Milk - Cheese Essay Example for Free

Milk Cheese Essay Milk contains all the food, including protein, fat, sugar, and other nutrients, a young mammal requires for a long period of time. Milk comes from sheep, cows, and goats. Milk is good for us because we grow up healthy and have a strong body; we have sharp teeth and have energy. Everybody needs milk, for example: babies, toddlers, sick people, children, and elderly people. In various parts of the world, goats, reindeer, donkeys, yaks, water buffalo, and sheep are domesticated and milked. In most countries, however, dairy cows provide milk. Milk and milk products are drunk and eaten in many forms, including buttermilk, cheese, yoghurt, and butter. Milk can be reduced to powder, concentrated in a thick liquid, and used in cooking. Fresh milk sours quickly, but, when changed into forms such as cheeses, it can be kept for a long time. People consume milk in fresh, dried, and condensed forms. Fermented-milk products, such as buttermilk, sour cream, and yoghurt, are also available. Milk is used to make food products such as butter, cheese, and ice-cream. Under normal conditions, the milk of mammals is the only food necessary for the health and growth of that mammal’s young for certain period after birth. Cow’s milk can be substituted for human milk in feeding babies only if the proportions of water and sugar to other components are increased. Milk is composed largely of water; cow’s milk, for example, is approximately 87 percent water by volume. The main nutrients, food elements are: proteins, the principal proteins in milk are casein and albumin. They contain all the essential amino acid for building tissues, blood and hormone substances. Casein is found only in milk and gives milk its whiteness. Carbohydrates, the fat of the milk is called butterfat, or milk fat, and is the part of milk from which butter is made. It is an important source of energy and rich in vitamin A. Minerals, milk are one of the best natural sources of calcium and phosphorus. Its other minerals include iron, copper, sodium, potassium, magnesium, sulfur and iodine. Vitamins, milk contains all the known vitamins, but only four-riboflavin, vitamin B2, thiamine, vitamin B1, niacin and vitamin A in significant amounts. Milk is an excellent source of riboflavin; it contains only a little less than does an equal amount, by weight, of lean meat. Microorganisms that Disease-causing organisms present in the cow can be passed on to the milk. Contamination can occur when the milk is obtained, stored, or transported. Milk is pasteurized to kill and prevent growth of microorganisms. Milk products: raw milk is natural, fluid milk. Pasteurized milk is milk that has been heated to 63 degrees.

Sustainable Development of the ICT Sector

Sustainable Development of the ICT Sector Chapter 7:Conclusion In this last chapter of the dissertation motivation behind the research is discussed and the conclusion of the research is presented. The conclusion is presented by revisiting the research objectives set in first chapter of the dissertation and then, analysing the results obtained, in light of these objectives. As vulnerabilities, exploits and security in information and communication technology is a very vast topic and presenting various type of cyber attacks and their corresponding security measures is beyond the scope of this or any single research. So, the scope of the research study, as conducted by the researcher, is also discussed in this chapter. The chapter ends with the discussion regarding the further scope of the research which can be taken up to enhance the work presented in this research dissertation. 7.1 Research Objectives Revisited In chapter 1 of the research, objectives of the research were stated as follows: To study the sustainable development of ICT sector Analyze effect of penetration level on economy Dependency analysis of other sectors on ICT Growth analysis of vulnerabilities in ICT sector Model to control vulnerabilities and ensure sustainability This section discusses that how well these objectives have been achieved in the research. 7.1.1 Sustainable development of ICT The sustainable development of ICT has been defined in chapter 1 as, continuous and consistent development of information and communication technology to meet the needs of the current as well as future generations. Sustainable development has three facets as economic, social and environmental sustainability. In this research, only two facets of sustainability i.e. economic and social sustainability of ICT sector are studied. The economic sustainability of ICT means that the sector will continue to add substantial economic value globally in terms of GDP value addition and employment opportunities for people. The social sustainability means, continuous use of ICT to enable human development, improvement their living standards, and eliminate social evils such as poverty, illiteracy, malnutrition etc. An efficient use of ICT can facilitate the development of the citizens of the country by providing them much needed information, education to take correct decisions to enable growth. 7.1.2 Effect of penetration rate on economy The most evident value addition that ICT has brought in last three decades has been the positive economic impact that it has on the countries of the world. The counties which had embraced computers and internet in its inception phase are all developed countries today. In this research it has been proved beyond doubt that the economic development of a country is heavily dependent on ICT. Continuous and efficient use of ICT by countries has enabled them to add huge economic value to the GDP. The correlation between the GDP and internet penetration rate across the world has been found to a perfect positive correlation, which means that a country with higher penetration rate would largely have high per capita GDP. High degree of positive correlation between the use of ICT and economy of the country has been established in the research, so if the ICT sector keeps on growing at a constant rate it will generate more income and raise the living standards for the people of the world. Also after realizing this impact of ICT on economy most of the developing countries in the world have started implementing and encouraging use of ICT, and hence the growth in penetration rate of the internet in developing countries and regions of the world have been found to be higher hen there developed counterparts. 7.1.3 Dependence of other sectors on ICT ICT sector has a considerable share in GDP and employment of a country but this is only a partial contribution of its total effect. The actual affect of ICT is much larger as it adds value to all other sectors which contribute to the economy of the country. Hence ICT is adding value to economy in multiple ways. In this research the affect of ICT on other sectors of the economy such as banking and other financial institutions, retail, transportation and logistics, tourism and healthcare sector has been studied. Only the above mentioned five sectors have been studied in this research but ICT has similar influence on all other service sectors of the economy. According to the study in chapter 3 of this dissertation ICT has been found to the enabler for most of the product and process innovations in these other service sectors of the economy. Some of the innovative business models such as e-commerce and online reservations have been deployed in many organizations of the world and these contribution and movement of the traditional world to the virtual world will continue in future and thus lead to sustainable development of ICT. 7.1.4 Growth rate of ICT vulnerabilities The biggest hindrance to the sustainable development of ICT is the growth in vulnerabilities, exploits and cyber attacks. When a user is connected to the internet he also becomes susceptible to these cyber threats. These treats if exploited by a cyber miscreant may lead to more financial loss to an individual or organization then the perceived value addition of using ICT. This disposition of lack of trust is the main reason for sustainable development of ICT not being on the expected lines and its potential is not being fully utilized. To ensure its sustainable development the ICT sector has to constrain these constantly growing cyber threats. In chapter 4 of the research the consistence growth of vulnerabilities has been studied and it has been proved from a global perspective that vulnerabilities have been increasing at the compounded annual growth rate of around 30% annually. 7.1.5 Model to enable sustainable growth of ICT In the final chapters of the research dissertation a specific example of security threat in wireless sensor networks of the future has been studied. The scenario of wireless sensor network has been taken because it is the most commonly implemented wireless ad-hoc network today, and is going to be used extensively in all smart city and Internet of Things projects in future. With these projects in focus the miscreants are likely to use the existing attacks in novel forms to attack them to disturb the functioning of these interconnected and autonomous networks. Sybil attack, which is a serious threat to ad-hoc networks, has been chosen in this research study as it, not only compromises the functioning of sensor network, but also enables and facilitate many other attacks in sensor networks. For example Sybil identities once generated in the network can lead to Black hole attacks, blackmailing attacks, denial of service attacks etc. So the motivation behind this research choice was that if this one attack can be controlled it would lead to reduction in other types of attacks as well. Before suggesting a model to prevent Sybil attacks in wireless sensor networks, the real world data was captured and analysed to establish the existence of these attack in real world. After considerable Sybil attack signatures were identified in the captured data a trust based model for WSN has been suggested in which a server agent or base station is entrusted with the responsibility of authorizing the wireless nodes before participating in the network operations. Using this admission control mechanism the Sybil nodes can be totally prevented in the network and thus lead to more predictable and reliable delivery of data across the network. As discussed in the previous chapter the effectiveness of the proposed model has been defended using the simulation results of the existing and the proposed system. 7.2 Scope of research study As the types of network and their corresponding vulnerabilities are numerous and can’t be studied in a single research. The Sybil attack which is a particularly harmful attack in wireless sensor network has been studied and protection model for the same has been proposed. As discussed in previous section, wireless sensor networks were selected as they are considered as future of ad-hoc networks and Sybil attack was selected because of its capability to facilitate additional attacks in sensor networks. By no means has the researcher wanted to state that other types of network and attacks are not important, in fact as if today, other types of wired and wireless networks are more frequently implemented and warrant considerable research to enable sustainable development of ICT, but WSN are definitely going to be the future of networks and will play an even more important role in times to come in sustainable development of ICT. The scope of a global study is also sometimes restricted by the availability of data for all parameters of study in the global scenario. In this research most of the data used has been global but in case of sectoral study the consistent secondary data for the whole world was not available so the data from European Union has been used to analyse the dependency of other service sectors of the economy on ICT and has been generalised in a global scenario. 7.3 Recommendation for Further Study This research study has a specific focus on Sybil attacks in WSN but there are many other type of attacks and networks which are equally important in sustainable development of ICT. This section of the chapter recommends some further research topics in the area of sustainable ICT development in general and protection against Sybil and other attacks in other type of networks. 7.3.1 Sybil attack in other Categories of WANET In this research Sybil attacks have been studied in context of wireless sensor networks which is one category of wireless ad-hoc network but there are other categories of WANET such as mobile ad-hoc network and vehicular ad-hoc network which are also affected by Sybil attacks and a security model can be developed for protecting these types of networks. The model suggested in this research for WSN cannot be directly applied to the MANET or VANET as centralization is less feasible because of high mobility rate and absence of central command and control centre in form of base station in these networks. In WSN the nodes may or may not be mobile and even when mobility is there it is slow and infrequent, for example in a smart city garbage collection system, a bin would act as a node, but it will move only once or twice during a day, in a wireless sensor network enabled smart home all devices such as television, refrigerator, washing machine and smart phone are connected but the relative movement is infrequent. In case of MANET and VANET the situation is completely different as vehicles will constantly move and same vehicles may never become neighbours again so developing a trust based solution is not possible in such networks and a different model is required for protection. 7.3.2 Other attacks in WANET In this research Sybil attack has been studied but there are many other attacks which also seriously compromise the efficiency of wireless ad-hoc networks. For example denial of service attack can take various forms in different kind of networks and its modus operandi and corresponding defences are different in various kinds of networks. Other attacks which are targeted at WANET and discussed in chapter 5 of this research can be studied and suggestive models can be proposed to defend the WANET from these attacks. Various routing attacks are particularly very annoying in WANET as they negatively affect the routing in an ad-hoc network and lead to packets loss. These routing attacks can be a further topic of research to enable sustainable development of ICT. 7.3.3 New design paradigm for WANET In computational and interconnection theory of computers, security has never been of prime concern. All the effort of a software company is in making the software do the task it is supposed to do and do it as efficiently as possible. In this performance focused approach security is often neglected. When such software is launched in market it carries many vulnerabilities that are exploited by the attackers to compromise the computational system and cause loss to the organization or individuals. In recent years, after realizing the disastrous capability of these output focused programming techniques now the software designers and developer are moving on to more security centric approaches of software development. Similarly, if security is inbuilt in the design of the networks, they will be more immune to the attacks. So, this new design paradigm being used by software development industry can be implemented network design as well. 7.4 Summary In the summary of the conclusion of the research it can be stated that the wireless ad-hoc network being the future of computer networks will be attacked continuously in future. The existing attacks in new forms and new zero day attacks will constantly be discovered by the cyber attackers and it will never be easy for the system administrators to defend their system. The new defence mechanisms will have to be developed to protect our information architecture and ensure the sustainable development of ICT.

Emily Dickinson :: essays research papers

Dickinson, Emily Elizabeth (1830-1886), America’s best-known female poet and one of the foremost authors in American literature. Born in Amherst, Massachusetts, Dickinson was the middle child of a lawyer and one-term United States congressional representative, Edward Dickinson, and his wife, Emily Norcross Dickinson. From 1840 to 1847 she attended the Amherst Academy, and from 1847 to 1848 she studied at the Mount Holyoke Female Seminary in South Hadley, a few miles from Amherst. Dickinson remained in Amherst, living in the same house on Main Street from 1855 until her death. During her lifetime, she published only about 10 of her nearly 2,000 poems, in newspapers, Civil War journals, and a poetry anthology. The notion that Dickinson was extremely reclusive is a popular one, but it is at best a partial truth. Although she never married and certainly became more selective over the years about the company she kept, Dickinson was far more sociable than most descriptions would ha ve us believe. Biographers are increasingly recognizing the vital role of Dickinson’s sister-in-law, Susan Dickinson, in her writing. For more than 35 years the two women lived next door to each other, sharing mutual passions for literature, music, cooking, and gardening. Emily sent Susan more than 400 poems and letter-poems, twice as many as she sent to any other correspondent. In 1998 Open Me Carefully: Emily Dickinson’s Intimate Letters to Susan Huntington Dickinson was published, documenting the two women’s friendship. Dickinson enjoyed the King James Version of the Bible, as well as authors such as English writers William Shakespeare, John Milton, Charles Dickens, Elizabeth Barrett Browning, George Eliot, and Thomas Carlyle. Dickinson’s early style shows the strong influence of Barrett Browning, Scottish poet Robert Browning, and English poets John Keats and George Herbert. In the early stages of her career, Dickinson’s handwritten lyrics imitated the formalities of print, and her poetic techniques were conventional, but she later began to attend to the visual aspects of her work. For example, she arranged and broke lines of verse in highly unusual ways to underscore meaning and she created extravagantly shaped letters of the alphabet to emphasize or play with a poem’s sense.

Gun Control: Opposing the Removal of Guns from American Citizens Essay

Because of many incidents involving handguns, and any other type of gun, the government has been trying to push a gun ban law. As a result of this rumor and possible law, there have been numerous outbursts of support and resistance. Some people believe that banning firearms would be a benefit to our nation’s safety and its population’s safety, while others oppose this proposal and say that guns are not the ones that need to be controlled, people should be the ones that are controlled. During this decision, people from different organizations have expressed their own views and thoughts. Gun control has both positive and negative effects on U.S. citizens. Some organizations report that the removal of firearms will reduce crime rates, deaths, and injuries from guns(Handgun Control Debate). An organization known as â€Å"The Brady Center† says that the Second Amendment does not state that people can carry and own handguns and be protected by its laws(Handgun Control Debate). The Brady Center also argues that if a larger amount of guns are available to a child’s reach, there will be more injuries and fatalities among minorities, so they are also trying to present laws and proposals that will protect children from handgun injuries(Handgun Control Debate). Claire Safran states that in Seattle, Washington, guns are plentiful and that there could be more deaths and injuries in that city than others because of the amount of illegal handguns in the city that owned by gangs and criminal organizations(Roleff, 17). Carl T. Bogus, a visiting professor at Rutgers University School of Law Enforcement in Camden, New Jersey says that private ownership of guns is hazardous to American citizen’s safety, and suggests that all handguns should be o... ...As we know it, this law on either protecting gun rights or taking them and the guns away will surely change the United States future. Works Cited Cold Comfort: A Interview With John R. Lott. Lynch, Michael W., and Jacob Sullum. Reason. 3 Dec. 2009. . Elder, Larry. â€Å"More Gun Control, Please!† Capitalism Magazine. 24 Oct. 2002. 1 Dec. 2009. â€Å"Gun Control.† Encyclopedia4U. 2005. 1 Dec. 2009. Handgun Control Debate. Awesome Library. 1 Dec. 2009. Roleff, Tamara L., ed. Gun Control: Opposing Viewpoints. San Diego: Greenhaven Press, 1997.

Conceptual Skills

Conceptualizing Organizational Change This paper focuses on conceptualising organisational change as a planned and manageable process. Different theoretical assumptions are presented in order to support the argument of change as a planned and manageable process in contemporary organisations. The paper utilises examples from two Nigerian companies, Access Bank Plc and Unilever Nigeria Plc. The main conclusion is that Access Bank Plc indicates that change can be a planned process, while Unilever Nigeria Plc shows the case of change as a manageable process. However, it is indicated that change may not succeed as a planned and manageable process especially in the context of Nigerian public education and the food and beverage industry. The paper also contributes to understanding change as a flexible and innovative process occurring in global companies. Introduction It has been suggested that organisational commitment may lead to the proper implementation of change. Managers tend to rely on employees while planning or managing organisational change, but organisational commitment may decrease as a direct response to such change (Grieves 2010). Manifesting positive employee attitudes towards change has been linked with successful change initiatives in organisations. It has been argued that change can be both a planned and manageable process (Caldwell 2006). At the same time, it may appear that change as a planned and manageable process may fail, as it will be shown in the case of Nigerian public education and the food and beverage industry. The objective of this paper is to explore the dimensions of change as a planned and manageable process, with focus on the performance of two Nigerian organisations, Access Bank Plc and Unilever Nigeria Plc. Change as a Planned Process: Access Bank Plc, Nigeria This section provides evidence on change as a planned process as applied in Access Bank Plc, Nigeria. There is an argument outlined in the change management literature suggesting that employee attitudes towards change might be affected by the perceptions employees demonstrate towards organisational change (Olufemi 2009). Employees play an important role in forming specific attitudes towards organisational change as a planned and manageable process (Caldwell 2006). They may either show positive or negative evaluative judgments of the change model. Change as a planned process indicates the presence of two dimensions, change readiness and change resistance. These dimensions reflect the presence of strategic planning within organisations that are ready to embrace the innovative concept of change. Change readiness has been associated with employees’ behavioural responses to change (Hughes 2010). Resistance to change may not take place in case employees strongly believe that they ha ve the capacities to cope with such projected change. Even though resistance to change may take place, it may be perceived in a positive way considering that it would force companies to implement new and more effective strategies to address the issue of change. Change can be a planned process, which managers aim to link with change-oriented activities. It can be argued that planned change occurs when some stakeholders manifest a desire to change, enhance their personal introspection, and modify their behavioural patterns in relevant ways (Hughes 2011). However, it would be unrealistic to state that planned change reflects the idea that everyone decides it is useful. Change as a planned process indicates the presence of solid changing forces in both the internal and external environment of organisations. Kotter’s 8-step model of change indicates that change can be a planned process involving eight proposed steps from creating the urgency for change to managing it accordingly in the organisational context (Hughes 2010). Jarrett (2003) has argued that planned change seems to increase an organisation’s effectiveness. Approaches to change as a planned process may reflect the relevance of different theories and concepts that tend t o describe the stages and procedures of implementing change. The integrative model of organisational change suggests that change can be a planned process through a strong focus on exploration, planning, action and integration (Jarrett 2003). In addition, emergent theories of change present an argument that managers who aim at developing change as a planned process show an in-depth understanding of the organisation, its culture, assets and readiness to change. Researchers have argued that change projects utilising process orientation and learning are more expected to succeed than those manifesting expert planning at all stages of organisational change in contemporary business (Nistelrooij and Sminia 2010). Change planning and management have identified change as an essential competency for the majority of organisational leaders. Planning change in the context of certainty has become a necessary aspect in organisations which openly promotes flexible communication based on change and innovation. Since some individuals may perceive change as an i ntegral part of organisational life, it would be relevant to focus on developing effective strategies to monitor and sustain such change (Hughes 2010). Planning in relation to change refers to a consideration of the current and future needs of organisations. Companies illustrating that change can be a planned process focus on planning as a goal-directed activity, in which emphasis is put on organisational goals while trying to maintain change. This may result in better coordination and easy implementation of change in companies (Carnell 2007). An exploration of the Nigerian banking industry reveals a close relationship between planned organisational change and HRM interventions. New banking management practices in Nigeria require the implementation of planned change that may contribute to improved organisational commitment, performance and compliance with important regulatory standards (Olufemi 2009). The acquisition of Intercontinental Bank by Access Bank Plc, Nigeria, has resulted in the necessity of redefining organisational change as a planned process to reflect the needs of the new workforce and the objectives of the banking organisation (Paton and MacCalman 2008). It has been suggested that successful change planning and management in organisations depends on staffing, alleviating fears, effective communication and planning, and integrating human resource systems (Hughes 2011). In the case of Access Bank Plc, planned organisational change has resulted in creating the need for the human resource department to focus on staffing (Olufemi 2009). The expansion of the bank’s recruiting base has been associated with perceptions of change as a planned process, in which the institution is focused on attracting more talented employees. Even though organisational change may create fear and uncertainty, managers considering change as a planned process may alleviate those fears (Hayes 2010). The acquisition initiated by the Nigerian bank shows that employees have learned to adapt to new processes and procedures within the institution (Olufemi 2009). The case of Access Bank Plc indicates that organisational change can be a planned process due to the interventionist strategies employed by HR managers of the organisation. The creation of new job structures by the bank reflected the necessity to relate organisational change to employees’ roles and expectations (Olufemi 2009). This was done in order to accommodate employees working in both companies considering the acquisition process that took place. The existing human resource systems in the bank showed the trend of planned organisational change which further reflected employees’ commitment to the bank’s long-term objectives. Moreover, Access Bank Plc needed to adjust its HRM policies to achieve its initially determined strategic goals which represent the process of planned change within the institution (Hayes 2010). The model found in the bank presents the existence of convergence among HRM interventionist strategies that were consistent with the perceptions o f change as a planned process. Variables such as fear, planning and development as well as integrated human resources indicate a strong focus on organisational change which has been adequately planned at Access Bank Plc. The bank’s managers have ensured understanding of the planned change process which is fundamental for change implementation (Nistelrooij and Sminia 2010). The interests of various stakeholders are considered as part of such ongoing planning process. As a result of the acquisition, Access Bank Plc tried to alleviate employees’ uncertainty through setting clear corporate objectives and effective communication (Paton and McCalman 2008). Flexibility has been associated with planned organisational change in this Nigerian organisation. Taking various perceptions into consideration was important in encouraging employees’ commitment and planning change. Despite the occurrence of certain conflicts in the institution, the managers demonstrated strong leadership skills while planning and managing change. Another significant aspect of the planned change process in Access Bank Plc is the formation of a change team for better articulation of the stages expected during organisational change. The Nigerian bank has demonstrated readiness of its employees to accept change as it has been linked with improved organisational performance (Olufemi 2009). The organisation’s managers encouraged integration between processes and implementation of new organisational methods to cope with the process of planned change. Strong corporate culture, strategy, structure and relevant organisational priorities emerged as a result of the Nigerian bank’s focus on organisational change as a planned process. The process of planned change tries to incorporate potential situations of crisis that may occur in the organisation (Caldwell 2006). Therefore, the planned approach to change incorporates unpredictable events that may result from different organisational conflicts. The Nigerian bank ensures constant adaptations to changing organisational situations. Considering that organisational change is unpredictable is important in perceiving such process as comprising of different organisational factors and flexible learning (Hughes 2010). Lessons learned from the case of Access Bank Plc involve both practical and theoretical considerations, such as identifying sources of change resistance, involvement of employees on a regular basis and developing proper communication plans (Olufemi 2009). The idea is to help the bank’s employees perceive themselves as part of the ongoing organisational change which reflected elements of a planned process. They need to understand that organisational change may influence them to a significant extent in terms of becoming more confident and competent in accomplishing their roles and responsibilities (Nistelrooij and Sminia 2010). It has been demonstrated that all levels of management of Access Bank Plc were aligned w ith organisational change and thus prevented the formation of negative attitudes among employees. In conclusion, the progress of change in the Nigerian bank was significant due to the role played by HR managers and leaders who placed importance on communication to achieve the planned process of change. Failure of Change as a Planned Process: Nigerian Public Sector This section describes the failure of change as a planned process in the Nigerian public sector. In a study conducted by Abdulraheem et al. (2013), it has been found that government reform agenda in Nigeria failed to achieve proper results in improving the quality of education in the country despite adopting the model of change as a planned process. In-depth interviews were conducted as the results showed that cultural differences are a significant indicator of adherence to organisational values (Abdulraheem et al. 2013). It has been suggested that despite the easy formulation of theories and models of change as planned, such aspects of change were difficult to implement in practice. Employees’ resistance to change was indicated across the Nigerian public sector. Cultural differences in terms of change prevented the successful implementation of change. Different education programmes have been introduced in the context of the Nigerian public sector, but they failed to achieve the objectives of meaningful change in education they initially presented. Abdulraheem et al. (2013) pointed out that change as a planned process was counterproductive to some educational programmes. The divergence of organisational values in Nigeria reflected the unsuccessful adoption of change as a planned process in public education. Despite change efforts, the level of educational development was failed to be comprehended properly. Change as a Manageable Process: Unilever Nigeria Plc This section covers the implications of change as a manageable process in the case of Unilever Nigeria Plc. The business environment in general has created a fast pace of change in the workplaceVarious acquisitions, advanced technological tools, reformation, cutbacks and economic recession are all aspects that contribute to a quite unstable business climate (Hayes 2010). The capability to adjust to the demands of the evolving workplace is considered an essential element for individuals and organisational existence. Organisational change is constantly present at Unilever and individuals are shown ato manage, control and guide it. Such change refers not only to accepting human factors, but also to an ability to organise and manage change factors efficiently, considering that change may be predictable (Grieves 2010). Organisational change taking place in the Nigerian organisation is at a transitory stage in a direction of stabilising its future position in the industry. The process of o rganisational change at Unilever can be managed as the procedure of planning, controlling and executing change in organisations in such a way is to reduce employee confrontation/resistance and cost to the organisation. In turn increasing the usefulness of the change effort becomes a priority to managers. Change is both predictable and attractive for the Nigerian company embracing the idea of innovation (Carnell 2007). The current business environment indicates signs of rapid competitiveness which results from the application of change initiatives that target the development of companies in a relevant direction Aspects of globalised markets and swiftly evolving technology influence businesses to adopt change in order to strengthen their performance in the market (Hughes 2010). For instance, such changes may reflect the introduction of a new software programme, or refocusing a marketing strategy. Companies, it has been suggestsed, must accept the force of change simply because their business environments require constant changes to take place (Jarrett 2003). Different external and internal organisational factors guide companies to consider the importance of change. Internal demands for change are derived from senior management and lower-level employees who drive the urgency for implementing change. External demands reflect changes in the PESTLE business environment (Burnes 2005). In practice, the management of change as presented in the case study of Unilever Nigeria Plc reflects common aspects of change observed in other Nigerian manufacturing organisations. . Observing the level of accepting organisational change among employees of Unilever Nigeria Plc may allow managers to structure the process of change in a manner to reflect employees’ different perceptions and expectations of change (Anthonia et al. 2013). This example also focuses on drawing lessons that can be functional and useful to other companies operating in the business environment of Nigeria. Approving and implementing organisational change indicate Unilever employees’ eagerness and willingness, support and assurance to the organisation which is important during the phase of major shifts in the structure of the organisation (Jarrett 2003). It has been suggested that senior managers are usually not in a rush in introducing change. They adhere to the belief that such procedure must be slow, balanced and systematic, particularly in large manufacturing companies like Unilever Nigeria Plc. Results from the survey conducted among employees of the Nigerian organisation revealed that the mean acceptance of change for all participants was reasonable. It has been indicated that characteristics of work settings do not represent any barriers to adopting change by Unilever employees. Acceptance of change by Unilever employees indicates the enthusiasm and confidence of the involved parties to hold and operate in a flexible business environment dominated by stakeholders’ assurance to influence and execute the changes (Anthonia et al. 2013). As highlighted by different scholars (Caldwell 2006; Jarrett 2003), the process of change can be both planned and managed especially if all stakeholders accept the desired outcomes by such organisational change. Researchers have argued that change should be established, executed and managed in such a way that draws the dedication from the affected parties like employees to accomplish the desired goals (Burnes 2004; Carnell 2007; Hayes 2010). The idea is that change is obligatory and predictable for organisations, as in the case of Unilever. It has been argued that to productively promote innovation in Unilever Nigeria Plc, it is not possible for senior management to have the ability and expertise needed for recognising th e necessity to manage change. Managers needed to widen their understanding of the major factors that may encourage or obstruct employees’ support for change initiatives in the organisation (Hughes 2010). This is significant because employees are considered the main stakeholders as well as the executers of change in the organisation. In the case of Unilever, it has been indicated that older employees and management staff were less receptive to the concept of change in comparison to younger employees working in the organisation. From the perspective of Unilever Nigeria Plc, employees were expected to hold and manage the execution of innovation through recognising the importance of innovative organisational culture. Unilever is a manufacturing company, in which the success of innovations is closely associated with support and encouragement from both senior management and non-managerial personnel (Anthonia et al. 2013). Additionally, innovations in Unilever Nigeria require strategic policies representing the company’s vision, goals, priorities and ways of action. In order to contribute to successful management of change within the organisation, senior managers combined effort and interpersonal reliance of all employees from all organisational departments and levels comprising the organisation’s hierarchical structure (Olufemi 2009). Unilever Nigerian Plc indicates an objective to deliver sufficient dividend on stakeholder investments. Yet the company is not resistant to most problems faced by oth er Nigerian companies. Similarly to most organisations operating in Nigeria, Unilever faced different internal challenges that weakened its competence to accomplish its mission thus pursuing to reinvent itself and manage the change process. Unilever Nigeria Plc has achieved solutions through innovations in order to implement change which has been recognised as a manageable process. The organisation is dedicated to innovation in various dimensions of its business, such as products, change policies, marketing initiatives and change mechanism strategies. It has been demonstrated that Unilever should reconsider the way in which it carries out its business activities in the economic Nigerian environment (Anthonia et al. 2013). The Nigerian organisation provides a practical example of how companies embrace the idea of change and manage it accordingly, with the idea to guarantee that the change process is executed effectively (Hayes 2010). Employees’ support, motivation, encouragement and commitment to change is fundamental. For example, results from surveying employees at Unilever revealed that most employees accept innovations, as non-managerial staff was more ready to accept change. Unilever Nigeria Plc tries to achieve the goals outlined in its vision of being a leading manufacturing organisation in Nigeria. However, the changes (or innovations) used to direct the company in that direction must be suitable to all stakeholders as well as properly executed (Burnes 2005). However, the successful execution of change and implementing other alteration measures in Unilever Nigeria Plc represents the relevance of two functional categories of human resources, that is management and non-management employees. Employees’ commitment to accomplish the various stages of change is a necessary requirement for the transformation of the company into an innovative enterprise because it would reflect strong indications of a company’s dynamic tempo of development (Hughes 2011). It has been found, through administering surveys to a sample of 720 senior/management staff and junior/non-managerial staff, that employees of Unilever Nigeria Plc demonstrated a positive attitu de towards change. This indicates a high level of recognition of change on the behalf of stakeholders (Anthonia et al. 2013). The findings recommended that senior management of Unilever Nigeria Plc indicated effective practices of uniting employees in order to sustain and manage the change process. The findings further implied that since employees at the company are likely to assess change completely, they are not opposed to it and thus any resistance is not expected to take place. In other words, employees would accept change and oppose it only if it increases legal concerns that may emerge in the workplace (Hughes 2011). This is consistent with the views shared in the organisational change management literature in the sense that negative attitudes of change may be an indicator for growing anxiety among employees. These findings are consistent with claims presented in existing literature, which shows that individuals may resist change or innovations because of uncertainty, misunderstanding, peer pressure, personal conflict and inaccurate perceptions of the change process (Anthonia et al. 2013; Hughes 2011; Paton and McCalman 2008). In particular, participative management, quality control management and trust in management emerged as important determinants of accepting the vali dity of the organisational change process by turning it into manageable and acceptable among employees of Unilever Nigeria Plc (Anthonia et al. 2013). The change initiated by senior management of Unilever Nigeria Plc was supported by employees, indicating that the organisation has adequately communicated the necessity to embrace and manage change (Anthonia et al. 2013). The major objective of the case study was to describe the organisational management of change at Unilever Nigeria Plc, which provided evidence that the change process can be manageable. The outcome that can be illustrated from this case study is that the corporate strategic model implied above does not seem to fit in with the assumptions of change demonstrated by senior managers (Hughes 2010). This may result in damaging the execution of necessary change at the organisation. This can apply to all manufacturing companies in Nigeria, as the majority of Nigerian organisations face interrelated challenges across different industry sectors. Failure of Change as a Manageable Process: The Food and Beverage Industry in Nigeria This section demonstrates findings that change has failed as a manageable process in some companies operating in the food and beverage industry in Nigeria. Olarewaju and Folarin (2012) aimed at exploring the impact of economic and political environment changes on organisational performance. Respondents from three companies operating in this industry filled questionnaires, as the results indicated that change failed as a manageable process. It has been suggested that managers should demonstrate greater concerns regarding organisational change and performance in terms of employing regular scanning of programmes introduced in organisations. It has been concluded that the influence of the external business environment, which involves persistent change, on organisational performance in the food and beverage industry in Nigeria was inadequate (Olarewaju and Folarin 2012). Understanding change as a manageable process was not effective across this industry because some food and beverage companies did not succeed in maintaining their performance measurement system properly. Forces shaping competition in the industry were irrelevant, pointing out that change initiatives were inadequate in this business context. Conclusion This paper presented arguments that change can be a planned and manageable process in contemporary organisations. The focus was on discussing the implications of change in the context of Nigerian companies, respectively Access Bank Plc and Unilever Nigeria Plc. It has been concluded that Access Bank Plc demonstrates a change structured process that is planned, whereas Unilever Nigeria Plc illustrates a manageable change process (Caldwell 2006). In addition, details of the failure of change as a planned and manageable process were included with regards to Nigerian public education and the food and beverage industry. The paper also illustrated the argument that change is linked with innovative organisational culture, which indicates a strong focus on the expected innovative performance of companies (Burnes 2004). The implications of conceptualising change as a planned and manageable process may help individuals and practitioners in the field recognise important characteristics and stag es of organisational change. References Abdulraheem, I., Mordi, C., Ojo, Y. and Ajonbadi, H. (2013) ‘Outcomes of Planned Organisational Change in the Nigerian Public Sector: Insights from the Nigerian Higher Education Institutions’, Economic Insights-Trends and Challenges, Vol. 2(1) pp26-37 Anthonia, A., Adewale, O. and Joachim, A. (2013) ‘Organisational Change and Human Resource Management Interventions: An Investigation of the Nigerian Banking Industry’, Serbian Journal of Management, Vol. 8(2) pp139-153 Burnes, B. (2004) Managing Change, London, Prentice Hall Burnes, B. (2005) ‘Complexity Theories and Organizational Change’, International Journal of Management Reviews, Vol. 7(2) pp73-90 Caldwell, R. (2006) Agency and Change, London, Routledge Carnell, C. (2007) Managing Change in Organisations, London, Prentice Hall Grieves, J. (2010) Organisational Change: Themes and Issues, Oxford, Oxford University Press Hayes, J. (2010) The Theory and Practice of Change Management, London, Palgrave Hughes, M. (2010) Managing Change: A Critical Perspective, London, CIPD Hughes, M. (2011) ‘Do 70 Per cent of All Organizational Change Initiatives Really Fail?’, Journal of Change Management, Vol. 11(4) pp451-464 Jarrett, M. (2003) ‘The Seven Myths of Change Management’, Business Strategy Review, Vol. 14(4) pp22-29 Olarewaju, A. A. and Folarin, E. A. (2012) ‘Impacts of External Business Environment on Organisational Performance in the Food and Beverage Industry in Nigeria’, British Journal of Arts and Social Sciences, Vol. 6(2) pp194-201 Olufemi, A. J. (2009) ‘Managing Organisational Change in Nigeria Manufacturing Enterprises: Lessons from the Unilever Nigeria Plc’, International Business Management, Vol. 3(2) pp15-21 Paton, R. A. and McCalman, J. (2008) Change Management: A Guide to Effective Implementation, London, Sage Van Nistelrooij, A. and Sminia, H. (2010) ‘Organization Development: What’s Actually Happening?’, Journal of Change Management, Vol. 10(4) pp 407-420

Example Press Release

NEWS For Immediate Release Contact NEWS For Immediate Release Contact SOUTH BURLINGTON September 12, 2012It’s getting close to election time and in response to the hullaballoo and stressors surrounding the republican and democratic campaigns, top leader in ice cream production, Ben and Jerry’s, announced their new flavor, â€Å"We Vote Purple. † The new flavor consists of a delicious boysenberry and grape sorbet with bits of pie crust swirled in, thus giving the ice cream a beautifully neutral color of purple and a nice hearty texture.Ben and Jerry’s CEO, Jostein Solheim, said, â€Å"This flavor is for all of the people of America, regardless of their political standpoint. It’s something that can bring two different types of people together by mixing a little republican red with some democratic blue, thus creating purple. â€Å" Solheim, as well as many Ben and Jerry’s employees, exclaim this is a new favorite of theirs, describing it as, à ¢â‚¬Å"a magical mix of grapes, the fresh fruit of summer, with a fall favorite, boysenberry pie. † Lastly, if customers bring in a copy of this press release they can get the new flavor at half price! Limit one per customer. ) SOUTH BURLINGTON September 12, 2012It’s getting close to election time and in response to the hullaballoo and stressors surrounding the republican and democratic campaigns, top leader in ice cream production, Ben and Jerry’s, announced their new flavor, â€Å"We Vote Purple. † The new flavor consists of a delicious boysenberry and grape sorbet with bits of pie crust swirled in, thus giving the ice cream a beautifully neutral color of purple and a nice hearty texture.Ben and Jerry’s CEO, Jostein Solheim, said, â€Å"This flavor is for all of the people of America, regardless of their political standpoint. It’s something that can bring two different types of people together by mixing a little republican red with some dem ocratic blue, thus creating purple. â€Å" Solheim, as well as many Ben and Jerry’s employees, exclaim this is a new favorite of theirs, describing it as, â€Å"a magical mix of grapes, the fresh fruit of summer, with a fall favorite, boysenberry pie. Lastly, if customers bring in a copy of this press release they can get the new flavor at half price! (Limit one per customer. ) NEW BEN AND JERRY’S FLAVOR ANNOUNCED Company takes neutral stance in presidential campaign by presenting new flavor, â€Å"We Vote Purple. † NEW BEN AND JERRY’S FLAVOR ANNOUNCED Company takes neutral stance in presidential campaign by presenting new flavor, â€Å"We Vote Purple. †

Working with Children with Additional Needs

Section B: Specific Additional Requirements †¢Describe 3 examples of syndromes/conditions of your choice. †¢Describe 2 strategies for each example described above. These strategies could be medical, nutritional, educational, social or emotional which are meant to meet the children’s additional needs. Down Syndrome Down Syndrome, also referred to as Trisomy 21, is a condition which causes delays in the development of children, both mentally and physically, due to extra genetic material.While normally when a baby is conceived it receives genetic information in the form of 46 chromosomes, 23 from the mother and 23 from the father, in a Down Syndrome the baby receives a total of 47 chromosomes, where an extra chromosome 21 is received. This extra chromosome causes the physical features and developmental delays that are associated with Down Syndrome. It is still unknown why Down Syndrome occurs but there is no way to prevent it, and although children with Down Syndrome ma y share some physical and mental features it can still range from mild to severe.It is known that women age 35 and over have a significantly higher risk of having a baby with Down Syndrome. The physical features common to children with Down Syndrome include an upward slant to the eyes, a short neck and a large tongue, which may protrude, poor muscle tone (muscle hypotonia), a flat nasal bridge, unusually large space between large toe and second toe, and small ears.Other problems related to Down Syndrome may include, but vary from child to child, heart defects at birth, digestive system problems, learning difficulties, delayed language development, speech difficulties, pulmonary problems, problems with hearing and vision, thyroid problems, and delayed physical development, reaching developmental milestones later than children without impairment, together with various other medical conditions. Strategies for Down Syndrome. In the case of children with Down Syndrome early-intervention services are recommended.These include various medical check-ups, as well as working together with physical, occupational and speech therapists to help encourage and accelerate the child’s development. Inclusive education with the help of a Learning Support Assistant and a well structured Individualised Education Plan (IEP) based on the child’s needs is also recommended. Dyslexia Dyslexia is a learning difficulty that affects the reading and writing abilities of a person. Children with Dyslexia usually have trouble learning how to read properly and connecting speech sounds to the letters of the alphabet.Research has shown that Dyslexia occurs because of problems related to the mental processing of information related to language. Because of this, reading itself becomes a difficulty within itself. Dyslexia is usually diagnosed in children in primary school, although sometimes it only becomes apparent at a later stage, when a child is older and is faced with more complex texts. Other problems associated with Dyslexia include difficulty reading, spelling and learning foreign languages. The later Dyslexia is identified, the more difficult it may be to help the child.Children whose parents suffered from Dyslexia are more likely to also suffer from Dyslexia. The later children learn how to speak the more at risk they are of having Dyslexia. Dyslexia may be diagnosed by a reading specialist or a psychologist. To children, having Dyslexia can prove to be very frustrating, firstly because they find it difficult to read, secondly because they feel inferior to their peers. Children with Dyslexia miss out on valuable reading practice and often fall behind their classmates.Strategies for Dyslexia One way of promoting reading to children with Dyslexia is to have a reading corner. Ideally, the reading corner should be attractive to children with comfortable seating, colourful posters and bookcases and possibly a screen to separate it from the rest of the classr oom. The reading corner should be a quiet, comfortable, welcoming area where children can settle down to read. This area may be used for individual reading, peer reading, and small group discussions in a relaxed environment.Another way to help children with Dyslexia is to use interactive whiteboards. Instead of asking all students to copy from the board, children with Dyslexia can be asked to follow during a lesson after which any notes written on the interactive whiteboard will be printed out to aid these children and to make sure that they have correctly written notes. Autism Autism, also known as Autistic Spectrum Disorder, is a lifelong brain development disability that affects communication, social interaction, together with other behaviours.Autism affects the way people make sense of the world around them, because the brain has a problem interpreting what is seen, heard, experienced, etc. making it hard to do basic everyday things. Although people with autism share certain dif ficulties, each person is affected in a different way, and autism may affect a person in various degrees, ranging from very mild to severe; this is why autism is often referred to as Autistic Spectrum Disorder. People with autism may find it hard to interact with other children, making friends, interpret facial expressions and other body language.People with autism have problems with both verbal as well as non-verbal language, and many may only have a literal understanding of spoken language. Speech may also be limited or not present in people with autism, although this may not necessarily always be the case. People with autism may also have a problem recognising and interpreting other people’s emotions and feelings together with expressing their own, which may make it difficult for them to fit into society.Another problem that people with autism might have, is understanding or predicting people’s behaviour, making sense of abstract ideas or understanding ideas and thi ngs which are outside their daily routine. Despite all these difficulties, people with autism have been known to have very particular capabilities, such as being very creative, having a talent for the arts, or being exceptionally good in working out calculations. Strategies for Autism Although there is no cure for autism, there are various ways in which a person with autism can be helped.Because people with autism find it difficult to understand the world around them it is very helpful for them to have a fixed daily routine. Having a highly structured schedule will help the person with autism to avoid getting confused and frustrated. Since it may be quite a challenge to communicate with a person who has autism, it may help to try to find alternative methods of communication, which the person may understand and react to. These may include sign language, use of technology or other alternative methods. Working with Children with Additional Needs Section B: Specific Additional Requirements †¢Describe 3 examples of syndromes/conditions of your choice. †¢Describe 2 strategies for each example described above. These strategies could be medical, nutritional, educational, social or emotional which are meant to meet the children’s additional needs. Down Syndrome Down Syndrome, also referred to as Trisomy 21, is a condition which causes delays in the development of children, both mentally and physically, due to extra genetic material.While normally when a baby is conceived it receives genetic information in the form of 46 chromosomes, 23 from the mother and 23 from the father, in a Down Syndrome the baby receives a total of 47 chromosomes, where an extra chromosome 21 is received. This extra chromosome causes the physical features and developmental delays that are associated with Down Syndrome. It is still unknown why Down Syndrome occurs but there is no way to prevent it, and although children with Down Syndrome ma y share some physical and mental features it can still range from mild to severe.It is known that women age 35 and over have a significantly higher risk of having a baby with Down Syndrome. The physical features common to children with Down Syndrome include an upward slant to the eyes, a short neck and a large tongue, which may protrude, poor muscle tone (muscle hypotonia), a flat nasal bridge, unusually large space between large toe and second toe, and small ears.Other problems related to Down Syndrome may include, but vary from child to child, heart defects at birth, digestive system problems, learning difficulties, delayed language development, speech difficulties, pulmonary problems, problems with hearing and vision, thyroid problems, and delayed physical development, reaching developmental milestones later than children without impairment, together with various other medical conditions. Strategies for Down Syndrome. In the case of children with Down Syndrome early-intervention services are recommended.These include various medical check-ups, as well as working together with physical, occupational and speech therapists to help encourage and accelerate the child’s development. Inclusive education with the help of a Learning Support Assistant and a well structured Individualised Education Plan (IEP) based on the child’s needs is also recommended. Dyslexia Dyslexia is a learning difficulty that affects the reading and writing abilities of a person. Children with Dyslexia usually have trouble learning how to read properly and connecting speech sounds to the letters of the alphabet.Research has shown that Dyslexia occurs because of problems related to the mental processing of information related to language. Because of this, reading itself becomes a difficulty within itself. Dyslexia is usually diagnosed in children in primary school, although sometimes it only becomes apparent at a later stage, when a child is older and is faced with more complex texts. Other problems associated with Dyslexia include difficulty reading, spelling and learning foreign languages. The later Dyslexia is identified, the more difficult it may be to help the child.Children whose parents suffered from Dyslexia are more likely to also suffer from Dyslexia. The later children learn how to speak the more at risk they are of having Dyslexia. Dyslexia may be diagnosed by a reading specialist or a psychologist. To children, having Dyslexia can prove to be very frustrating, firstly because they find it difficult to read, secondly because they feel inferior to their peers. Children with Dyslexia miss out on valuable reading practice and often fall behind their classmates.Strategies for Dyslexia One way of promoting reading to children with Dyslexia is to have a reading corner. Ideally, the reading corner should be attractive to children with comfortable seating, colourful posters and bookcases and possibly a screen to separate it from the rest of the classr oom. The reading corner should be a quiet, comfortable, welcoming area where children can settle down to read. This area may be used for individual reading, peer reading, and small group discussions in a relaxed environment.Another way to help children with Dyslexia is to use interactive whiteboards. Instead of asking all students to copy from the board, children with Dyslexia can be asked to follow during a lesson after which any notes written on the interactive whiteboard will be printed out to aid these children and to make sure that they have correctly written notes. Autism Autism, also known as Autistic Spectrum Disorder, is a lifelong brain development disability that affects communication, social interaction, together with other behaviours.Autism affects the way people make sense of the world around them, because the brain has a problem interpreting what is seen, heard, experienced, etc. making it hard to do basic everyday things. Although people with autism share certain dif ficulties, each person is affected in a different way, and autism may affect a person in various degrees, ranging from very mild to severe; this is why autism is often referred to as Autistic Spectrum Disorder. People with autism may find it hard to interact with other children, making friends, interpret facial expressions and other body language.People with autism have problems with both verbal as well as non-verbal language, and many may only have a literal understanding of spoken language. Speech may also be limited or not present in people with autism, although this may not necessarily always be the case. People with autism may also have a problem recognising and interpreting other people’s emotions and feelings together with expressing their own, which may make it difficult for them to fit into society.Another problem that people with autism might have, is understanding or predicting people’s behaviour, making sense of abstract ideas or understanding ideas and thi ngs which are outside their daily routine. Despite all these difficulties, people with autism have been known to have very particular capabilities, such as being very creative, having a talent for the arts, or being exceptionally good in working out calculations. Strategies for Autism Although there is no cure for autism, there are various ways in which a person with autism can be helped.Because people with autism find it difficult to understand the world around them it is very helpful for them to have a fixed daily routine. Having a highly structured schedule will help the person with autism to avoid getting confused and frustrated. Since it may be quite a challenge to communicate with a person who has autism, it may help to try to find alternative methods of communication, which the person may understand and react to. These may include sign language, use of technology or other alternative methods.