysis Strengths The strengths area of a SWOT analysis should focus on the internal elements of an organization. This section is where a spa would identify the strengths it currently possesses. For example, some spas may cite in this section quality customer service, low staff turnover, high customer referral rates, large product breadth, a unique spa experience, experienced staff members and a large client base. Weaknesses The weaknesses area of a SWOT analysis examines the internal elements of an organization. This section is where a spa would identify the areas where it is deficient. For example, some spas may cite in this section an inconvenient business location, dated or worn equipment, high overhead costs, a small client base or poor organizational leadership. Opportunities The opportunities area of a SWOT analysis should focus on the external circumstances an organization faces. The opportunities should range from local to distant factors that could potentially lead to growth or improvement. In this section, a spa would identify opportunities for growth or improvement it currently possesses. For example, some spas may cite in this section local population growth, business tax incentives, equipment price decreases or competitor spas closing or relocating. Threats The threats area of a SWOT analysis analyzes the external circumstances an organization faces. The threats should range from local to distant factors that could potentially harm or atrophy an organization. In this section, a spa would identify the threats that could harm the spas current growth or status quo. For example, some spas may cite in this section luxury good tax increases, a poor economy, new competitors or do-it-yourself home spa products. Building a SWOT Analysis After writing out the strengths, weaknesses, opportunities, and threats sections, the next step is placing the information in a chart. To display a SWOT analysis, construct a two-by-two chart with the strengths listed in the top left square, weaknesses listed in the top right square, opportunities listed in the bottom left square and threats listed in the Read more.

Personal Reflections On Case Discussion Group Nursing Essay

Personal Reflections On Case Discussion Group Nursing Essay It seems an almost impossible task to me to be able to encapsulate all my reflections on the past year of our CDG in this report. At this point in writing I am wondering whether this thought is a reflection of feeling overwhelmed by my memories of the past year. Therefore, I have decided to break up certain aspects of the group in order to help me make sense of my experiences and reflect on what was learnt. Diversity and difference within the group There are seven trainee members in our group (one male and six females) and we had a male facilitator. We quickly noticed the abundance of similarities between members of the group. All the trainee members of our group live in London and we all had our adult mental health placement in the same trust in London. Interestingly, we also discovered that our facilitator was based in London on his clinical days and lived in the same area as two of the trainees in the group. All the trainee members are also relatively close in age (25-32 years).Our group members come from a range of social and cultural backgrounds, which was illustrated when we completed cultural genograms in one CDG session. One could consider our group to be racially, ethnically and culturally diverse, with members coming from a variety of different social economic backgrounds, countries and cultural influences. Several of our group members had also spent a number years living in African and Asian continents and some speak a number of different languages. Structure of the group Reflecting back I realise the way in which our sessions were structured was very original and added a depth to our experience of the Case Discussion group (CDG). Each week two trainees would present a case to the rest of the group, with one presentation lasting slightly longer than the other (depending on whether it was a major or minor case). Many of the cases that our group members presented were not individual client cases, but more systemic situations which we were struggling with. Once the trainee had presented their case they left the group and sat in a different part of the room. This left the remaining group members to discuss their ideas about the case in the style of a reflecting circle. I found this experience invaluable as it as it gave me insight into how it must feel to have a reflecting team with you when working as a therapist. Reflecting teams have been used since the 1980s (Anderson, 1987) and are now to be considered a form of therapy in itself. The primary focus of the reflecting team is to generate multiple perspectives (White Epston, 1990) for the therapist and client. Without the generation of alternate knowledges, people are perhaps stuck or standing still and cannot move forward with their lives (Dawson et al, 2003; p2). Indeed, when I presented a client who was very stuck in her unusual beliefs, I realised that I too was stuck in how I was working with her. Listening to the other trainees discuss her case made me realise that I needed to be more flexible in my approach to working with her and think creatively. What was interesting was how incredibly frustrating it felt being sat away from the group and being unable to verbally defend aspects of your work. This made me reflect on how clients may feel when decisions about their care are made without them being present. For example, I was recently invited to attend an Assertive Outreach team meeting which involved sixteen other mental health professionals. The purpose was to review a young man who had complex mental health problems and was not complying with his medication routine. It was only at the end of the meeting that I asked why he had not been invited and it became clear that no-one had taken responsibility for communicating with him so he had not even been asked. Reflecting back on this had made me strongly aware of the need to work collaboratively with clients, particularly with regards to keeping them informed about decisions or changes in their care. The group process The model which I feel best encapsulates the process of our CDG is Manors phase-model of group development: Figure 1 Model of group development (Manor, 2000) Forming the group and engagement phase Authority crisis and the empowerment phase Intimacy crisis and the mutuality phase Separation crisis and the termination phase In the first few CDG sessions we were primarily concerned with defining the purpose of the group (i.e. what is the group for?), allocating roles (e.g. chair and scribe responsibilities) and defining the leadership position of the facilitator (i.e. Will he tell us what to do?). This is defined as phase 1 in the model and seems to be a perfect account of the confusing and somewhat frustrating formation period of the group. Each of the subsequent stages of the group involves a crisis period. The second crisis (authority) seems similar to the storming stage in Tuckman and Jensens model of group development (1965) which I identified as a relevant model in my PBL reflective account. In our early CDG sessions there was a power struggle between the facilitator and the trainee group members, in as much as the facilitator seemed to make suggestions in the sessions (e.g. styles of presentation for the PBL, topics we should cover) which were opposite to the ideas we had produced. I felt that he was a bit patronising towards us today, he seemed to go against every suggestion that ****** made (3rd CDG session entry) Reflecting back on this entry I wonder whether we ousted him in an attempt to make our cohesion as a trainee group stronger. I also wonder whether we subsequently attempted to create a group away from the group, by arranging social outings for our CDG trainee members and discussing the CDG sessions on the train journey home. Admittedly there were two strong characters in our group who led these discussions and some who just sat there quietly. It is only with hindsight that I realise we were experiencing an authority crisis and our way of regaining power was to reform and bond as a trainee group. The next phase in Manors model is concerned with the intimacy of the group and their ability to open up personal conversations. For our CDG I dont think this happened until about 7 months in. Until this time we were very restrained as a group in discussing personal issues and I noticed we never discussed our own feelings in the CDG sessions. Our strong use of humour may have also been a defence for protecting the group from reaching this phase. I recall one of the stronger members of the group joking that we were not a group who need to cry over things. I think it was comments like this that made us feel cohesive as a group; however it also meant at times I felt unable to disclose my true feelings about an issue for fear of going against the essence of our group. Interestingly, this recently changed when we completed personal cultural genograms in a CDG session. This was a pinnacle point in our group process as it seemed to break all the intimacy boundaries we had created and allowed certain members to express their feelings of frustration when discussing certain cases or clinical situations. Our relationship with the facilitator also changed after this point and became more mutual. A major advantage of this model is that it accounts for the group changes over time, particularly with regards to the ending of our group. Reading about the final separation crisis and termination phase reminded me of our last CDG session in July to which only three trainees were present. I recall a strong sense of fear and despair in the session, and we spent over half of the session talking about the initial problems of the group. This is referred to as re-capitulation in the model and is seen as an attempt to prolong the life of the group. Given that we knew the group was not truly ending, why did we go through the process of separation crisis? Despite knowing there would be a continuation of our group in the second year of training I think we struggled with being separated from our facilitator. This made me think about how clients must feel when they are about to finish a therapeutic group and the anxiety it must generate. Yalom eloquently describes the benefits from this crisis: Learning that I must take ultimate responsibility for the way I live my life no matter how much guidance and support I get from others (Yalom, 1995; p88) With hindsight it is clear that experiencing the termination of a group process is one of the most valuable stages as it essentially installs a sense of hope and facilitates a handover of responsibility. Understanding this model has been an important learning stage for me as I have been able to use my personal learning of the CDG process and transfer it to my clinical work with groups. At present I am just finishing with three recovery groups for clients on inpatient wards and have used Manors model to help them understand their own group dynamics. Personal and Professional Development Personally, I really valued the opportunity to learn about the different models that other group members were working with as it has helped me broaden my clinical approach. Our facilitator brought systemic thinking to our sessions, which essentially shaped the discussions we had about clinical cases. Given that most of our lectures and placements were guided by a CBT approach, it felt new and somewhat daunting to be asked questions from a systemic perspective. In my first case presentation regarding a lady who had been emotionally and physically abused as a teenager. I recall the facilitator opening up a discussion with the other trainees about her attachments and role in the family structure. It was fascinating listening to how this changed the content of the conversation. At first I noticed that the other trainees were trying to problem-solve my case, but this immediately changed and they were generating more thoughtful and curious conversation which delved into areas I had not eve n considered. It made me realise the value of thinking about and understanding systems as part of the therapeutic process. Indeed, I have since discovered the benefit of using systemic tools such as Genograms and ecomaps when helping clients talk about and make links to their past. Interestingly, I was initially quite resistant to thinking in a systemic way and realise I was clutching on to the model which was used in my placement. Writing this report has made me wonder whether the resistance I showed is a parallel to the resistance often present in multi-disciplinary teams when change is imminent. For example, the service where my placement is has recently adopted the Recovery model (Repper Perkins, 2003) as a framework for mental health care delivery. After attending many of their team meetings I realised just how defensive many of the team members felt about this, and they constructed it as just another new fad in the system. It made me realise how resistance can be important in telling us something about the underlying feelings and fears people hold. Similarly, there is evidence to suggest that the role many Psychologists and therapists hold in teams stirs resistance from other health care professionals. Hook (2001) discusses the fear which some staff have regarding the notion of psychological processes, as it can be perceived as a threat to their knowledge. Hook (2001) describes this as mind science versus brain science. True enough; the issue of Psychologists integration in teams is one which attracts much attention in current health policy literature: Stakeholders showed an overwhelming preference for the integration of psychologists within teams but only if psychologists retained their unique identity and contribution (e.g. offering an authoritative and constructive counter-balance to the medical model) (Department of Health, 2007; p2) With the fast-changing climate of the NHS I realise that the roles of health care professionals are continually adapting and I wonder how resistance and institutional defences will be part of that. These are issues which evolved for me after reflecting on the CDG process, and ones which I will continue to grapple with throughout my training. Another valuable experience for me was learning more about diversity issues and how they can affect the therapeutic relationship. This topic arose after we spent two CDG sessions completing cultural genograms individually and then presented them to the rest of the group. Not only was this an introduction to a useful clinical tool, but it enabled me to think about what culture really means and how it is different to ethnicity and race. These terms had caused great confusion in our initial group discussion about culture, and I did not even realise that they meant different things until our facilitator kindly defined them for us. Thinking about my own cultural identity also made me aware and sensitive to my clients different cultural affiliations. Indeed, Hardy Laszloffy (1995) argues that: Trainees are rarely challenged to examine how their respective cultural identities influence understanding and acceptance of those who are both culturally similar and dissimilar (Hardy Laszloffy, 1995, p227) Most of my current clients come from very different backgrounds to me and some have strong religious attachments which influence the way they understand and cope with their mental health difficulty. After completing the genogram in our CDG I reflected in my supervision sessions on how areas of difference may interplay with the therapeutic relationship. For example, one client I was seeing described herself as a contemporary Christian and her faith meant she constructed her mental health difficulty to be a punishment from God. After reflecting on this in supervision, I realised that there was a big difference in our religious affiliations (I would consider myself to be an atheist), which was affecting my acceptance of her construction. Once I understood this our sessions suddenly shifted and we were able to progress with her treatment. Furthermore, I now routinely acknowledge any areas of difference when I first see a client individually and feel this had always had a positive impact on the therapeutic alliance. On a more personal level, writing this account has enabled me to think about what role I played in the group and what this tells me about my role as a professional in training. As I am writing I am aware that it has been easier for me to write about the group process than think about my own involvement and contributions to it. Upon closer inspection I am curious as to whether my narrative of the group process reflects the position of the follower. This role has been well-documented in leadership literature, and the title encapsulates a person who can sometimes be pushed aside by others with regards to leadership decisions (Dvir Shamir, 2003). Certainly my behaviour in the CDG this year fits with this description, and has made me think about how I present myself to my professional network. Whilst this is useful for me to realise, it also feels slightly uncomfortable to acknowledge this, as acknowledgement for me means action should be taken. I refer here to the eloquent words from Bo lton (2001): Reflection is not a cosy process of quiet contemplation. It is an active, dynamic, often threatening process which demands total involvement of the self and a commitment to action. In reflective practice there is nowhere to hide. In many ways the characteristics of the follower mirrors that in Yaloms (2005) description of the silent client in group therapy. Yalom stipulates that such clients trigger feelings of frustration in other group members but can also be valuable for the group as, silence is never silent (Yalom, 2005). Yalom (2005) asserts that you can find meaning in the here-and-now of their behaviour which informs you about their way of relating with others in the outside world. Learning this made me think about a client whom I used to see who was silent for much of our sessions. I wonder now whether her silence was the most useful piece of information that was available to me, yet I did not recognise that at the time. This is something I will make a conscious effort to think about in future clinical work. Final thoughts One of my final thoughts is around the name chosen to represent the group experience. I wonder whether it would be more fitting to call the groups, Reflective Practice Groups rather than Case Discussion Groups? The latter name projects an expectation of a more formal and typical structure to the group where one would expect presentation and discussion to be the crux of it. In fact, my experience of the CDG sessions challenges this expectation as the actual time spent focusing on cases was minimal. I personally think that Reflective Practice incorporates thinking about other areas of clinical work which are important and may impact upon our work with clients. For example, thinking systemically about working with staff or critically about organisational stress and the effects this has on clinical work. Reflecting back I realise such issues are pertinent to our development as first years and the groups would be a perfect opportunity to explore and contain them. By changing the name of t he groups it would embrace such explorations and consequently add a reflective element to our practice which simply cannot be satisfied by supervision alone. Finally I feel that the group has added an expansive dimension to my thinking as a trainee psychologist. My expectations of the CDG were continually challenged by my actual experience of it. I found that it enabled me to be more open, more honest and far more curious in my clinical work, and for that I am extremely grateful.

John H. Johnson :: essays research papers

John H. Johnson was born January 19, 1918 in rural Arkansas City, Arkansas. His parents were Leroy Johnson and Gertrude Jenkins Johnson. His father was killed in a sawmill accident when little John was eight years old. He attended the community's overcrowded, segregated elementary school. In the early 1930s, there was no public high school for African-Americans in Arkansas. His mother heard of better opportunities for African-Americans in Chicago and saved her meager earnings as a washerwoman and a cook and for years until she could afford to move her family to Chicago. This resulted in them becoming a part of the African-American Great Migration of 1933. There, Johnson was exposed to something he never knew existed, middle class black people. Johnson enrolled in DuSable High School and was an excelling student. Because of his achievements, Johnson was invited in 1936, to speak at a dinner held by the Urban League. Harry Pace, the President of the Supreme Liberty Life Insurance Company, was so impressed with Johnson's speech that he offered him a job and a scholarship to attend college part-time. But his interest focused primarily on the operations at the insurance firm and eventually he dropped his studies at the University of Chicago. In 1939 at the age of 21 he became the editor of Pace's in-house magazine. Collecting articles culled from national publications, Johnson realizes he had struck gold. In 1941, Johnson married Eunice Walker and found a full-time position at Supreme Liberty Life. One of Johnson's job descriptions at Supreme Liberty Life was to collect the news and information about African-Americans and prepare a weekly digest for Pace. He thought that a "Negro newspaper" could be sold and marketed and have people to be very interested in it. In 1942, Johnson borrowed $500 from his mother's furniture and started the Johnson Publishing Company. Johnson got idea, The Negro Digest, and modeled it after the Reader's Digest but it took aimed at African-Americans. He launched the Negro Digest, which took a serious look at racial issues and featured articles from prominent black and white writers. The Negro Digest circulated around 50,000. The magazine featured articles about the social inequalities in the United States and gave a voice to the concerns of African-Americans. Within eight months the Negro Digest reached about $50,000 a month in sales. In 1945, Johnson launched his second publication, the Ebony magazine, in which focused on the diverse achievements and successes of African-Americans.

Cognitive Radio Essay -- Technology

A problem facing cognitive radio is the need for accurate estimations of performance metrics. Performance estimation algorithms are limited when facing new situations. For example, heuristics, such as genetic algorithms (GA), require specific knowledge about the interference conditions in order to adapt fitness functions. This paper presents an experimental design approach that analyzes performance results of a small set of configurations to create an empirical model. The method overcomes the need for specific knowledge of the channel or noise environment and is capable of addressing new situations.par This problem is difficult given the limitations inherent in any theoretical system model and the complexity of sensing the wireless environment. Existing GA-based cognitive engines identify radio configuration settings based on mathematical models for defining objective functions cite{Rondeau2007}. The methods rely on additional knowledge of noise conditions in order to customize the objective functions to the current environment. Advancements in the decision-making architecture tied case-based reasoning to the GA in order to increase time-to-decision and take advantage of past experiences cite{He2009}. However, CBR relies on the assumption that a past decision will work in the current situation if the two are similar enough. In both methods, the identified solution's true performance is unknown until after it is implemented on the system.par Theoretical models of wireless performance rely on assumptions in the channel conditions, and often do not represent the actual situation. In contrast, statistical methods base all conclusions from empirical evidence without requiring knowledge of the channel or interference conditions. T... ...rameters settings are then pared down by repeating the DOE with focus on another response meter. This process is repeated for each response meter available until a final parameter setting is identified. The authors developed a reconfiguration algorithm that draws its decision from multivariate DOE analysis on the system. The algorithm was implemented on an open-source software controller for off-the-shelf 802.11 wireless cards cite{Weingart2007}.par In contrast, we implement RSM experimental design that leads to quadratic models as opposed to linear. This approach increases accuracy and identifies overall better solutions. We implement the techniques on a software defined radio platform more indicative of deployable cognitive radio. Our focus emphasis the statistical fit performance of different designs and contrasts performance to a reference heuristic engine.

Insomnia Cookies

Organization Structure and Design at Insomnia Cookies What do you think the current organization chart at Insomnia Cookies looks like? Is this structure appropriate for its needs? Explain. What forces have most influenced the structure of Insomnia Cookies? Describe CEO and founder Seth Berkowitz’s span of management. The organization chart is quite confusing because employees of Insomnia Cookies perform beyond their role of duty that they are supposed to. An organization structure should reflect the company’s management chart and the roles and responsibilities of the employees (Lehmann, 1998).In this case, the structure is disorientated. Now, the organizational chart at Insomnia Cookie is divided in three parts, which consists of the top management, middle management, and the lower management. The Chief Executive Officer come founder sits at the part of the top management. The Marketing Director, Chief Operation Officer, Finance Director and the Operations Coordinator i n the middle part of management, while the lower management includes the marketing team, managers, bakers and delivery staffs. At Insomnia Cookies, the Manager force influenced most of the structure in the company.Every manager thinks in a different way. As factors such as experience, knowledge and values shape the person’s way of thinking and perception, some issues could occur when running a company. The executive staffs at Insomnia Cookies are lean, which consists of the Chief Executive Officer (also the founder), a Marketing Director, a Chief Operating Officer, and an Operations Coordinator. When Insomnia Cookies first formed its company, all managers were new and nobody have tried managing a company, thus solution for every issue were made and done only when something serious came up.The task force influenced the change of the activities in Insomnia Cookies. According to Certo and Certo (2012), task includes the degree of technology in performing a task. When issues abou t managing labour costs, food costs and inventory management came up, the Chief Operating Director began with a system and database to manage costs. He multitasked as he went down to store to work with the bakers while he need to manage the operation of local store marketing to ensure the local store growth to be seen as a whole to the global standard.Using the factors that were stated by Koontz (1966), the similarity of functions factor explains that the activities performed by individuals that are under the supervision of Seth Berkowitz are dissimilar. The complexity of functions factor is hard to achieve because the subordinates each have their own complex tasks. Lastly, the coordination factor and the planning factor has negative tendency when the work done needs much coordination and especially when the manager spends much time sorting out plans. With all of these, it is concluded that Seth Berkowitz’s span of management is narrow.