Linguistics and Interjections Essay Example for Free

Linguistics and Interjections Essay In Western philosophy and linguistic theory, interjections—that is, words like oof, ouch, and bleah—have traditionally been understood to indicate emotional states. This article offers an account of interjections in Q’eqchi’ Maya that illuminates their social and discursive functions. In particular, it discusses the grammatical form of interjections, both in Q’eqchi’ and across languages, and characterizes the indexical objects and pragmatic functions of interjections in Q’eqchi’ in terms of a semiotic framework that may be generalized for other languages. With these grammatical forms, indexical objects, and pragmatic functions in hand, it details the various social and discursive ends that interjections serve in one Q’eqchi’ community, thereby shedding light on local values, norms, ontological classes, and social relations. In short, this article argues against interpretations of interjections that focus on internal emotional states by providing an account of their meanings in terms of situational, discursive, and social context. p a u l k o c k e l m a n is McKennan Post-Doctoral Fellow in Linguistic Anthropology in the Department of Anthropology at Dartmouth College (Hanover, N.H. 03755, U.S.A. [[emailprotected]]). Born in 1970, he was educated at the University of California, Santa Cruz (B.A., 1992) and the University of Chicago (M.S., 1994; Ph.D., 2002). His publications include â€Å"The Collection of Copal among the Q’eqchi’-Maya† (Research in Economic Anthropology 20:163–94), â€Å"Factive and Counterfactive Clitics in Q’eqchi’-Maya: Stance, Status, and Subjectivity,† in Papers from the Thirty-eighth Annual Regional Meeting of the Chicago Linguistics Society (Chicago: Linguistics Society, in press), and â€Å"The Interclausal Relations Hierarchy in Q’eqchi’ Maya† (International Journal of American Linguistics 69:25–48). The present paper was submitted 1 vi 01 and accepted 27 xii 02. 1. A longer version of this article was presented at the workshop â€Å"Semiotics: Culture in Context† at the University of Chicago in January 2001. Chris Ball, Anya Bernstein, John Lucy, and Michael Silverstein all provided very helpful commentary. This article also greatly beneï ¬ ted from suggestions made by Benjamin S. Orlove and several anonymous referees. Western philosophy and linguistic theory have traditionally considered interjections at the periphery of language and primordially related to emotion. For example, the Latin grammarian Priscian deï ¬ ned interjections as â€Å"a part of speech signifying an emotion by means of an unformed word† (Padley 1976:266). Muller (1862)  ¨ thought that interjections were at the limit of what might be called language. Sapir (1921:6–7) said that they were â€Å"the nearest of all language sounds to instinctive utterance.† Bloomï ¬ eld (1984[1933]:177) said that they â€Å"occur under a violent stimulus,† and Jakobson (1960: 354) considered them exemplars of the â€Å"purely emotive stratum of language.† While interjections are no longer considered peripheral to linguistics and are now carefully deï ¬ ned with respect to their grammatical form, their meanings remain vague and elusive. In particular, although interjections are no longer characterized pure ly in terms of emotion, they are still characterized in terms of â€Å"mental states.† For example, Wierzbicka (1992:164) characterizes interjections as â€Å"[referring] to the speaker’s current mental state or mental act.† Ameka (1992a:107) says that â€Å"from a pragmatic point of view, interjections may be deï ¬ ned as a subset of items that encode speaker attitudes and communicative intentions and are contextbound,† and Montes (1999:1289) notes that many interjections â€Å"[focus] on the internal reaction of affectedness of the speaker with respect to the referent.† Philosophers have offered similar interpretations. For example, Herder thought that interjections were the human equivalent of animal sounds, being both a â€Å"language of feeling† and a â€Å"law of nature† (1966:88), and Rousseau, pursuing the origins of language, theorized that protolanguage was â€Å"entirely interjectional† (1990:71). Indeed, such philosophers have posited a historical transition from interjections to language in which the latter allows us not only to index pain and express passion but also to denote values and exercise reason (D’Atri 1995).2 Thus interjections have been understood as a semiotic artifact of our natural origins and the most transparent index of our emotions. Such an understanding of interjections is deeply rooted in Western thought. Aristotle (1984), for example, posited a contrastive relationship between voice, proper only to humans as instantiated in language, and sound, shared by humans and animals as instantiated in cries. This contrastive relation was then compared with other analogous contrastive relations, in particular, value and pleasure/pain, polis and household, and bios (the good life, or political life proper to humans) and zoe (pure life, shared by all living things). Such a contrast is so pervasive that modern philosophers such as Agamben (1995) have devoted much of their scholarly work to the thinking out of this tradition and others built on it such as id versus ego in the Freudian paradigm. In short, the folk distinction made between interjections and language 2. D’Atri (1995:124) argues that, for Rousseau, â€Å"interjections . . . are sounds and not voices: they are passive registerings and as such do not presuppose the intervention of will, which is what characterizes human acts of speech.† Proper maps onto a larger set of distinctions in Western thought: emotion and cognition, animality and humanity, nature and culture, female and male, passion and reason, bare life and the good life, pain and value, private and public, and so on (see, e.g., Lutz 1988, Strathern 1988). In this article I avoid such abstracting and dichotomizing traps by going straight to the heart of interjections: their everyday usage in actual discourse when seen in the context of local culture and grounded in a semiotic framework. I begin by characterizing the linguistic and ethnographic context in which I carried out my research and go on to relate interjections to other linguistic forms, showing how they are both similar to and distinct from other classes of words in natural languages. Next I provide and exemplify a semiotic framework, generalizable across languages, in terms of which the indexical objects and pragmatic functions of interjections can best be characterized. Then I detail the local usage of the 12 most commonly used interjections in Q’eqchi’ and show the way in which they are tied into all things cultural: values, norms, ontological classes, social relations, and so on. I conclude by discussing the relative frequency with which the various forms and functions of interjections are used. In short, I argue against interpretations of interjections that focus on emotional states by providing an account of their meanings in terms of situational, discursive, and social context. Linguistic and Ethnographic Context While I am attempting to provide as wide a theoretical account of interjections as I can, thereby providing a metalanguage for speaking about similar sign phenomena in other languages, I am also trying to capture the grammatical niceties of Q’eqchi’ Maya and the discursive and social particularities of one Q’eqchi’-speaking village in particular. Before I begin my analysis, then, I want to sketch the linguistic and ethnographic context in which I worked. Q’eqchi’ is a language in the Kichean branch of the Mayan family, spoken by some 360,000 speakers in Guatemala (in the departments of Alta Verapaz, Izabel, and Peten) and Belize (Kaufman 1974, Stewart 1980). 3 Lin ´ guistically, Q’eqchi’ is relatively well described: scholars such as Berinstein (1985), Sedat (1955), Stewart (1980), Stoll (1896), and Chen Cao et al. (1997) have discussed its syntax, morphology, phonology, and lexicon, and I have detailed various morphosyntactic forms (encoding grammatical categories such as mood, status, evidentiality, taxis, and inalienable possession) as they intersect with sociocultural values and contextual features and as they illuminate local modes of personhood (Kockelman 3. Typologically, Q’eqchi’ is a morphologically ergative, head-marking language. In Q’eqchi’, vowel length (signaled by doubling letters) is phonemic; /k/ and /q/ are velar and uvular plosives, respectively, and /x/ and /j/ are palato-alveolar and velar fricatives, respectively. All other phonemes have their standard IPA values. 2002, 2003a, b). This article is therefore part of a larger project in which I examine how intentional and evaluative stances are encoded in natural languages and the relations that such stances bear to local modes of subjectivity. Alta Verapaz, the original center of the Q’eqchi’-speaking people who still make up the majority of its population, has had a unusual history even by Guatemalan standards. In 1537, after the Spanish crown had failed to conquer the indigenous peoples living there, the Dominican Friar Bartolome de Las Casas was permitted to  ´ pacify the area through religious methods. Having succeeded, he changed the name of the area from Tezulutlan (Land of War) to Verapaz (True Peace), and the Dominicans were granted full control over the area—the state banning secular immigration, removing all military colonies, and nullifying previous land grants. In this way, for almost 300 years the area remained an isolated enclave, relatively protected by the paternalism of the church in comparison with other parts of Guatemala (King 1974, Sapper 1985). This ended abruptly in the late 1800s, however, with the advent of coffee growing, liberal reforms, and the inï ¬â€šux of Europeans (Cambranes 1985, Wagner 1996). Divested of their land and forced to work on coffee plantations, the Q’eqchi’ began migrating north into the unpopulated lowland forests of the Peten  ´ and Belize (Adams 1965, Carter 1969, Howard 1975, Kockelman 1999, Pedroni 1991, Saa Vidal 1979, Schwartz 1990, Wilk 1991). In the past 40 years this migration has been fueled by a civil war that has ravaged the Guatemalan countryside, with the Q’eqchi’ ï ¬â€šeeing not just scarce resources and labor quotas but also their own nation’s soldiers—often forcibly conscripted speakers of other Mayan languages (Carmack 1988, IWGIA 1978, Wilson 1995). As a consequence, the past century has seen the Q’eqchi’ population spread from Alta Verapaz to the Peten and ï ¬ nally to Belize, Mexico, and even the  ´ United States. Indeed, although only the fourth largest of some 24 Mayan languages, Q’eqchi’ is thought to have the largest percentage of monolinguals, and the ethnic group is Guatemala’s fastest-growing and most geographically extensive (Kaufman 1974, Stewart 1980). The two key ethnographies of Q’eqchi’-speakers have been written by Wilk (1991) and Wilson (1995), the former treating household ecology in Belize and the latter upheavals in village life and identity at the height of the civil war in highland Guatemala during the 1980s. In addition to these monographs, there are also a number of dissertations and articles on the history (King 1974, Sapper 1985, Wagner 1996), ecology (Carter 1969, Secaira 1992, Wilson 1972), and migration (Adams 1965, Howard 1975, Pedroni 1991) of Q’eqchi’-speaking people. The data for this article are based on almost two years of ethnographic and linguistic ï ¬ eldwork among speakers of Q’eqchi’, most of it in Ch’inahab, a village of some 80 families (around 650 people) in the municipality of San Juan Chamelco, in the department of Alta Verapaz. At an altitude of approximately 2,400 m, Ch’inahab is one of the highest villages in this area, with an annual precipitation of more than 2,000 mm. It is also one of the most remote, access to the closest road requiring a three-hour hike down a steep and muddy single-track trail. Its relatively high altitude and remote location provide the perfect setting for cloud forest, and such a cloud forest provides the perfect setting for the resplendent quetzal, being home to what is thought to be the highest density of such birds in the world. Because of the existence of the quetzal and the cloud forest in which it makes its home, Ch’inahab has been the site of a successful eco-tourism project the conditions and consequences of which are detailed in my dissertation (Kockelman 2002). While the majority of villagers in Ch’inahab are monolingual speakers of Q’eqchi’, some men who have served time in the army or worked as itinerant traders speak some Spanish. All the villagers are Catholic. Ch’inahab is divided by a mountain peak with dwellings on both of its sides and in the surrounding valleys. It takes about 45 minutes to hike across the village. At one end there is a biological station kept by the eco-tourism project and used sporadically by European ecologists, and at the other there is a Catholic church and a cemetery. In the center there is a small store, a school for primary and secondary grades, and a soccer ï ¬ eld. The surrounding landscape is cloud forest giving way to scattered house sites, agricultural parcels, pasture, and ï ¬ elds now fallow. All villagers engage in corn-based, or milpa, agriculture, but very few have enough land to fulï ¬ ll all of their subsistence needs.4 For this reason, many women in the village are dedicated to chicken husbandry, most men in the village engage in seasonal labor on plantations (up to ï ¬ ve months a year in some cases), and many families engage in itinerant trade (women weaving baskets and textiles for the men to sell) and eco-tourism (the women hosting tourists and the men guiding them). Dwelling sites often contain a scattering of houses in which reside an older couple and their married sons, all of whom share a water source and a pasture. The individual families themselves often have two houses, a relatively traditional thatched-roof house in which the family cooks and sleeps and a relatively new house with a tin roof in which they host festivals and in which older children and ecotourists may sleep. Because of eco-tourism and the inï ¬â€šux of money and strangers that it brings, there has been an increase in the construction of such tin-roofed houses, and, as will be seen, many of my examples of interjections come from such construction contexts. My data on the use of interjections among villagers in Ch’inahab comes from 14 months of ï ¬ eldwork carried out between 1998 and 2001. The data collection con4. Before 1968, what is now Ch’inahab was owned by the owner of a plantation. Q’eqchi’-speakers who lived in the village of Popobaj (located to the south of and lower than Ch’inahab) were permitted to make their milpa in this area in exchange for two weeks of labor per month on the ï ¬ nca (Secaira 1992:20). Only in 1968, when a group of villagers got together to form a land acquisition committee, were some 15 caballerÄ ±as (678 ha) of land purchased from the owner  ´ for 4,200 quetzals (US$4,200). This land, while legally owned by the entire community, was divided among the original 33 villagers as a function of their original contributions.

The Identified Strategic Challenges Facing The Lego Company Marketing Essay

The Identified Strategic Challenges Facing The Lego Company Marketing Essay The identified strategic challenges facing the Lego Company is the pursuit to creating innovative product lines that instills interests of the companys brand. With more visual graphics toys that perform technology advanced entertainment, the Lego Group must reinvent original concept that is current to interests of the targeted demographic. In addition, the other challenge is balancing act managing pricing matrix due to the economy woes that occurs at leave every 4-5 years that impact purchases. Therefore, the Lego Company strategic planning is critical to apply appropriate applications that will sustain the status quo of sales but with a determinate 20%-45% of increase sales. The brand identity is critical to this assessment to reaching the targeted measure for a successful return in investment. The stated opportunities are the beneficial aspects to building the dedicated customers to a new revamping of the product line specifically geared towards each age group. The Lego Company was founded tradition and that is why in 1932 by Ole Kirk Christiansen, in which, the company has passed from father to son and is now owned by Kjeld Kirk Kristiansen, a grandchild of the founder. In the past almost 80 years from a small carpenters workshop to a modern, global enterprise that the company is now, the Lego Company is the worlds 50th largest manufacturer of toys. Key recommendations The recommended strategic approaches to take advantage of the opportunities for further increasing the brand identity and brand equity is in the creation of the value for customers. In doing so, the customer will demonstrate loyalty and producing sales channels. The refocusing of the value that the Lego Company implements provides for a set target to identifying creative aspects of the current and new product line. Benefits and advantages of the recommendations The Lego Company benefits and advantages of the recommendations of implementing value by imposing advanced safety, creativity, and innovation as well as customer services to the product line produces brand equity. The Lego Company strategy for the period to 2010 is its core focuses on creating value that promotes the brand identity that produces quality products. In each new product design and concept the mission to infuse value systematic concerns supports the recommendations. The increasingly refine and improve product range strategically enable its new products to compete, for example, with the many electronic products on the target market. Aims to convince MD to read main report. The targeted aims to influential the demographic market is in the strategy that underlines the continued importance of focusing on profitability within the organization. Conversely, the situation facing all toy manufacturers at present is that they are tailored to focus from many quarters, such as, by consumers, customers and competitors. The Lego Company aim is to meet this challenge with a determination to unite and bind consumers, fans and retailers for an increasing the interests to the organization. The current challenges of todays toy products to attract and sustain customers with technology advanced precut, the Lego Company product line is the key attribute to present innovation. With over 79 years of toy business experience, the organization has the means to innovate the Lego bricks, PC Games, and Lego Land to heighten the demographic interest. Introduction The founding of the company since 1932, the strategic opportunities are the building of the LEGO brand that is more than simply our familiar logo brand but a new concept to transform technology product line. The targeted demographic needs for new interesting and innovate products that has a learning angle within its concept provides an exceptional opportunity. Therefore, the new branding of the companys products can provide a more strategic operational excellence for a dominate presences within the targeted market demographic. The refocus on the value will offer consumers a new vision for identifying Lego as the company to trust to demonstrate a safe purchase price and durability in the product line. The increase operational excellence is another strategic benefit and advantage for a profound measure to showcasing the Lego Company with the customer base. The products and services, and the accountability that is the LEGO Company brand identity is portrayed around the world that produces higher brand equity. In doing so, the benefits and advantages are more positive the brand will acts as a guarantee of quality and originality that shall achieve the mission by constantly focusing on a consistent strong brand. Main Body The Lego Companys strategy shared vision with the mission of the organizations presents the tangible strategy that is creating the required value for our customers to increasing the sales channels. In doing so, the pursuit for the building the brand identity leading to increasing brand equity is met to sustaining the manufacture known for producing the Toy of the Century. The marketing angle is the aim to making the foundation for a traditional interlocking principle for offering unlimited brand identity possibilities to emerge as the leader in manufacturing toys (Legos.com, 2009). The LEGO Company goal is to provide an improvement of issues that concern the product to create value for the child, parents, the retail shops, vendors, and society in general. The Environment SWOT/TOWS The strength identified is in the established brand identity with LEGO entails longetivity to foster a sense of trust of the product. The strength aspects present a vast measure of imprinting the feature of durability along with longevity with the product line. The Lego Company objectives feature a concept that reaches a wider demographic from age 1-6 and determines to expand this range (Ingram, Laforge, 2006, pp. 22). Therefore, the weaknesses identified are the needed ability to create innovated products such as the PC Games and Lego Land as well as reinventing the legendary Lego bricks to a new height. The lack there of will create a lesser share of the targeted audience compared to competitors. Respectively, the opportunity presents a means for creative toy manufactures to bring in key concepts to from remember able products that are long lasting for improving the brand equity standing. The threat is in the competitors; Coko, Tyco, and Mega Blocks, that are more apt towards pricing and innovated accountability that masters in the area of visual conceptual presentations. The competitors objective is to foster a new way of toy manufacturing that prides itself on a technical visual environment. In doing so, the Lego bricks are the foundation to counteract the threat of not creating innovated product lines, at least every other year. The opportunity is then presented to revolutionary the means for marketing the product that is the leading toy of choice. The weakness is then moved to a lesser degree because of the strategic marketing means for a desired results leading to strength for the Lego Company. The strength is presented for advancing the vision of the company to present value with innovation that is imperative. Strategic Capability The capacity to applying the strategic applications is to reaching the companys goals for leading sales 2-to-1 compared to competitors. The implementation of the company is through the means that perform its best to make a positive impact on areas such as working environment, environment that encourages innovation in the Research Development departments. In doing so, the marketing concept is reached with a directive to illustrate a primary aim to supply good, and healthy play product aspects (Savory, Butterfiled, 1998, pp.88). The strategic context to presenting the companys brand for having fun is the central concept within the marketing initiatives for reaching the desired results to the targeted demographic. The marketing initiatives are targeting the age groups of 1-6 as well as to 7-9 years old present an interesting concept to increasing the brand equity over the next 5 years. Business Idea The profound business idea is reinventing the original Lego bricks to an improved product line that advances the learning and playing experience that is remember for target group of age 7-9 demographics. The concept presents the business idea that builds on the foundation to foster a technology concept to drawing in the preference for Lego products rather than the competitors. The strategic move is a cost-effective approach that limits most marketing markets to a television and print ads combination. In doing so, the business idea is mastered perfectly to demonstrate a wiliness to compete with Nintendo and WII products more proactively. The concept is to reinvent the product line more geared to highlighting known entertainment in the demographic. Recommendations The recommendation is the investment of resources into the product line of Lego bricks, PC Games, and Lego Land that transform into a technology advanced ability and associated with current child entertainment venues. The similarities to Monopoly Games associating with Barbie, Sports, and now Disney version so Lego Company must consider branching out into similar avenues. The focused effort on the development to not only continues influencing kindergarten toddlers and schoolchildren but is to sincerely tap into the young teenagers to young-at-heart adults demographic. In doing so, the fascination of sports and cars are imperative to delivering the designed models for a creative Lego bricks that be performed on your computer by visiting the LEGO Factory website. In this retrospect, the recommendation is honing onto the strength identified for the Lego Company can build on the brand identity and brand equity. Conclusions In the pursuit for establishing a target market increase by 20% with the targeted age demographic of 7-9 as well as 10-14 for sales to improving an overall measure of global performance. The leading of plastic parts to create a new dimension of reality provides the opportunity to recreating a fascinating concept that improves the brand identity. The measure provides the brand equity to increase matching the sales projections for the next 5years due to manufacturing quality products. In doing so, the value target matrix is met accordingly to fulfill the strategic management planning goals with innovated products. The focus on mirroring the same concept as Monopoly Games strategy of paring up with popular entertainment venues and activities provides the Lego Company the same opportunity. Therefore, the targeted demographics are more likely to reinforce the primary vision of the organization as being the The Toy Manufactory in the current and next century by adapting to the times. Appendices Lego Company Weight Rating Weighted Score Products Weighted Comments Strengths Color 0.15 5 0.75 Bricks The variety of fresh ideas concept Shape 0.05 4 0.2 Land Always distinguish style Features 0.1 4 0.4 Theme Variety of features in the market Sizes 0.05 4 0.15 Bricks Measure component Diversity 0.15 3 0.45 Accessory Long lasting on adapting Weaknesses Acceleration Performance 0.05 2 0.1 Production Need to improve Limited in flexibility 0.05 2 0.1 Adaptability Not clear on concept in some markets Interior Design 0.2 2 0.4 Design No variety in standard 0.80 2.55 Table A. Table B. The reflection of the organization presents how the usage of invested resources to provide the innovated product line is critical to the success of Lego Company. The competitors strategy identifies to the mission for effective pricing to counteract the powerhouse of Lego Company. Therefore, the analysis presents the opportunity for the Lego Company to demonstrate a more diversified pricing matrix with the incorporation of value and quality. In doing so, the fundamentals of the recommendation to reinvent the product line of the Lego bricks, PC Games, and Lego land can be achieve successfully. The core vision of Lego Company is to provide an exceptional product in the international market place by proceeding to the next phase of developing an effective business initiatives outlining innovation. The recent analysis of the strengths and weakness of Lego Company focusing on the global market provided insight into the overall benefit for moving forward to rebranding the product line. The marketing strategy for a global integration is to accomplishing corporate initiative that outlines the profitability margin in effectiveness of the product brand (Armstrong Kotler, 2007, pp.11). The analysis on the weakness of Lego Company presented a concern with a proposed consensus on the needed invested resources capital to meet phases of implementation for a planned strategy, in order, to enter new technology products in the market. Therefore, the counteract impact of the Lego Company provides a vitality of the product that has been proven years pages record sales with PC Games. The entry proved from 1990s to current year a strong brand name in the current market for further research and development. Therefore, the need to receive approval from strategic for developing a business initiatives present the effectiveness of the product will remove concerns on initial estimation of capital required. The implementation of formulating the business plan will provide the usual focuses of the mission, purpose, management staff but as well as details on the three core strategic approaches. The three strategic areas are positioning, segmentation, and branding to infuse Lego Company in its initial launching efforts to secure a prestigious footing in the global market place. The positioning will provide the previous research on where the best location for the entry into the international market that will target the core children, school-aged, and teens consumer audience. The marketing positioning will play in sync with the segmentation marketing strategy, in order, to solidify the core vision of the parent company. In doing so, the focus is set to be of offering and providing an exceptional product that can be adapted to any specific international culture environment (Wild, Wild, and Han, 2006, pp. 45). Furthermore, the Lego Companys branding strategy will be highlighted in the business plan to outline the psychological theory that would be in play to capture the awareness of the product and brand identity. Moreover, the focused attention will be on the apathy theory as well as a child, the parent, and the vendors psychological theory concept to deliver the impact of a new awareness to the product and its profound capabilities (Best, 2006, pp. 28). The entrance into the international market must have the means to effectively construct the vision of Lego Company for the short-to-long term goal; hence, a concise effort to instill a communication model has already been established. The marketing strategy for Lego Company already established communication model outlines the short-term goal to the global market with the implementation of strategies within twelve months. The long-term goal measuring will take place in the ninth to twelfth month to secure a footing for long-term efforts that synergize the companys marketability. The long-term goal is to roll-out 3 upgraded version of the product line associated with Disney, Sports, and Learning Visuals within the next 1 to 4 years. The additional long-term goal is to recoup the initial capital investment required at the start of launching globally and to start marking a profit by year 2. The time for Lego Corporation to enter the global market is right now with any delay due to the ramifications can result in losing a hefty share in the consumer market. The outcome can presents a more dramatic entry into the market due to the brand identity established. The research study presents the investigation of the correlation between various marketing strategies on successfully popular products that are online gaming features for the worldwide web (George, Jones, pp. 18). The identification of the product marketing strategy bringing traffic to the brand identity for equity advancement creates an effective measure to tapping in to the targeted demographic. The built by a website designer to increase the popularity in the search engine, hence a review of the three main search engines specifications to avoid rejection in the ranking level. The marketing methodology approach seems to display how the creative features of original product can improve by strategies focusing on current trends (Gobe, 2001, pp. 12). The mission of the organization to focus on a refine associated with the products as well as the PC gaming web technology aspect accomplishes in the desired outcome marketing strategy. The popularity of the Lego Company creativity and durability proves to being the established foundation to meeting the targeted demographic needs for innovation and interest. Respectively, the mission for a value concept incorporated into the strategy provides for a strong effort to compete with manufactory to increase the share in the market.

Parkinsons Disease Essay -- Disorders Illnesses Papers

Parkinson's Disease In 1817, James Parkinson published his famous treatise: "An Essay on the Shaking Palsy," describing the symptoms which now collectively bear his name. Although many scientists before his time had described various aspects of motor dysfunction (ataxia, paralysis, tremor) Parkinson was the first to collect them into a common syndrome; one which he believed formed a distinctive condition. His sixty-six page essay contained five chapters describing symptoms, differential diagnoses, causality, possible treatments, and prospects for future study. What is most intriguing concerning Parkinson’s analysis (besides its consistent accuracy) is the fact that his clinical observations and inferences were made by watching the movements of six elderly males at a distance along the streets of London. The symptoms seen in Parkinson’s Disease (PD) are of two distinct types: (1) a degeneration of normal actions and movements coupled with; (2) the appearance of abnormal-type behaviors. Positive symptoms are those behaviors not usually seen in normal people; since they occur often in patients with PD, they are thought to be mechanistically inhibited by normal physiological systems. However, when these systems degenerate or become damaged, they are released and abnormal behavior is the result. The main abnormalities seen in Parkinsonian patients are resting tremor, muscular rigidity, and anesthesia. Resting tremors occur while the patient is motionless; the symptoms disappear during activity or when the patient is asleep. They most often encompass alternating movements of the limbs, hands and head; for instance, one diagnostic tremor known as "pill-rolling," consists of repetitive rolling motions of the forefinger past the... ... neurotoxin, 1-methyl--1,2,3,6-tetrahydro-pyridine. Life Science, 1985, 36:2503-2508. Neurochemistry. 1986, 46: 1501-1507. 8. Schapira, A. H. V. et. al. Mitochondrial complex I deficiency in Parkinson’s disease. J. of Neurochemistry. 1990, 54: 823-827. 9. Wachtel, H. Antiparkinsonian dopamine agonists: a review of the pharmacokinetics and neuropharmacology in animals and humans. J. of Neural Transmission. 1991, 3: 151-201. 10. Mercuri, N. B. et. al. Physiology and pharmacology of dopamine D2-receptors: their implications in dopamine--substitute therapy for Parkinson’s disease. Neurology. 1989, 39:1106-1108. 11. Riederer, P. Konradi, C. Youdim, M. B. H. The role of MAO in dopaminergic transmission. pp. 149-153. In: M. B. Streifler, ed. Advances in Neurology, Vol. 53: Parkinson’s Disease: Anatomy, Pathology, and Therapy. New York, Raven Press, 1990. Parkinson's Disease Essay -- Disorders Illnesses Papers Parkinson's Disease In 1817, James Parkinson published his famous treatise: "An Essay on the Shaking Palsy," describing the symptoms which now collectively bear his name. Although many scientists before his time had described various aspects of motor dysfunction (ataxia, paralysis, tremor) Parkinson was the first to collect them into a common syndrome; one which he believed formed a distinctive condition. His sixty-six page essay contained five chapters describing symptoms, differential diagnoses, causality, possible treatments, and prospects for future study. What is most intriguing concerning Parkinson’s analysis (besides its consistent accuracy) is the fact that his clinical observations and inferences were made by watching the movements of six elderly males at a distance along the streets of London. The symptoms seen in Parkinson’s Disease (PD) are of two distinct types: (1) a degeneration of normal actions and movements coupled with; (2) the appearance of abnormal-type behaviors. Positive symptoms are those behaviors not usually seen in normal people; since they occur often in patients with PD, they are thought to be mechanistically inhibited by normal physiological systems. However, when these systems degenerate or become damaged, they are released and abnormal behavior is the result. The main abnormalities seen in Parkinsonian patients are resting tremor, muscular rigidity, and anesthesia. Resting tremors occur while the patient is motionless; the symptoms disappear during activity or when the patient is asleep. They most often encompass alternating movements of the limbs, hands and head; for instance, one diagnostic tremor known as "pill-rolling," consists of repetitive rolling motions of the forefinger past the... ... neurotoxin, 1-methyl--1,2,3,6-tetrahydro-pyridine. Life Science, 1985, 36:2503-2508. Neurochemistry. 1986, 46: 1501-1507. 8. Schapira, A. H. V. et. al. Mitochondrial complex I deficiency in Parkinson’s disease. J. of Neurochemistry. 1990, 54: 823-827. 9. Wachtel, H. Antiparkinsonian dopamine agonists: a review of the pharmacokinetics and neuropharmacology in animals and humans. J. of Neural Transmission. 1991, 3: 151-201. 10. Mercuri, N. B. et. al. Physiology and pharmacology of dopamine D2-receptors: their implications in dopamine--substitute therapy for Parkinson’s disease. Neurology. 1989, 39:1106-1108. 11. Riederer, P. Konradi, C. Youdim, M. B. H. The role of MAO in dopaminergic transmission. pp. 149-153. In: M. B. Streifler, ed. Advances in Neurology, Vol. 53: Parkinson’s Disease: Anatomy, Pathology, and Therapy. New York, Raven Press, 1990.

Observe a Sixth Grade English Class at Bain Middle School Essay

Observe a Sixth Grade English Class at Bain Middle School I observe at Roosevelt Middle School, which is in River Forest, in Mrs. Braun’s sixth grade English class on Tuesdays in the morning. As I have observed, I have noticed that the classroom is student-centered. During computer time, Mrs. Braun focused more on helping the students get into the computer program to start the assignment than on having enough time to get the assignment done. Several times, Mrs. Braun gave helpful comments on how to do things on the computer or in the program, such as how to install automatic spell check. Mrs. Braun was also very patient as she was being asked questions while she was trying to explain the assignment. From what I saw, some students were getting bored, though, while the assignment was being explained and started whispering to each other. However, the whispering did stop when the students had to get started on the assignment. I have also observed that there seems to be a strong set of rules in place in Mrs. Braun’s classroom. This is evident through some of Mrs. Braun’s subtle, and not-so-subtle, reminders. For example, she gently made an example of a student by pointing out that his decorated pen (with a silly topper on it) was not allowed in class if it was going to be played and not used. She made a general statement that all pens similar to it are not welcomed is they are going to be played with. Overall, the students follow the rules very well, and there have not been any severe disruptions. There has only been whispering occasionally, but it stopped when Mrs. Braun asked. Disciplinary strategies seem to be in place as well, although I have not seen any discipline used while I have been observing the... ...yout. I have observed many things in my first two observations in Mrs. Braun’s class. The students do a lot of in-seat assignments, such as handouts. There seems to be a few good projects being done but they are done mostly outside of class. I feel that some time should be spent in class working on the projects, even if it is 10-15 minutes. The layout seems like both a good idea and a bad idea. It seems like a good idea because if one student gets stuck on something, there are others around to help. It seems to be a bad idea, though, because of what I stated before, there is still the temptation for the students to talk when they are not suppose to and distract each other. The only implication I have is that it seems that some old methods are hard to leave behind, such as busy work (hand outs), for more interactive methods (interaction with each other).

Antigone or Creon as the Tragic Hero in Antigone Essay -- essays resea

A tragic hero is a character in a play that is known for being dignified but has a flaw that assists in his or her downfall. Antigone is a Greek tragic piece written by Sophocles. In the theatrical production the use of power and morality versus law is evident. The promotion to the conflict was that Creon created a law in which enabled Polynieces, Antigone’s brother, to be buried in the proper way. As it is the way of the gods Antigone found it fit to bury her brother causing her to disobey the law of Thebes. Both Antigone and Creon, the main characters, could represent a tragic hero. However Creon is more eligible for being the tragic hero because he fits the definition. Aristotle’s idea of a tragic hero was that the character was of noble stature. Tragic heroes are great, but not perfect. If they were perfect the audience would not be able to identify with the tragic hero. And lastly the hero's downfall is the fault of their own, the result of free choice, not of acci dent. Creon was the king of the city of Thebes and the father of Haemon and Megara by his wife, Eurydice. As descr...

Functional Requirements

1.Functional Requirements Functional requirements define the fundamental actions that system must perform.The functional requirements for the system are divided into three main categories, Reservation/Booking, Food, and Management. For further details, refer to the use cases. EXAMPLE 1.1. Reservation/Booking 1.1. The system shall record reservations. 1.2. The system shall record the customer's first name. 1.3. The system shall record the customer's last name. 1.4. The system shall record the number of occupants. 1.5. The system shall record the room number. 1.6. The system shall display the default room rate. 1.6.1. The system shall allow the default room rate to be changed. 1.6.2. The system shall require a comment to be entered, describing the reason for changing the default room rate. 1.7. The system shall record the customer's phone number. 1.8. The system shall display whether or not the room is guaranteed. 1.9. The system shall generate a unique confirmation number for each reservation. 1.10. The system shall automatically cancel non-guaranteed reservations if the customer has not provided their credit card number by 6:00 pm on the check-in date. EXAMPLE 22.Food 2.1. The system shall track all meals purchased in the hotel (restaurant and room service). 2.2. The system shall record payment and payment type for meals. 2.3. The system shall bill the current room if payment is not made at time of service.The system shall accept reservations for the restaurant and room service. EXAMPLE 33. Management 3.1. The system shall display the hotel occupancy for a specified period of time (days; including past, present, and future dates). 3.2. The system shall display projected occupancy for a period of time (days). 3.3. The system shall display room revenue for a specified period of time (days). 3.4. The system shall display food revenue for a specified period of time (days). 3.5. The system shall display an exception report, showing where default room and food prices have been overridden. 3.6. The system shall allow for the addition of information, regarding rooms, rates, menu items, prices, and user profiles. 3.7. The system shall allow for the deletion of information, regarding rooms, rates, menu items, prices, and user profiles. 3.8. The system shall allow for the modification of information, regarding rooms, rates, menu items, prices, and user profiles. 3.9. The system shall allow managers to assign user passwords. 2 Nonfunctional Requirements Functional requirements define the needs in terms of performance, logical database requirements, design constraints, standards compliance, reliability, availability, security, maintainability, and portability. EXAMPLE 1Performance Requirements Performance requirements define acceptable response times for system functionality.The load time for user interface screens shall take no longer than two seconds.The log in information shall be verified within five seconds.Queries shall return results within five seconds.Example Logical Database Requirements The logical database requirements include the retention of the following data elements. This list is not a complete list and is designed as a starting point for developmentBooking/Reservation SystemCustomer first nameCustomer last nameCustomer addressCustomer phone numberNumber of occupantsAssigned roomDefault room rateRate descriptionGuaranteed room (yes/no)Credit card numberConfirmation numberAutomatic cancellation dateExpected check-in dateExpected check-in timeActual check-in dateActual check-in timeExpected check-out dateExpected check-out timeActual check-out dateActual check-out timeCustomer feedbackPayment received (yes/no)Payment typeTotal BillFood ServicesMealMeal typeMeal itemMeal orderMeal payment (Bill to room/Credit/Check/Cash)EXAMPLE 3Design Constraints The Hotel Management System shall be a stand-alone system running in a Windows environment. The system shall be developed using Java and an Access or Oracle database3. Illustrate a timeframe needed to complete each task based on the requirements from question 2.(5 Marks)Answer Estimating time framesTo manage your time well, you should know not only what tasks you need to accomplish, but also when those tasks must be completed and how long they'll take. Making accurate estimates about how long a task will take is one of the keys to effective time management. Many management problems are the result of unrealistic estimates of how long it will take to complete specific tasks.If you estimate time frames accurately, you'll be able to schedule work efficiently and meet deadlines:†¢ schedule work efficiently – Accurate estimates about how long tasks will take to complete make scheduling a lot easier. They ensure that you won't have to keep changing your schedule. If you have a task that you accurately estimate will take six hours, for example, you can allot that time in your schedule and be reasonably confident you won't have to change the schedule. But what if you didn't accurately estimate the time for that task and allotted it only three hours? It would throw your schedule off, and you'd need to rework it.†¢ meet deadlines – If you're accurate in estimating the time it will take to complete tasks, you'll be better able to meet your deadlines. If you're estimates aren't accurate, you may need to ask to change deadlines or disappoint others who are relying on you to complete certain tasks. With accurate time estimates, you'll also be more confident about setting deadlines because you know that the time you assign for completing each of your tasks is realistic.Time estimate equationIt's important to estimate the time frames for your tasks accurately so that you can schedule all your work effectively and meet deadlines. To go about doing this, you first need to know the requirements of each task and your experience with activities – both when they run smoothly and when they don't – to produce three time estimates:†¢ The likely time is the time that the task normally takes you to complete. It helps to consider the time it takes to complete the task without interruption. You should also think about a time frame you would be comfortable with based on your workload, the task, and any external factors that may delay or speed up the completion of the task.†¢ The shortest time is the least amount of time that you have taken to complete the task in the past. It may also refer to the shortest time in which you think you can complete the task if there are no interruptions or distractions.†¢ You can estimate the longest time by considering what may go wrong when performing the task and then adding this extra time to the task's likely duration. This estimate should be based on your experience of this type of activity in the past, as well as on any foreseeable difficulties.You use the three time estimates to calculate the shortest possible time to complete a task based on an average of the likely, shortest, and longest times. Because in most cases a task will take the likely time to complete, this time is given more weight. You need to multiply it by 4, add the shortest time, and then add the longest time. You divide the total by 6 to get the shortest possible time.One important thing to remember is that you must use the same measurements for each type of time. For example, if your likely time is a number of days, the shortest and longest times must also be in days. If your estimates are in different measurements, start by changing them so they are all the same. The time frames equation often produces a shortest possible time that is longer than the shortest time you put into the equation. This is because the equation helps ensure that you're realistic about how long things will take.To manage your time effectively, you have to estimate the time it will take to complete each of your tasks. Doing this ensures you can schedule your work appropriately and meet all your deadlines. To estimate the time frames for your tasks, you can use a simple time frames equation, which uses estimates for the likely, shortest, and longest times to calculate the realistic, shortest possible time that it will take to complete a task.https://library.skillport.com/courseware/Content/cca/pd_11_a02_bs_enus/output/html/sb/sbpd_11_a02_bs_enus002005.html4. Identify and explain five (5) threats to your business that you need to consider for the success of this system.Answer: After assessing the strengths and weaknesses of your business for your business plan, look for external forces, like opportunities and threats, that may have an effect on its destiny. These changes includeThe appearance of new or stronger competitorsThe emergence of unique technologiesShifts in the size or demographic composition of your market areaChanges in the economy that affect customer buying habitsChanges in customer preferences that affect buying habitsChanges that alter the way customers access your businessChanges in politics, policies, and regulationsFads and fashion crazesList the threats and opportunities facing your business, and follow these guidelines:When listing opportunities, consider emerging technologies, availability of new materials, new customer categories, changing customer tastes, market growth, new uses for old products (think about how mobile phones and even eyeglasses now double as cameras and computers), new distribution or location opportunities, positive changes in your competitive environment, and other forces that can affect your success.When listing threats, consider the impact of shrinking markets, altered consumer tastes and pu rchase tendencies, raw material shortages, economic downturns, new regulations, changes that affect access to your business, and competitive threats, including new competing businesses and competitive mergers and alliances. Also think about the impact of expiring patents, labor issues, global issues, and new products that may make your offering outdated or unnecessary.If you're having a tough time getting specific, look back at the strengths and weaknesses, but this time, use it to list strengths and weaknesses of a competitor. You won't know as much about your competitor's capabilities as you know about your own, but you probably know enough to flag areas of strength and weakness. Your competitor's strengths are potential threats to your business, and its weaknesses present potential opportunities.http://www.dummies.com/business/start-a-business/business-plans/how-to-identify-opportunities-and-threats-in-business-planning/5. Write down three (3) elements of risk and two (2) example each that relate to the project.(9 Marks)Answer. All risk management standards agree that the goal of risk management is to enhance the chances of success of the relevant endeavor. However, each of them provides a different definition of risk: ISO31000:2009 calls it â€Å"effect of uncertainty on objectives,† the PMI â€Å"PMBOK Guide† has â€Å"an uncertain event or condition that, if it occurs, has a positive or negative effect on the project's objectives,† and the preferred Risk Doctor definition is â€Å"uncertainty that matters.†Each description is true, but only partly so. This matters because, until we know what we are dealing with, we cannot manage it in the best way possible:If we use the ISO definition, then our first thought will be to focus on the effect;If we follow PMI, then we will start from the potential occurrence;With the Risk Doctor definition, we start from uncertainty.Each of these — the effect, the event and the uncertainty — is a component of risk, but on its own is not a risk.Even taken in pairs they do not provide the full picture:an effect plus an event is an issue;an event plus an uncertainty is a prediction;†¢ an uncertainty plus and effect is a concern.It is only when you put all three together that you can see what a risk is made of, and use this information to decide on what, if anything, to do about it. Of course, this then requires a longer definition, but the goal enhancing the chances of success is worth the effort.But what is â€Å"success†? It is more than simply â€Å"meeting objectives;† it must also include the condition of â€Å"complying with project constraints† in order for the final result to remain within scope. Given this clarification, a more complete definition is: â€Å"Risk consists of three parts: an uncertain situation, the likelihood of occurrence of the situation, and the effect (positive or negative)that the occurrence would have on project success.†The three-part definition helps with three important stages of the risk management process: In 1.risk identification, it supports the structured description of a risk (â€Å"risk metalanguage†) in the form: â€Å"Because of , may occur, leading to In 2.risk evaluation, knowledge of potential causes allows you to evaluate the likelihood; identification of effects provides a basis for quantifying the impact.In 3 risk response planning, the different parts of the definition suggest different response approaches:for threat avoidance, understanding the situation may allow you to stop it happening or protect against its results;understanding the situation can also be used to help us exploit opportunities;in risk transfer or sharing, we seek a partner better equipped to address the effect;for threat reduction or opportunity enhancement, we focus on the effect and/or the likelihood;in risk acceptance, any contingency plan has to address the effect.Including these three components when you describe risks (the uncertainty, the event and the effect) will help everyone involved in risk management to take account of these three important aspects of risk, and act on them to enhance the chances of success.EXAMPLETwo examples of Managing risk in hote

Principles of diversity, equality and inclusion in adult social care settings Essay

1. Define what is meant by: (1.1.1) A. diversity diversity means variety people varied in lots of ways their age, beliefs, height weight in a health care setting men and women vary in age, each having their own personal experiences and beliefs, clients also have their own eating habits, clients are also diverse in their personal care for e.g. a female client may only want her personal hygiene dealt with by a female member of staff. All these and many more differences make for a diverse world. see more:legislation and codes of practice relating to diversity B. equality Equality is treating people fairly regardless of their differences ensuring everyone has accesses to the same information for example housing, shelter is a basic need that everyone has regardless of their differences. Some people need extra help such as people with learning or health difficulties, people with mental illness. Equality is also about providing the right information/services so that these more venerable people are not at a disadvantage or treated less fairly than anyone else. C. inclusion Inclusion is accepting everyone despite there differences much like equality to help develop a sense of belonging; it is also getting rid of intolerance of differences and providing help and support. Any organisation or institution including local authorities, health care service providers ect that support and promote inclusion demonstrates that it supports everything about the people involved with it. Inclusion nurtures a sense of wellbeing and belonging and of confidence in ones identity and abilities. D. discrimination Discrimination happens when we act out of negative prejudice, discriminatory behaviour results in unfair and unjust treatment. The people likely to to be discriminated against are those who are different in there respect of age, sex, nationality. Ability, size, financial status. There are two forms of discrimination direct and indirect. Direct discrimination is when someone is intentionally treated unfairly for eg harassed for the colour of there skin. Indirect discrimination is when rules or guide lines meant to apply to everyone unintentionally effect one group of people more than others 2. Describe how direct or indirect discrimination may occur in the work setting (1.1.2) Indirect discrimination eg a company policy requires everyone to work a night shift indirectly discriminates against single parents. Direct discrimination eg someone being directly harassed for the colour of their skin, their sexual orientation ect. 3. Explain how practices that support diversity, equality and inclusion reduce the likelihood of discrimination (1.1.3) Inclusive practise involves having an understanding of the disastrous impact that discrimination inequality and and social exclusion can have. Having this understanding ensures appropriate and personalized care and support. Enabling a developed sense of self respect and maintain a valued role in society. 4. List key legislation and codes of practice relating to diversity, equality, inclusion and discrimination in adult social care settings (2.2.1) The human rights act 1998 the health and social care act 2008 The equal pay act 1970 residential care and nursing homes regulations 2002 The sex discrimination act 1975 Race relations act 1976 Disability discrimination act 1995 Employment equality regulations 2003 The nhs and community care act 1980 5. Describe how to interact with individuals in an inclusive way (2.2.2) To include everyone, interact the same despite age, colour ect promote everyone’s differences. 6. Describe ways in which discrimination may be challenged in adult social care settings to promote change. (2.2.3) One way to Challenge work place discrimination and making change happen is by analysing the reason why a worker behaves in a discriminatory way. 7. Identify sources of information, advice and support about diversity, equality, inclusion and discrimination (3.3.1) National nurses research unit and health worker standards these can both be accessed via internet also many leaflets there are many more sources of information. 8. Describe how and when to access information, advice and support about diversity, equality, inclusion and discrimination (3.3.2) You can accesses information via your manager, on line using national nurses research unit you should accesses this information when you feel discriminated against, treated unfairly or are being asked for advice as this is happening to someone else. Once you have completed, you’re learning Advisor will be able to cross reference all the knowledge into UNIT 4222-203 of the diploma.