Heritage Tourism in Cities Essay Example | Topics and Well Written Essays - 2000 words

Legacy Tourism in Cities - Essay Example Be that as it may, each legacy contains genuine, hidden or emblematic significance that assumes a basic job in naming its recognition in the public eye. This paper looks at dim the travel industry, concentrating on promoting and translation of House of Terror Museum in Hungary, a horrible site as visiting destinations in the contemporary society. Smith and Robinson (2006, p105) characterized legacy the travel industry as â€Å"leisure undertakings with the significant target of visiting memorable, common, recreational and beautiful landscapes to get familiar with the past†. Dull the travel industry is one part of legacy the travel industry and it includes â€Å"visiting places related with death, enduring and tragedy† (Cooper, et al 2008, p49). Legacy the travel industry is established on the inspirations and view of the customers or vacationers instead of the specific qualities that characterize the goal. As indicated by Smith and Robinson (2006), the significant inspi ration for visiting legacy locales is the uniqueness of the travel industry goal corresponding to the tourists’ mindfulness or impression of their own legacy. Legacy the travel industry to a site with dim history brings out different feelings, for example, sentimentality, vision, and a sentiment of having a place in the reality (Foley and Lennon1996). Stone (2006) contends that legacy the travel industry is both remarkable and all inclusive, on the grounds that it presents a legacy for all individuals at a given time. Albeit each site has its remarkable trademark, dull the travel industry destinations present an all inclusive message to all people, from the message of torment to affliction and outrage among different emotions that describe individuals. Legacy destinations incorporate different acquired territories, for example, noteworthy structures, craftsmanship and beautiful regions among others. A traveler goes to the legacy site with a target of seeing the authentic anci ent rarities. These curios normally structure a significant association between the social foundation of visitor and their history or past. In any case, the specific authentic site or antique inspires various feelings and responses from different individuals. Holloway (2004) contends that it could evoke enthusiastic experience and cause the person to feel firmly associated with progenitors and the authentic occasion, which makes the experience something other than a learning experience. Manino (1997) contends that dim the travel industry is a secretive mix of legacy, history and disaster. It brings out conversations of the past, present and future ethics and morals encompassing demise of humanity. Probably the most mainstream locales for dim the travel industry incorporate clash destinations and concentration camps which allegorically or scholarly grasp the memory of human anguish and savagery that occurred in a specific authentic period (Manino 1997). Sad occasions, for example, th e breakdown of the world exchange place keep on inspiring consideration and interest from various individuals over the world. Thus, scenes of mishaps and enormous scope loss of human lives normally become unconstrained attractions, where individuals accumulate to offer their appreciation or just to observe and encounter the alarming fallout. The strange association among recreation and joy in dull the travel industry has involved good and moral conversation in the cordiality business particularly with regards to showcasing and advancement of the locales. Some legacy the travel industry pundits battle that travel industry is an improper and wrong practice for introducing upsetting occasions of mankind's history, for example, demise and catastrophes and different types of torment. As per MacCannell (1989: p73),

Immigrants Will Separate from Families For Less Time

Workers Will Separate from Families For Less Time One of the first activities of the Obama organization in quite a while a significant standard change to migration arrangement that diminished the time that life partners and offspring of undocumented migrants were isolated from their resident family members while applying for lawful status. Latino and Hispanic gatherings, migration attorneys and worker advocates lauded the move. Moderates on Capitol Hill scrutinized the standard change. Since the organization changed a managerial standard and not U.S. law, the move didn't require the endorsement of Congress. In light of enumeration information and recounted proof, a huge number of U.S. residents are hitched to undocumented outsiders, a large number of them Mexican and Latin American. What is the Rule Change? The hardship waiver dispensed with the prerequisite that illicit workers leave the United States for extensive stretches before they could request that the legislature forgo its prohibition on lawfully reemerging the U.S. The boycott regularly kept going three to 10 years relying upon to what extent the undocumented worker had been in the United States without the government’s authorization. The standard permitted relatives of U.S. residents to request of the administration for the purported hardship waiver before the undocumented migrant gets back to officially apply for a U.S. visa. When waivers were affirmed, workers could apply for green cards. The net impact of the change was that families would not bear long divisions while movement authorities were checking on their cases. Detachments that had endured years were decreased to weeks or less. Just outsiders without criminal records were qualified to apply for the waiver. Prior to the change, applications for hardship waivers would take up to a half year to process. Under previous principles, the administration had gotten around 23,000 hardship applications in 2011 from families that confronted partitions; around 70 percent were allowed. Recognition for the Rule Change At that point, Alejandro Mayorkas, U.S. Citizenship, and Immigration Services executive, said the move underscores â€Å"the Obama Administration’s promise to family solidarity and regulatory efficiency† and will set aside citizens cash. He said the change would build the â€Å"predictability and consistency of the application process.† The American Immigration Lawyers Association (AILA) hailed the change and said it â€Å"will allow endless American families to remain together securely and legally.† â€Å"Although this is only a little piece of managing the brokenness of our movement framework, it speaks to a critical change in the process for some individuals,† said Eleanor Pelta, the AILA president. â€Å"It’s a move that will be less ruinous to families and achieve a more attractive and progressively smoothed out waiver process.† Before the standard change, Pelta said she knew about candidates who have been slaughtered while sitting tight for endorsement in risky Mexican fringe urban communities that are loaded with brutality. â€Å"The change in accordance with the standard is significant on the grounds that it actually spares lives,† she said. The National Council of La Raza, one of the nation’s most noticeable Latino social equality gatherings, commended the change, calling it â€Å"sensible and compassionate.† Analysis of the Hardship Waiver Simultaneously, Republicans scrutinized the standard change as politically roused and a further debilitating of U.S. law. Rep. Lamar Smith, R-Texas, said the president had â€Å"granted secondary passage amnesty† to conceivably a great many illicit foreigners. Political Motivation for Immigration Reform In 2008, Obama had won 66% of the Latino/Hispanic vote, one the country’s quickest developing democratic alliances. Obama had crusaded on executing a complete migration change plan during his first term. However, he said issues with the exacerbating U.S. economy and turbulent relations with Congress constrained him to delay plans for movement change. Latino and Hispanic gatherings had scrutinized the Obama organization for forcefully seeking after extraditions during his first presidential term. In the 2011 general presidential political race, a strong lion's share of Hispanic and Latino voters despite everything supported Obama while communicating in autonomous surveys an objection to his expelling strategies. At that point, Homeland Security Secretary Janet Napolitano had said the organization would utilize more carefulness before extraditing undocumented workers. The point of their extradition plans was to focus on settlers will criminal records instead of the individuals who have damaged just migration laws.

The Future of Work

The Future of Work When I was in high school one of the most influential non-fiction books that I read was Studs Terkels Working (which was subtitled, People Talk About What They do All Day and How They Feel About What they Do). This landmark book provides profiles of the inner work life of hundreds of people in hundreds of different professions from hair dressers to Hollywood directors to auto mechanics and constructor workers and teachers. Working had a profound affect on me as I thought about work, and the basic human factors in what we bring to and need from our work. The one story that stayed with me for many years was called Car Hiker, a profile of Al, a man who for thirty years, parked cars in a garage. HIs nickname was One Swing Al, as he could get any car into any parking space with one turn, using one arm. He never missed. He took great pride in this and through the prism of the dailiness of parking cars, knew more about human behavior and human foibles just by observing people in relation to their cars and how they treated the person who parked their car. Thirty years after Terkels landmark book, I found myself completely drawn to MIT Sloan Professor Tom Malones book The Future of Work. The title alone is enough for me to want to dive in and think about what work will mean for future generations, and how much the nature of work itself has changed dramatically through the 20th century. Now as the first decade of the 21st century is more than half over, just what is the future of work? Malone spoke at Sloans Back to the Classroom series in 2005, a little more than a year after the book was published. In it he talks about how the cost of communication is the single most influential factor in how we work, from the decision making process to working in global e-lance economies, to thinking about asking more for advice than approval. He cites some interesting examples of empowerment in the workforce and projects an optimistic view of the future. Malone heads up the MIT Center for Collective Intelligence whose central goal is to address the question: How can people and computers be connected so thatâ€"collectivelyâ€"they act more intelligently than any individuals, groups, or computers have ever done before? After 30 years, Terkels Working still holds up, its a great read. I suspect in 2034 well be able to go back to The Future of Work and say the same thing.

Dissociative Disorders - 863 Words

The Dissociative Disorders category of the DSM-IV-TR, is characterized by a disruption in the functions of perception, identity, consciousness, or memory. The disorders in the Dissociative Disorders category include Dissociative Amnesia, Dissociative Fugue, Dissociative Identity Disorder (DID), Depersonalization Disorder and Dissociative Disorder Not Otherwise Specified. All of the disorders in the Dissociative Disorders category need to be distinguished from conditions which are due to a General Medical Condition or the use of a Substance. Moreover, Dissociative Amnesia is within the diagnostic criteria for Dissociative Fugue, Dissociative Identity Disorder, Posttraumatic Stress Disorder, Acute Stress Disorder and Somatization Disorder;†¦show more content†¦If a person describes a pathological trance or possession trance of external spirits or entities taking control over his body, then he would get a diagnosis of Dissociative Disorder Not Otherwise Specified instead of DID. DID resembles other disorders such as Schizophrenia, other Psychotic Disorders, Bipolar Disorder with Rapid Cycling, Anxiety Disorders, Somatization Disorders and Personality Disorders; however, DID can be distinguished from the aforementioned disorders by the presence of clear-cut dissociative symptomology. Additionally, DID is differentiated from Malingering when a p erson seeks forensic or financial gain. Lastly, DID is distinguished from Factitious Disorder which is when there may be a pattern of help-seeking behavior. Another disorder in the Dissociative Disorder category is Depersonalization Disorder, which should be differentiated from Acute Intoxication or Withdrawal. Dissociative Disorder should not be diagnosed in conjunction with Panic Disorder, Social Phobia, Posttraumatic Stress Disorder or Acute Stress Disorder when the depersonalization symptomology occurs exclusively during the presence of a Panic Attack. Furthermore, Depersonalization Disorder is distinguished from Schizophrenia because people with Depersonalization Disorder have an intact reality. A person with Depersonalization Disorder may complain of a feeling of numbness which might appear to beShow MoreRelatedDissociative Identity Disorder2296 Words   |  9 Pagesdefines dissociative identity disorder (DID) as the occurrence of a minimum of two different personalities and maybe more than two. It also clarifies that the switching between the distinct personalities can be observed by the individual who is suffering from dissociat ive identity disorder or witnessed by others. (Barlow, 2014, P. 1). This disorder used to be known as multiple personality disorder, which is more recognized and understood to people without a psychology background. This disorder can beRead MoreDissociative Identity Disorder1221 Words   |  5 PagesThis research paper is about Dissociative identity disorder (DID) as known as multiple personality disorder. DID in which a person could have many different parts to their personality due to severe stress and an experience of a trauma. A person with DID when the have control over their one identity they cannot remember what they did when their other identities were in control. Most of the time people with DID have two personalities but they could have more than two which is referred as alters. ThenRead MoreDissociative Identity Disorder1900 Words   |  8 PagesAcademic Assignment: Dissociative Identity Disorder and its representation in the media This essay will look at Dissociative Identity Disorder (DID) and its portrayal in the media. DID was formally known as Multiple Personality Disorder (MPD).This essay will cover the symptoms of DID, the criteria used for diagnosis, causes and triggers of disorder, how the disorder is portrayed in the media and the reality of the disorder for sufferers. According to the (American Psychiatric Association DiagnosticRead MoreDissociative Identity Disorder ( Dissociative Disorder )1040 Words   |  5 PagesDissociative Identity Disorder Dissociative identity disorder, formerly known as Multiple Personality Disorder, is a mental illness that is greatly misunderstood, much like many other mental illnesses. Nicholas Spanos, Professor of Psychology, hypothesized Multiple Personality Disorder as a defense against childhood trauma that creates â€Å"dissociation† or a split mental state. The trauma sustained during childhood is so substantial, that the individual creates different identities to cope with itRead MoreDissociative Identity Disorder ( Dissociative Disorder )1194 Words   |  5 PagesDissociative Identity Disorder is a disorder distinguished by the existence of two or more distinct personality states. It is also known as DID or Multiple Personality Disorder. It is very rare, with only 20,000 to 200,000 known US cases per year. Currently, there is no known cure, but treatment can sometimes help. Many believe that DID can be caused by a significant trauma and is used as a coping mechanism to help avoid bad memories. The disorders most often form in kids victim to long-term physicalRead MoreDissociative Identity Disorder : Dissociative Identification Disorder1485 Words   |  6 PagesDissociative Identity Disorder Dissociative Identity Disorder is a mental disorder where an individual experiences two or more distinct personalities. When an individual is diagnosed with Dissociative Identity Disorder, one personality has dominant control of an individual. This personality controls how a person may act and how they live everyday life. A person diagnosed with this disease may or may not be aware of their alternate personalities. Each personality is contrasting of each other withRead MoreDissociative Identity Disorder ( Mpd )2805 Words   |  12 PagesRunning Head: DISOCIATIVE IDENTITY DISORDER 1 Abstract â€Å"Dissociative identity disorder (DID), which was formerly known as multiple personality disorder (MPD), is a disorder in which an individual has the presence of two or more identities or personality states† (Pais 2009, pg.1). Throughout this paper the reader will be provided with information regarding Dissociative Identity Disorder; a disorder that is truly as unique, and complicatedRead MoreEssay Dissociative Identity Disorder4445 Words   |  18 PagesDissociative Identity Disorder Dissociative Identity Disorder, or DID, is defined as: â€Å"The result of a marvelously creative defense mechanism that a young child uses to cope with extremely overwhelming trauma† (Hawkins, 2003, p. 3). Ross describes DID in this way: â€Å"In its childhood onset forms, the disorder is an effective strategy for coping with a traumatic environment: It becomes dysfunctional because environmental circumstances have changed by adulthood† (1997, p, 62). What types of traumaticRead MoreDissociative Disorders And The Most Controversial Disorders1055 Words   |  5 PagesMai Nguyen PSYC 1 Dec. 11, 2015 Dissociative Disorders Dissociative disorders are one of the most controversial disorders that exist. It is often argued that the disorder does not actually exist and that people are over-diagnosed. Dissociative disorders is a type of psychological disorder that involve a sudden loss of memory of change in identity due to the dissociation (separation) of the individual’s conscious awareness from previous memories and thoughts. A common example of a dissociation isRead MoreDissociative Identity Disorder ( Mpd )1813 Words   |  8 PagesDissociate Identity Disorder Marjorie Morales Troy University Dissociative identity disorder (DID), also known as multiple personality disorder (MPD), is still known today as one of the most controversial psychiatric diagnoses (Priya Siva, 2013). It indicates the existence of two or more identities or different personalities that repeatedly assumes control over the behavior of the person affected. In the majority of cases, dissociative identity disorder appears along with other

The Impact of Apple Computers - 887 Words

The year 1968 marks the revolution of computers as Engelbart demonstrated to the public a new type of computer that featured graphical user interface (GUI) (page 105-106). After the demonstration, Engelbart and Xerox PARC designed and created the first commercialized computer with GUI (Xerox Alto) and other advanced features that included word processing, an operation system, programs that are easy to use, and etcetera (p. 119). The Xerox Alto had the potential to create a sensation in the 1970s, but the hefty price on the finalized product was too much for its time (page 120). After a short period of time, the product became a failure due to poor marketing with its astonishing high price. Nevertheless, Xerox PARC left a legacy that helped created a device that made Apple famous in the 1980s. Steve Jobs and Steve Wozniak (Woz) are the two geniuses of their time. They created the Apple Company in the 1970s, and when these two combined their knowledge of computing, they invented the wo rld first low-cost computer in 1977, the Apple II. Not only these computers are affordable, they were user friendly, and they had a useful program called VisiCalc (the world first spreadsheet that is useful for business people). These computers sold millions (page 138-139). After the success with Apple II, the two Steves work together with Xerox PARC. With the collaboration Apple and Xerox, they invented the Macintosh. Unlike its precedent, the Apple II, the Macintosh it had a revolutionary GUIShow MoreRelatedApple s Impact On Computer Design1060 Words   |  5 PagesApple Inc, wasn t always the massive tech giant it is today, but it has innovated the way computers should be today. Apple is known as the company that innovates and releases new ideas. Over time Apple has developed into a technology super company, had many ups and downs, and released many different operating systems. Apple computer, as it was known back then, was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. Jobs was still living with his parents at the time when the three decidedRead MoreApple s Impact On The Computer Industry2379 Words   |  10 PagesExecutive Summary Apple has been the leading force in innovation for the past couple of years, not only does it dominate the mobile-phone industry, it has also transformed the computer industry too. With millions of people using their products today, Apple is one of the most successful companies in the world. However, Apple did not â€Å"come all this way† from nothing. It suffered ups and downs just like any other company, with this being said, the way Apple dealt with its problems was the differenceRead MoreApple : A Competitive Market1622 Words   |  7 Pagesmarket. Apple is a prime example of a company that is in a competitive market has had many innovations since its creation to help it stand out from other companies in the computer technology industry. Apple is one of the leading computer manufacturing companies and has been known for innovations in both technology and aesthetically pleasing products. Apple more well-known devices include the I-Phone which revolutionized the mobile phone industry, and the I-Mac Laptops and home computers which haveRead MoreThe Work Of Steve Jobs1631 Words   |  7 Pagesco-founder and CEO of Apple, was also the founder of another computer software company called NeXT, as well as the man who brought Pixar, a computer based production company, into light. Mainly through Apple, Steve revolutionized the way society manipulates technology. If you have seen Pixar produced films, such as â€Å"Toy Story† or â€Å"Monsters, Inc.†, Jobs had a direct impact on those films. Steven Paul Jobs was undoubtedly the most significant person in the journey to making home computers accessible to everyoneRead MoreResearch Assignment865 Words   |  4 PagesHistory Apple Inc: Apple Inc formerly known as Apple Computer Inc which provides corporate Server, MAC OS Systems and   Operating System.   Apples core product lines are the iPhone, iPod and Macintosh System. Steve Jobs and Steve Wozaniak, The founder of Apple has created the Apple Computer on  1st  April 1976  and integrated in the company on  3rd  January 1977, in Cupertino California. It has driven the Computer manufacturing market for more than two decades. Mr. Steve Jobs who was expelled in 1985 wasRead MoreEssay on Corporate Level Strategy of Apple1074 Words   |  5 PagesCORPORATE LEVEL STRATEGY OF APPLE COMPUTER INC. Low level of diversification (1976-1996) To examine what strategies have been used by Apple, we divided the period into two ages. The first age is in between 1976 until 1996 were we can observe that all the products sold by Apple were computer related. They started with Apple 1 and continuously developed their products up until the evolutionary of Macintosh. However, their development restrained only to computers, chips and software which indicatesRead MoreApples Impact On The Computer Industry1723 Words   |  7 Pagesa competitive market. Apple is a prime example of a company that is in a competitive market has had many innovations since its creation to help it stand out from other companies in the computer technology industry. Since the 1970’s Apple computers has made a large impact on the computer industry and has revolutionized what it means to be a computer company. Beginning as a project between Steve Jobs and Steve Wozniak, many innovations were made in terms of making computers more accessible to theRead MoreSteve Jobs: Innovative Genius Essay1218 Words   |  5 PagesSteve Jobs was an innovative mastermind with visions that helped change the world. He co-founded Apple inc. which is a well-known billion dollar company, and also invented products so popular, almost anyone you ask owns a product of his. In order to understand why Steve Jobs is an american cultural icon, one needs to have a description of his background and a critical analysis of his moral behavior. Born on the 24th of February, 1955, Jobs was born. Jobs biological parents were graduates of WisconsinRead MoreSteve Jobs : Technological Revolutionist916 Words   |  4 Pagesco-founder and former CEO of Apple and majority shareholder of Pixar, was an extremely innovative visionary who left his mark on the world. He was a strong leader, entrepreneur, and inventor. Job’s was a technological revolutionist, creating legendary hardware and software advancements which significantly impacted: science, how we communicate and interact; as well as literature, music, and media. Steve Jobs greatest impact worldwide was on science, specifically computer science. In 1997 he createdRead MoreThe Multinational Company Apple Inc.1232 Words   |  5 Pages The Multinational Company Apple Inc. designs, distributes and develops the electronic gadgets like the computer applications, smart phones and personal computers. I-Phone has become one of the most sold products that it has created in its history and has generated a lot of revenues for the company listing itself as the most popular product of the company. It has launched more than six different versions of I-phone in the market each of them having the latest technology and latest updates. It is

Boutique Managment System Free Essays

1. Boutique Management System The purpose of Boutique Management system is to implement the computerization of the clothes inventory and sales etc. BMS (Boutique Management System) that designed to manage your boutique is very user friendly software. We will write a custom essay sample on Boutique Managment System or any similar topic only for you Order Now With this software, you can generate report based on your preference (daily, weekly, monthly, or yearly). Scope:- BMS (Boutique Management System) should be designed to manage your boutique in a very user friendly way. With this software, you should generate report based on your preference (daily, weekly, monthly, or yearly). The program consists of the following modules: Source listing This module is supposed to identify the products by their discription. Add products This module is supposed to take the inputs from an input device. Add customers This module is capable of adding customers in the specified formats. Update and delete products This module will update and delete products. Update and delete customers This module will be able to update and delete customers Searching In this module the admin or employee can search the customer or products from the database based on criteria’s Transactions This module will take up transactions like selling products, buying products from supplier updating cash and updating the bills. Appropriate actions will be taken. Report Generation This is a client program which will request for reports. 1). Registration of any new product 2) Functional specification for Search The search should be a case insensitive search for items which contain the search key word. The search results should display all the items which matched the search criteria. It will return only those items which are up for sale currently. 3) Sell an Item When the user clicks on Sell an item link, then a page comes up which allows the user to do the following: Provide a title for the item and a description of the Item. A text box to put in the price A text box to provide the date. 4) Category Searching When the user clicks on any of the Categories, a new page should open up which shows all the items up for sale in the Category. 5) Buy an Item (Item page) The Item page contains the following:- The title of the Item The Description of the Item The name of the Seller The current price. 6) Edit an Item The sellers should be able to edit the item. The seller should be able to do the following:- Change Price and description How to cite Boutique Managment System, Papers

The fact that Harper Lees, To Kill a Mockingbird, Essay Example For Students

The fact that Harper Lees, To Kill a Mockingbird, Essay takes place around the mid-1900s sets up a realistic background for the racial events that occur in the story. Throughout the novel, there is a definite tension to be recognized among different classes and cultures of people. Since the main character, Scout Finch, has a father who is directly amidst this tension and aggression because of his profession, she is forced to accept reality and mature faster than may have otherwise been necessary. Trying to right the wrongs of the justice system in Maycomb County is what sets this family in the spotlight. As a young girl growing up in an old, traditional southern Alabama town, Scout is subjected to a number of learning experiences that carry her to an age of maturity by the end of the novel. Maycomb, the county seat of Maycomb County, is a very quiet, southern town where things have continued in the same fashion for years and years. It is a tired, old town with a desire for peace and stability (5). Scout, who is also the narrator, describes how slowly and nonchalantly the people move from place to place. They ambled across the square, shuffled in and out of the stores around it, took their time about everything (5). From this description it is easy to see why the remark was made that Maycomb County had nothing to fear but fear itself (6). However, the quiet, delicate atmosphere was about to change. There was a black man named, Tom Robinson, who was to be put on trial for raping a white woman. The color of their skin, seemingly insignificant, was far from being so. Being that this county was old and rich in tradition, it carried on the prejudices that had long ago been established by the inhabitants descendants. After observing her surroundings for awhile, Scout makes a comment to her neighbor, Maudie Atkinson in regards to this. The folks on our street are all old. Jem and mes the only children around here (90). Since most of them are old, they are very set in their ways and not likely to accept change. With the exception of a few residents, they all maintain the same attitude towards black people. This attitude is demonstrated numerous times throughout the book. There have been many rumors spread about a man named Boo Radley, one of Scouts other neighbors. When Miss Maudie is questioned by Scout about these rumors she responds, That is three-fourths colored folks and one-fourt h Stephanie Crawford (45). Another example of this prejudice is when Francis, Scouts antagonizing cousin, makes a remark about her father, Atticus. but now hes turned out a nigger-lover well never be able to walk the streets of Maycomb agin. Hes ruinin the family, thats what hes doin' (83). Atticus is assumed to be a nigger-lover because he is a lawyer and was assigned to defend Tom Robinson, a black man. After witnessing the injustices and prejudices of the townspeople Scouts older brother, Jem, starts to come to a conclusion about Boo Radley, a man who never leaves his house. He says, I think Im beginning to understand why Boo Radleys stayed shut up in the house all this timeits because he wants to stay inside (227). Jem is implying that it is to get away from the injustice and corruption of the town and the world in general. Because Scout is forced to deal with the prejudice and injustice, Atticus tries very hard to teach her lessons that will help her with this. These very important lessons often result from insignificant events, but they are helpful in dealing with events that occur later. One of Scouts most important experiences is learning how to have respect for individualities of human beings. She first learns this lesson when she begins school. Scout has been able to read for quite some time because she always looked over her fathers shoulder when he read. However, in her first grade class, the teacher does not expect her to be able to read yet and, in fact, does not want her to. She has a new teaching method, and Scout seems to be ruining it for her. This situation causes much tension between the two, and Scout begins to hate school and her teacher, Miss Caroline. At six years of age, she cannot comprehend why she should not be allowed to read. She is also mad that Miss Caroline does not understa nd some of the families of Maycomb and what they are like. Atticus tries to provide some consolation by saying, You never really understand a person until you consider things from his point of view (30). Though this provides no explanation for Scout as to the way her teacher acts, it makes her aware of the need to be understanding. She resolves the issue enough to say, We could not expect her to learn all Maycombs ways in one day, and we could not hold her responsible when she knew no better (30). The Chemistry Of Fireworks Chemistry EssayThe final significant learning experience that Scout incurs is the effect that prejudices had on justice. Since prejudice is something that has to be taught, it is one of the most difficult things to understand especially to children who have not been exposed to it. Atticus raised Scout and Jem to respect all people regardless of their color. This is evident by the close relationship that develops between Scout and Calpurnia, the black cook. Calpurnia even takes the children to her Negro church one day. That is why it is so hard for them to understand why Tom Robinson is found guilty even though it was obvious to everyone that he is innocent. Atticus agrees with the children in the fact that he also believes justice is not prevailing. The one place where a man ought to get a square deal is in a courtroom, be he any color of the rainbow, but people have a way of carrying their resentments right into the jury box (220). Scout not only witness es prejudice taking place in the courtroom but in school as well. When speaking of the meaning of democracy in school one day, Scout defined it as being equal rights for all, special privileges for none (245). The teacher, Mrs. Gates, agreed and began to talk about the unfair treatment of the Jews by the Nazis during the Holocaust. Yet, Scout recently had heard Mrs. Gates speaking of Tom Robinson outside the courthouse, remarking that it was time somebody taught em a lesson (247). Scout was confused and questioned Jem about her teacher. How can you hate Hitler so bad and then turn around and be ugly about folks right at home- (247). In her own innocence, she was able to expose the hypocrisy among the adults of whom she was supposed to look up to. By this point in the novel, Scouts maturation is very evident. Along the way, she has been taught some important lessons and discovered many on her own besides the three previously mentioned ones. Her final and most important discovery occurs at the end of the novel and involves Boo Radley, the man that has remained a mystery for so long. Though he has been secretly helping the children throughout the story, his identity is exposed when he ends up saving their lives. The children meet him for the first time and later Scout says, Atticus, he was real nice (279). There is a debate over whether he should be put on trial because when he saved the childrens lives, he ended up taking the life of the man who was trying to kill them. Scout realizes even before Atticus how big of a mistake this would be. She replies that it would be like killing a mockingbird or intentionally harming someone innocent who is ultimately harmless. By the end of the story, Scout has developed from a girl who wan ts to torment a stranger to a person who understands the nature of her neighbor. She realizes the disastrous effects that would occur by bringing Boo Radley to trial. When Scout is asked to walk him home, she stands on his porch remembering what Atticus had told her a long time ago. You never really know a man until you stand in his shoes and walk around in them (279). She said, Just standing on the Radley porch was enough. The final realization of her maturity occurs when she, herself, discovers how much she has learned and changed. As I made my way home, I thought Jem and I would get grown but there wasnt much else left for us to learn, except possibly algebra (279).The way that Scout was able to mature was through her own experiences but also with the help of her family members. Scout would not have been able to overcome her difficult times without her family. She grew up with good morals and a sense of right and wrong. Atticus taught her many things, but the author places a grea t deal of emphasis on his idea of respecting other individuals. The story centers on faults in human nature that everyone possesses in some manner. However, Lee is trying to point out that even though humans are not perfect, there are people who are always willing to lend a helping hand or be a guide. These include family members, friends, and even people one hardly knows as in the case of Boo Radley. She is also trying to make people aware of what prejudice and injustice can do so maybe everyone will be a little more attuned to what may result from their own actions.

Case Study Harley

Rpo Challenges and Opportunities Essay Example

Rpo Challenges and Opportunities Essay Example Rpo Challenges and Opportunities Essay Rpo Challenges and Opportunities Essay A research report prepared by HCI Research Recruitment Process Outsourcing: Today’s Challenges and Opportunities A Research Study Conducted by the Human Capital Institute for Futurestep Human Capital Institute | Futurestep | January 2009 Futurestep Futurestep, a Korn/Ferry Company, is the industry leader in strategic talent acquisition, offering fully customized, flexible solutions to help organizations meet specific workforce needs. Strategic RPO from Futurestep combines talent acquisition strategy, global recruiting resources, competency-based methodologies and a flexible service delivery model that enable clients to identify, attract and retain top talent. In addition to Strategic RPO, the company provides a full-spectrum portfolio of services, including: Project-Based Recruitment, Mid-Level Recruitment, Interim Professionals and Consulting Services. With locations on four continents and a record of success in securing top talent around the world, Futurestep provides the experience and global reach to help companies turn talent acquisition into a competitive advantage. In 2008, Futurestep was named as part of the annual Baker’s Dozen list of top RPO providers by HRO Today Magazine. To learn more about Futurestep and its complete array of Strategic Talent Acquisition solutions, visit futurestep. com. Human Capital Institute The Human Capital Institute (HCI) is a catalyst for innovative new thinking in talent acquisition, development, deployment and new economy leadership. Through research and collaboration, our global network of more than 130,000 members develops and promotes creativity, best and next practices, and actionable solutions in strategic talent management. Executives, practitioners, and thought leaders representing organizations of all sizes, across public, charitable and government sectors, utilize HCI communities, education, events and research to foster talent advantages to ensure organizational change for competitive results. In tandem with these initiatives, HCI’s Human Capital Strategist professional certifications and designations set the bar for expertise in talent strategy, acquisition, development and measurement. www. humancapitalinstitute. org Recruitment Process Outsourcing: Today’s Challenges and Opportunities Recruitment Process Outsourcing: Today’s Challenges and Opportunities By Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Executive Summary Organizations outsource recruitment and hiring practices for many reasons. Some may lack the internal resources to address their talent acquisition needs. Others may want to focus on core competencies, or to look for a competitive advantage in competing for talent. Whatever the reasons, Recruitment Process Outsourcing (RPO) is a growing practice. Despite this growth, limited information exists on the trends in RPO use, the specific recruitment practices it includes, and how well it is being carried out. Survey To gain a better understanding of today’s RPO practices, we surveyed 381 business professionals who have insight about their companies’ approaches to RPO. In the survey, we explored current or planned use of RPO, the prevailing definitions of RPO, recruiting practices and employee levels covered by RPO, the business case and drivers, Return on Investment (ROI), and recruiting practices that create the most effective RPO. Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Findings The survey results reveal several trends about the adoption of RPO today, the definition and scope of the practice, and current and future ROI opportunities. Adoption: More than half of companies utilize RPO. 59 percent of organizations sur veyed currently outsource some or all of their recruiting processes. 50 percent say they will use RPO in the next five years. Another 20 percent are unsure. Scope: The majority of current RPO deals cover selective practices for tactical needs. Among users, the most common definition of RPO is the outsourcing of some recruiting activities for some levels of employees, with 36 percent of respondents choosing that specific definition. More generally, 73 percent of respondents accept an RPO definition that includes some form of selected outsourcing of recruiting services for selected levels of employees. The recruiting service considered most important to organizations’ talent acquisition goals, Active Recruiting, is the second most likely service to be outsourced. However, RPO practices that focus on strategic talent needs (for example, talent strategy development/consulting) are outsourced less frequently. ROI: Strategic emphasis correlates with increased RPO value among respondents. Only 39 percent of organizations rate the ROI for their current RPO program as good or excellent. In contrast, organizations that use an RPO approach to encompass longer-term strategic needs, such as workforce planning, employment branding and competency management, are significantly more likely to report excellent ROI for their recruitment outsourcing. An Opportunity for Competitive Advantage The results of our study indicate a widespread use of RPO to focus on tactical recruiting practices. However, they also demonstrate that those organizations using RPO as a talent acquisition approach to address strategic needs are much more likely to capture the full value of RPO, as evidenced by their significantly greater ROI. The underutilization of this strategic approach today means that there is an immediate opportunity for organizations to adopt RPO to achieve a holistic talent acquisition strategy, increase ROI, and improve competitiveness in today’s marketplace. organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. 2 Copyright  © 2009 Human Capital Institute. All rights reserved. Recr uitment Process Outsourcing: Today’s Challenges and Opportunities RPO in Today’s Economic Environment As of late November 2008, the economic climate is changing on a daily basis. To gauge how the ongoing economic crisis will affect RPO over the next two years, we conducted a short follow-up survey of 86 talent acquisition experts working for a wide range of organizations. We asked them the following three questions: 1. Given the current economic downturn, what trend do you predict for the outsourcing of recruiting practices in your organization over the next two years? 2. Assuming that your overall recruiting budget will decrease over the next one to two years, what will be the trend for your spending on Recruitment Process Outsourcing (RPO)? 3. Would your organization outsource strategic recruiting practices (e. . , talent strategy development, employer branding, recruitment planning) IF it resulted in an increased Return on Investment (ROI) for your talent acquisition process? The responses to the first question point to the uncertainty gripping businesses today - both because of the range of responses and by the fact that the largest group of respondents is the uncertain one. 17 percent believe that their outsourcing of recruiting practices will decrease. 30 percent will not outsource recruiting practices. 14 percent believe that their outsourcing will remain unchanged. 6 percent believe that their outsourcing will increase. 3 percent are unsure about future trends. However, many organizations are open to the possibility that RPO, particularly if focused on strategic business needs, can be a tool to compete during difficult economic times. The first indication of this comes out of the answers to the second question above - namely that 44 percent of respondents are open to the possibility that, even if their overall recruitment budget declines, their organization’s investment in RPO may increase. Specifically, while only four percent believe that their RPO budget will increase, 40 percent are unsure about the future of their organization. Again, while highlighting the current uncertainty about what can and will be done in the future, this result points out that many organizations remain open to the possibility of increasing their RPO budget in the future. 3 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Finally, as the figure below shows, the answers to the third question indicate that strategic RPO may be the answer for many organizations looking to optimize their investment in talent acquisition. In fact, 78 percent of our respondents are either using a strategically focused RPO effort now, would definitely use it in the future, or, at least, have not ruled it out. The fact that 52 percent of respondents are unsure if their organizations would move to a strategic RPO, even if it might increase their ROI, again points to the uncertainty of today’s economic environment. However, it also highlights a silver lining - that a vast majority of businesses will remain open to the idea of increasing investment in RPO in general, and strategic RPO in particular, if it helps them compete in the complex environmental climate of the future. Would you outsource strategic recruiting practices if it increased your talent acquisition ROI? Unsure Yes Already use strategic RPO No 0 10 20 30 40 50 60 4 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities I. Talent Acquisition and RPO - The Current State Facing increasing competition for talent and the current economic downturn, many organizations are focusing limited resources on core business needs. As a result, they are outsourcing many key recruiting processes (see Figure 1), fueling the growing trend for services and solutions in the market known as Recruitment Process Outsourcing (RPO). During August and September 2008, we surveyed and interviewed a wide range of HR professionals, from many types of organizations, to determine: The current state and successes of RPO Figure 1. Does your organization outsource some of its recruiting process? The challenges and opportunities facing RPO The best practices and solutions for implementing a winning RPO program 5% Yes No Unsure/Dont Know 50% 75% n 220 147 8 percent 59% 39% 2% n=375 Defining RPO What talent acquisition activities are organizations referring to when they say they use RPO? Our study found a general consensus that RPO is the selective outsourcing of some recruiting activities. Results reveal that 73 percent of responding organizations believe that RPO is the outsourcing of some or most recruiting processes, while only 1 6 percent define RPO as the outsourcing of all recruiting activities for, at least, some levels of employees1 (see Figure 2). Clearly, there is no consensus on the scope of RPO, but the widespread application of RPO on a limited basis suggests a current emphasis on tactical considerations, even though many of our write-in responses suggest a need for a more holistic strategic approach. 5 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 2. What best describes your understanding of RPO? 5% Outsourcing ALL aspects of the recruiting process for ALL levels of employees Outsourcing ALL aspects of the recruiting process for MOST levels of employees Outsourcing ALL aspects of the recruiting process for SOME levels of employees Outsourcing MOST aspects of the recruiting process for ALL levels of employees Outsourcing MOST aspects of the recruiting process for MOST levels of employees Outsourcing MOST aspects of the recruiting process for SOME levels of employees Outsourcing SOME aspects of the recruiting process for ALL levels of employees Outsourcing SOME aspects of the recruiting process for MOST levels of employees Outsourcing SOME aspects of the recruiting process for SOME levels of employees Other n=371 50% 75% n 29 15 15 24 44 28 20 24 134 38 percent 8% 4% 4% 6% 12% 8% =73% % 6% 36% 10% What are some other definitions of RPO? (From the 10 percent that chose â€Å"Other†) â€Å"Outsourcing ANY aspect of the recruiting process for ANY level of employees† â€Å"RPO can be an end-to-end solution for all positions, or a service to take over part of the recruitment process, or be confined to just a certain title-type, such as a highvolume title. RPO can be as flexible as it needs to be for what the client wants. † â€Å"Outsource according to current needs of firm - could be any one of the above at different times or economic conditions. Ability to recruit for needed hires varies, depending on the current workload for in-house recruiters. â€Å"RPO can mean any or all of the above options based on business need. Some organizations choose to keep recruiting higher-level positions within the organization, while outsourcing the candidate sourcing, screening and administrative support up to and some including onboarding (full life cycle). † 6 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Why Use RPO? Now that we know how users define RPO, the next question is: Why do they use RPO? It is unlikely that the decision to turn over parts of such a key talent management process (recruiting) to a third-party service provider is taken lightly. To understand the reasons for this decision, we asked respondents to tell us which of the following were their organizations’ reason(s) for turning to RPO: 1. The existence of pressing staffing needs that they cannot meet themselves 2. The desire to concentrate on their core competencies 3. A lack of internal HR resources 4. The high cost of attracting and recruiting new talent themselves 5. Lack of satisfaction in the new hires they recruited themselves While many organizations chose more than one reason for using RPO, Figure 3 shows that three stand out: 1) Pressing staffing needs that they cannot meet, 2) Desire to concentrate on core business functions, and 3) Lack of sufficient internal HR resources to do the job. The fact that â€Å"the existence of pressing staffing needs† is the most important reason for choosing RPO shows that short-term business necessities can be a powerful motivator for action. This is particularly true if those same organizations also lack the internal HR resources needed to deal with staffing needs themselves - another major reason to outsource. The other main reason to use RPO, â€Å"the desire to concentrate on core competencies,† is one example of a driver that is influenced by the organization’s long-term business strategy rather than immediate responses to staffing needs. It is certainly likely that many of the organizations that initially choose to use RPO to meet short-term goals will, eventually, embrace it for its ability to solve long-term strategic problems. However, our results show that many organizations are already making business strategy a main reason for using RPO. Later in this report, we will show how those organizations may also be generating greater benefits as a result of this decision. 7 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 3: Reasons why organizations turn to RPO Percent that agree/strongly agree 60% 50% 40% 30% 20% 10% 0% Pressing staffing Desire to Lack internal needs could not concentrate HR resources on core be met competencies Cost of recruiting is too high Not satisfied with our recruits 55% 50% 43% 25% 16% What Recruiting Practices Drive RPO Today? Before determining the specific recruiting practices included in most RPO programs today, we sought to discover which practices organizations viewed as most critical. Figure 4 clearly shows that most organizations agree or strongly agree that all of the major practices presented are important. Even the lowest-ranked practice - permanent hiring services - was viewed by most respondents as a critical part of their talent acquisition program. However, our results do indicate that two specific practices, active recruiting and talent strategy development/consulting, are particularly critical to most organizations’ talent acquisition processes - see Figures 6 and 7. These two practices represent the tactical and strategic aspects of recruiting practices, respectively, and they represent the prime components of an effective RPO program. 8 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 4: The following activities are critical to achieving your organization’s talent acquisition goals. Strongly Disagree - - Strongly Agree 1 2 3 4 5 Active recruiting Talent strategy development/consulting Employer branding Measuring success of recruitment process (metrics) Onboarding Skills assessment Applicant tracking management Skills training Talent research (trends, demographics, etc. ) Passive recruiting Employee offboarding Temporary and contingent staffing services Permanent hiring services Some Other Critical Activities Related to Organizational Talent Acquisition Goals As noted by our Survey Respondents â€Å"Alignment with corporate objectives and business strategy† â€Å"Adopting and maintaining a model of continuous sourcing is not only best practice but critical in achieving effective proactive talent acquisition. † â€Å"Employee referrals- good source of applicants† â€Å"Ensuring our Applicant Tracking System is best in class and competitive† â€Å"Market tracking and employment forecasting† 9 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 5: Recruitment practices most likely to be outsourced (ranking of importance in talent acquisition in parenthesis - from Figure 4) 25% Temporary and contingent staffing services (12) Active and passive recruiting (1) Applicant tracking management (7) Permanent hiring services (13) Skills training and assessment (6, 8) Talent research (trends, demographics, etc. ) (9) Employer branding (3) Measuring success of recruitment process (metrics) (4) Talent strategy development/consulting (2) Employee offboarding (11) Onboarding (5) n=273 50% 75% n 166 135 84 67 51 51 50 29 26 24 19 percent 61% 49% 31% 25% 19% 19% 18% 11% 10% 9% 7% In Figure 5, the talent acquisition practice that ranks second in its likelihood of being outsourced, active and passive recruiting, was deemed most critical to the success of a talent acquisition program (see Figures 4 and 6). The practice that ranks third in its likelihood to be outsourced, applicant tracking management, is also one of the three practices (along with active and passive recruiting) that makes up the Tactical Recruiting group of practices identified by our analysis (see next page: Linking Strategic Priorities and Recruiting Practices). Finally, the practice that is most likely to be outsourced, temporary and contingent staffing services, is also another type of tactical recruiting practice. These results highlight the important fact that RPO today is focused mostly on outsourcing a range of tactical practices, some of which are considered critical components of talent acquisition. 10 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 6: Tactical Practice - Active Recruiting 90 percent of respondents agree/strongly agree that this practice is critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 195 139 25 5 5 5 percent 53% 37% 25% 1% 1% 1% Figure 7: Strategic Practice - Talent Strategy Development/Consulting 89 percent of respondents cite this practice as critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 189 141 26 4 7 4 percent 51% 38% 7% 1% 2% 1% 11 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Linking Strategic Priorities and Recruiting Practices Not surprisingly, our analysis showed a high degree of correlation in the value placed on similar types of recruiting practices. For example, organizations that believe talent strategy development/consulting is very critical also tend to choose employer branding as a very critical recruiting practice. To determine if the 13 recruiting practices could be reduced to a smaller number of key â€Å"practice types,† we used a statistical method called factor analysis to assess the pattern of responses from multiple respondents (organizations) to combine various responses into natural groups or components2. The analysis showed that the 13 recruiting practices belong to the following groups: Strategy Analysis: Talent strategy development/consulting, employer branding, talent research, and measuring success of recruitment process (metrics) Tactical Recruiting: Active recruiting, passive recruiting, and applicant tracking management Skill training and skill assessment Permanent hiring services and temporary and contingent staffing services Onboarding is part of both the Strategy Analysis and Skill-based groups, while offboarding is unrelated to the other practices. Most organizations treat it independently from the more recruitment-focused practices. Skill-based: Staffing Services: Miscellaneous: See Appendix 2 for a complete description of the factor analysis method and results. 2 As our definitions in Figure 2 describe, most organizations view RPO not only as a selective process when it comes to which recruiting practices to outsource, but also when it comes to which level of employees to include in an RPO program. Similarly, as with critical recruiting practices, an initial goal of our research was to determine if the recruitment of certain levels of 12 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 8: Which levels of employees will be most critical to your organization’s talent acquisition effort over the next year? mployees is considered more critical in order to understand how well RPO is meeting the needs of organizations today. As Figure 8 shows, 59 percent of respondents say that recruitment of upper and middle managers is a very important part of their talen t acquisition process - closely followed by executive recruitment (56 percent). Clearly, if an RPO program is to be fully integrated into the talent acquisition process, it needs to be used in the recruitment of these critical employee levels. Very Important Unimportant Important Irrelevant Neutral Irrelevant - Very Important 2 Upper and middle management 3 4 6 7 29 101 207 (59%) Executive 11 16 48 71 192 (56%) 133 (39%) 99 (28%) 93 (27%) 31 (9%) Exempt 22 19 1 122 Entry-level managers 22 21 73 134 Hourly 30 36 72 116 Contract labor 36 58 101 107 Contingent labor 69 56 97 76 35 (11%) 59 percent of respondents = 207 out of 381 total respondents calling â€Å"Upper and middle management† very important to talent acquisition efforts. 56 percent = 192 out of 381 total respondents calling the â€Å"Execuitve† level very important to talent acquisition efforts. 13 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Todayâ€℠¢s Challenges and Opportunities II. RPO - Challenges and Opportunities Results from the survey point to key challenges in the use of RPO in the future. The first challenge is the need to address strategic, rather than tactical, priorities with RPO. Three recruiting practices that comprise the core of a strategic approach to talent acquisition - talent strategy development/consulting, employer branding, and measuring success of recruitment process (metrics) - currently are the least likely practices to be outsourced. For most organizations, the strategic side of talent acquisition remains in-house. This may simply be an artifact of the still-early stages of RPO implementation: organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Our survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. A second major challenge facing RPO is the apparent uncertainty about how to use and benefit from it in the future. This uncertainty is evident in the responses we received when we asked people to tell us if their organizations would be using RPO in the next five years. As Figure 9 shows, 30 percent of respondents told us that their organizations will not be using RPO in the future, and another 20 percent are unsure. This last number, in particular, points to some uncertainty - as well as potential opportunity - for the future of RPO. Figure 9. Does your organization plan to outsource some of your recruiting process within the next 5 years? 25% 50% 75% n 188 111 74 percent 50% 30% 20% n=373 Yes No Unsure/Dont know Why this uncertainty about the future use of RPO? The main reasons for this reluctance are highlighted in Figure 10. It is important to note that these particular results combine both current users and non-users of RPO who say they will not be using RPO in the future. Therefore, most of the 39 percent of organizations that are not using RPO now (see Figure 1) presumably chose 14 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities the â€Å"No need to† reason for why they won’t in the future. However, two other reasons - â€Å"too expensive† and â€Å"we have not found a company that can provide us with the services we need† - are likely to be key reasons why some potential users of RPO may remain wary. Figure 10. Why will your organization not consider outsourcing some or all of its recruiting processes in the next five years? Results only include the respondents who state that their organizations will not be using RPO in the next five years. At the same time, it is important to note that 50 percent of respondents say they will use RPO in the future - indicating that many companies are satisfied with their current RPO services. At the end of this report, we will identify the â€Å"best practices† that create satisfaction and value between organizations and their RPO service providers. When it comes to turning those â€Å"unsure† organizations into RPO users, the challenge, for RPO providers, will be to provide them with those best practices in a cost-effective manner. 25% 50% 75% n 95 26 9 14 percent 66% 18% 6% 10% No need to - we do a good job of recruiting Too expensive to outsource We dont know which parts of the recruiting process should be outsourced We have not found a company that can provide us with the services we need n=144 The third challenge for RPO is one of focus and priority. Organizations consider upper and middle managers, as well as executives, as the levels for which recruiting is most important - see Figure 8. While executive recruitment is the second most likely employee level to be outsourced, turning to a third-party provider for the recruitment of upper and middle managers occurs less frequently than does the outsourcing of contingent and contract workers - two levels of employees for which recruitment is considered a relatively low priority (see Figure 11). These results indicate that RPO today tends to be used most for the recruitment of employees on two opposite ends of the spectrum - temporary workers and executives. The final RPO challenge may also be the greatest opportunity - maximizing the Return on Investment (ROI). As with every other business decision, the success of RPO can be measured by its ROI. While organizations use various payment models to invest in their RPO programs, the â€Å"fee per hire† model 15 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 11: How often do you outsource the recruiting of each level of employee? Most recruiting is outsourced Always Sometimes (but we do most) Infrequently Never Never - Usually 2 Contract labor 3 4 86 47 70 86 41 Executive 92 46 79 87 32 Contingent labor 104 51 49 71 43 Upper and middle management 102 58 112 61 14 Exempt 108 85 99 21 9 Entry-level managers 130 81 91 27 7 Hourly 142 82 63 39 9 dominates (see Figure 12). This is not surprising given the fact that RPO is largely viewed by our survey respondents as a solution to address pressing staffing needs (Figure 3). Organizations that are initially turning to RPO to deal with immediate recruiting problems will likely look for a short-term payment model, given the uncertainty of their future RPO needs. However, as those same organizations become aware of the long-term value of RPO (in other tactical and strategic recruiting areas), they will likely move towards longer-term contractual arrangements with RPO service providers, or a combination of payment models (see Figure 12). 16 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 12. What payment model does your organization use when recruiting is outsourced? Note: the majority of respondents who chose â€Å"Other and/or combination of the above† indicated that they used a combination of fee per hire and short- or long-term contracts for specific levels of employees (e. g. , Contingent and/or Executives). 25% Fee per hire Monthly retainer/management fee Short-term service contract based on services provided, not number of hires recruited Long-term service contract Other and/or combination of the above n=323 50% 75% n 169 23 39 25 67 ercent 52% 7% 12% 8% 21% Regardless of how recruiting is financed, measuring the success of the process is critical to determining ROI - whether for in-house or outsourced recruiting programs. Sixty-four percent of respondents say that they know that their organizations measure some aspects of recruiting success (anoth er 10 percent are unsure). Figure 13 summarizes the results for RPO effectiveness, broken down by specific recruiting metrics. Overall, the results display a moderate level of satisfaction with RPO. The vast majority rank their process as â€Å"average† or â€Å"above average† for each metric, with only a few citing â€Å"poor† or â€Å"below average† satisfaction. However, it is also true that relatively few organizations believe that their RPO is doing an outstanding job as measured by any metric. This means that there are definite opportunities for improving RPO effectiveness. 17 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 13. How effective is your organization’s current RPO for each of the following measures of recruitment success? Above average Below average Outstanding Average Never - Usually 1 Offer acceptance ratio Quality of hire Percent of jobs filled New hire retention rate Staffing efficiency ratio Candidate diversity Time to submission Time to fill Cost per hire 2 3 As a bottom-line question, we asked respondents to rate RPO impact: is there positive ROI, or is RPO a drain on the organization? As Figure 14 highlights, the current level of satisfaction with RPO programs leaves room for improvement. In fact, almost two-thirds of all organizations (61 percent) rank their current RPO program as being only break-even or worse. In contrast, only 39 percent of organizations currently using RPO think their program is providing a good or excellent ROI. Poor 5 8 4 4 4 7 5 5 6 7 6 18 16 19 29 17 33 30 65 70 73 73 69 81 86 93 90 85 101 82 89 44 62 55 60 58 37 32 39 23 19 26 17 24 19 18 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 14. How would you rank the current Return on Investment for your organization’s RPO? Note - only results from organizations currently using RPO. 25% 50% 75% n 13 60 82 80 19 percent 5% 24% 32% 31% 8% Poor - the quality of hires and services does not justify the cost of the process Fair - We want the quality and/or cost of the services to improve to continue with RPO provider Neutral - it is a break-even process at the current time Good - RPO has measurably increased the quality of hires and cost effectiveness of recruiting Excellent - RPO is a critical factor in our organizations current and future success n=254 However, to end the story, we took a deeper look at specific organizations that are experiencing the greatest ROI from their Recruitment Process Outsourcing program. To do this, we differentiated between those organizations that are currently using an RPO approach that outsources talent strategy development/consulting practices (along with other practices that our analysis identified as strategic recruiting practices) and those that aren’t - and looked for how their ROIs differ. The results are striking - see Figure 15. Clearly, those organizations that apply RPO to addressing strategic needs in their talent acquisition process are the organizations that are capturing the full value of RPO. with Excellent ROI Figure 15. Organizations that apply RPO to addressing strategic needs are significantly more likely to achieve an â€Å"Excellent† ROI from outsourced recruiting practices. RPO with Strategic Focus 22% RPO with Tactical Focus 4% 0% 5% 10% 15% 20% 25% 19 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities III. Conclusion Our study confirms the findings of other recent reports on RPO. For most organizations, RPO means the outsourcing of selected recruiting activities for selected levels of employees - the definition used by 73 percent of our survey’s respondents. Given that definition, we found that RPO is an important component of most talent acquisition processes today, with 59 percent of organizations currently outsourcing some or all of their recruiting services. We identified several important reasons for using RPO. However, the two major ones are distinguishable by their focus on tactical goals - the need to meet pressing staffing needs - and on strategic goals - the desire to focus on core competencies. Clearly, most organizations using RPO today are using it for tactical reasons. However, equally evident is the fact that those organizations that have adopted a strategic RPO approach are the ones that are capturing the most value from the process. With 50 percent of our respondents saying that they will use RPO in the future and another 20 percent open to the idea, the future of RPO is positive. For those organizations that want to leverage the full potential of RPO to improve the talent acquisition process, and their overall business strategy, it is critical that they consider making RPO a larger part of their talent management strategy. Then, they may be able to join that group of respondents who manage to more fully benefit from RPO - see RPO Best Practices. What our respondents have to say about RPO Best Practices â€Å"Any organization moving to an RPO should expect to invest its own time in ensuring hiring managers are adequately trained on how to best work with a new system, process, recruiter, etc. in order to make the relationship work effectively. - Manager in a mid-size retail company â€Å"Knowledge and experience in our industry [are important] because we are so niched. Standard approaches just don’t work for us. Our providers must exhibit competence in many different industries †¦Ã¢â‚¬  - HR Director for a large healthcare company with offices in seven countries â€Å"I can buy supplemental recruitment services a la carte to supplement my internal team’s capabilities. RPOs give me an alternative to the traditional outsource contingency and temporary staffing firms. † - Vice President of HR of a mid-size Financial Services company â€Å"[A best-practice RPO provides] good utilization of HR and company resources, good-quality hiring processes, and good metrics on a timely basis. Consistency in processes is important. - Vice President of HR for a large automotive company â€Å"My providers have an understanding of my specific needs and qualifications †¦ [and the] more personality- and attitude-driven qualities that I would like to see in employees. Will the employee fit in with our corporate atmosphere? My providers can key in to attributes that they have learned from doing business with me for so long. † - HR Director for a small high-tech company â€Å"Great communication! † - Recruit er for a mid-size bank holding company 20 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 1: Methodology and Demographics Methodology We surveyed 381 people, of which more than 50 percent are Director/Vice President or higher, and over 75 percent work in some area of HR or talent management - see demographic breakdown below. The online survey consisted of 33 questions concerning issues related to RPO use, definition, practices outsourced, payment models used, and overall (and practice-specific) effectiveness. The survey took respondents, on average, about 15 to 20 minutes to complete. The 33 questions on talent branding were divided into six main parts: 1. Current or planned use of Recruitment Process Outsourcing (RPO) 2. User definition of RPO 3. Recruiting practices and employee levels included in RPO services 4. Drivers for organizations to use RPO 5. The Return on Investment for RPO 6. Best/worst practices in RPO For part 6 above, we also conducted nine in-depth telephone interviews with selected survey respondents to gain more information on the success and failure of specific RPO practices. A two-step analysis of all quantitative data was carried out: 1) Standard descriptive statistical methods were used to determine the frequencies and/or means (and standard errors) of the current state and future trends in RPO, as well as variation among organizations in RPO practices, payment models and program effectiveness. 2) Various inferential statistical methods (i. e. ANOVA and z-tests) were used to determine whether there are statistically significant differences in the responses for the various groups of respondents, as identified by the demographic shown on the next pages3. The only significant findings in this part of the analysis were the not surprising results that larger organizations wer e more likely to use RPO, as well as the fact that larger organizations place more emphasis on certain recruitment practices- e. g. , employer branding. 3 21 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Demographic Information Industry % 17% 8% 6% Automotive 3% 2% 3% Banking Chemicals Petroleum Consumer Packaged Goods Education Electronics/Technology 5% 3% Financial Markets Government Healthcare Industrial Products 10% Insurance Media Entertainment 4% 1% 3% 1% Pharmaceuticals Professional Services Retail Telecommunications Transportation Logistics Trade Tourism Utilities Other 2% 1% 5% 3% 2% 20% 15% 17% Position 37% Board/C-Level/Principal Director/Vice President 30% Supervisor/Manager Practioner/Other 22 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Functional Area 23% 21% Recruitment General HR or Talent Management Training Development Leadership Succession Workforce Planning Other Human Resources Non-HR 8% 3% 3% 5% 37% 1% 3% 1% 1% 1% 2% 4% 4% 2% Country United States Canada India Australia United Kingdom 7% Brazil Malaysia Other- Europe Other- Asia 72% Other- Central/South America Other 9% 15% 47% Organization Size 1,000 employees 1,001 – 10,000 employees 10,001 – 50,000 employees 29% 50,000 employees 23 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Appendix 2: Factor Analysis of Critical Talent Acquisition Practices As discussed in the main text, we performed a factor analysis of the 13 talent acquisition practices in order to determine: 1. If the practices could be grouped into logical functional groups 2. Which groups are most used by RPO today, as well as which groups are underutilized and provide the most opportunity for the future of RPO These factor components are a very powerful method to shrink the number of variables to a more manageable level and provide insights unavailable with the analysis of individual variables (e. g. , specific talent acquisition practices). More importantly, these groupings often allow us to see patterns in the results that are obscured by the sheer number of original variables. In other words, they allow us to identify new, previously unnamed variables that underlie and drive the variables in our survey. We were able to group all 13 of the original questions into one of five factors (groups) that explained 70. 8 percent of the variation in responses - a very high level of explanation. The results are summarized in Table 2, Appendix Two, which shows how much the original questions contribute to each of the groups. The results of the factor analysis are striking: 1) Factor 1 is made up of all the talent acquisition practices associated with talent strategy, metrics and analysis (numbers in red) that are major parts of a strategic RPO. In addition, onboarding is partially included in this group, indicating that onboarding programs play a role in talent strategy, although not as great as the four practices in red. The clear implication is that there is an underlying variable focusing on talent strategy and analysis, of which the four specific practices are parts. 2) Factor 2 is made up primarily of the two skill-based practices- skills training and skills assessment (numbers in green), with a significant contribution from onboarding. This should not come as a surprise ince while onboarding includes other important purposes, skill training for new recruits is certainly a major one. 3) Factor 3 covers the general recruitment practices. They include the major parts of any tactically driven RPO progr am and consist of the active and passive recruiting practices, as well as the associated applicant tracking management practice (numbers in blue). 4) Factor 4 includes the two specific hiring services- permanent hiring and temporary/contingent staffing (numbers in pink). This provides evidence that organizations tend to deal with their permanent and temporary hiring needs in a coordinated fashion- a positive approach to take! ) Factor 5 consists entirely of the employee offboarding practice (in orange) and indicates that most organizations do not integrate this practice with their more recruiting-specific practices. 24 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 2: Table 1. Factor Analysis of 13 talent acquisition practices to determine recruitment practice groups. The larger the absolute value of the number in each box (the closer it is to 1 or -1), the more important it is to the creation of each group. Factor 1 Talent strategy development/consulting Employer branding Talent research (trends, demographics, etc. Measuring success of recruitment process (metrics) Skills training Skills assessment Onboarding Active recruiting Passive recruiting Applicant tracking management Permanent hiring services Temporary and contingent staffing services Employee offboarding Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a. Rotation converged in six iterations . 753 . 736 . 770 . 641 . 220 . 254 . 446 . 208 . 165 . 228 . 225 -. 073 . 071 2 . 241 . 172 . 139 . 244 . 858 . 868 . 513 . 190 -. 072 . 240 . 002 . 051 . 147 3 . 138 . 185 . 167 . 350 . 107 . 088 . 195 . 743 . 811 . 661 . 011 . 141 . 092 4 -. 015 . 003 . 197 . 052 . 003 . 062 . 021 . 133 -. 016 . 118 . 804 . 850 . 152 5 -. 095 . 189 -. 023 . 224 . 174 -. 017 .316 -. 051 . 048 . 224 . 154 . 016 . 916 25 Copyright  © 2009 Human Capital Institute. All rights reserved.

Description Assignment Essay Example | Topics and Well Written Essays - 1500 words

Description Assignment - Essay Example Professor Earle’s book is based on the assumption that the field of engineering makes use of a form of expression no less special than that of the lawyer, the novelist or the poet. The purpose of the primary text is to focus on how to achieve a readable style. The author assumes that, without the knowledge he prescribes, no one would really be interested in reading anything you write. It is only through learning the knowledge in the book that readers will be attracted to your writing. The second text gives us a more conceptual background on what technical writing is all about and how it differs from general writing. Throughout the text, Professor Earle emphasizes the succinctness of technical writing so that engineers can reach the best results without much waste of time. Both of the books discuss the requirements of technical writing and list some of the important characteristic of technical writing. At the introductory chapter, both books attempt to explicate how technical writing (expository) differs from the general writing. In the first book by Tebeux and Dragga, they listed four important specialties. These included the requisite awareness that legal liabilities might arise due to the content of the documents or that the documents might be read by unknown readers who might be interested in the organizations. Besides, the writing should achieve the intended job goals by a wide variety of readers who might be having completely different perspectives from the writer. In addition, they emphasize that a good technical paper should have the following qualities: accuracy, clarity, conciseness, readability, usability, and correctness. Professor Earle also elucidates the occasions when it may be necessary to apply the technical writing. Unlike what we did at school, there is actually no force to demand for people to write something. Technical writing,

Physician Credentialing Assignment Example | Topics and Well Written Essays - 500 words

Physician Credentialing - Assignment Example Information submitted by any applicant should be thoroughly examined and cross-checked to ascertain honesty and experience of such an applicant. The education background should be verified by checking all certificates presented. It should be ensured that the resume is consistent with the age of the applicant since some applicants could try to fake their resumes hoping not to be noted. This is important as it helps to ensure that applicants will have gone through formal education and qualified in whatever fields they applied. This information will be got through certificates and also through contacting the education institutions stated on the resumes.  History of the practice of applicants is also important. This is the period that an applicant has been in practice. The medical field is not one whereby applicants work on probability but based on being sure of what they are doing. Hence, every hospital that an applicant claims to have practiced should be contacted and letters or reco mmendation reviewed. Conduct history is one other thing that thing that will not be overlooked (Matzka, 2007). An applicant needs to come with a certificate of good conduct showing that he/she has maintained integrity throughout the period of practice. Any penalty that an applicant has suffered in the course of practice is reviewed and the reason behind ascertained.  At Rural Outreach Community Hospital, any applicant is taken through a thorough scrutiny that ensures that they meet all the laid down procedures of approval. As the one in charge, I would ensure that there is a procedural interview process through which all applicants are taken through. There would be a practical exam where a hand on experience is checked by a qualified professional.  After this, the applicants who qualify are not hired on permanent basis but are first hired as interns. During this internship period, their performance is

Drugs Affecting the Central Nervous System (CNS)

Drugs Affecting the Central Nervous System (CNS) Drugs acting in CNS were among the first to be discovered by primitive humans and are still the most widely used group of pharmacologic agents. In addition to their use in therapy, many drugs acting on the CNS are used without prescription to increase ones sense of well being. The mechanism by which various drugs act in the CNS have not been clearly understood. In last three decades, however, dramatic advances have been made in the methodology of CNS pharmacology. It is now possible to study the action of a drug on individual cells and even single ion channels with synapses. The information obtained from such studies is on the basis for several major developments in studies of the CNS. These are the classification of CNS acting drugs. In addition to many medical uses, drugs acting on the cns are using worldwide i.e. alcohol, nicotine, caffeine with various degrees of societal controls due to production of addiction or dysfunctional behaviours. We know that CNS acting agents mainly exert their effects by modulation of synaptic transmission of information between neurons. These actions alter the electrical exciteability of nerve cells by changing the movement of chemical ions across  nerve and neuron cell membrane. In general, these drugs ct on a receptor to directly or indirectly open or close ion channels in the cell membrane and thus make the nerve cell more exciteable with regard to its ability to send information. ION CHANNELS: The membrane of nerve cells contain two types of channels defined on the basis of the mechanism controlling their gating: voltage-gated and ligand-gated channels.Voltage gated channels see Table-1 are respond to changes in the membrane potential of the cell.In nerve cells, these channels are concentrated on the initial segment and the axon and are responsible for the fast action potential,which transmitthe signal from cell body to nerve terminal. There are many types of voltage-sensitive calcium and potassium channels on the cell body, dendrites and initial segment, which act on a much slower time scale and modulate the rate at which the neuron discharge. CHANNEL TYPE MODE OF TOXIN ACTION:  Tetrodotoxin VOLTAGE-GATED:  Blocks channel from outside MODE OF TOXIN ACTION:  Betrachotoxin VOLTAGE-GATED:  Slows inactivation MODE OF TOXIN ACTION:  Apamin VOLTAGE-GATED:  Blocks small Ca-activated K-channels MODE OF TOXIN ACTION:  Agatoxin VOLTAGE-GATED:  Blocks p-type channels MODE OF TOXIN ACTION:  Omega-conotoxin VOLTAGE-GATED:  Blocks n-type channels MODE OF TOXIN ACTION:  Charybdotoxin VOLTAGE-GATED:  Blocks big Ca-activated K-channels IDENTIFICATION OF CENTRAL NEUROTRANSMITTER: Because drug selectivity is based on the fact that different pathways use different transmitters, a primary goal of neuropharmacologists is to identify the transmitter in CNS pathways. Establishing that a chemical substance is a transmitter has been far more difficult for central synapses than for peripheral synapses. The following criteria have been established for transmitter identification: LOCALIZATION: Approaches prove that a suspected transmitter resides in the presynaptic terminal of the pathway uder study include biochemical analysis of regional concentrations of suspected transmitters and immunocutochemical techniques for enzymes and peptides. RELEASE: To determine whether the substance is released from a particular region, local collection of the extracellular fluid can sometimes be accomplished. In addition, slices of brain tissue can be electically or chemically stimulated in vitro and the released substances measured. To determine whether release is relevant to synaptic transmission, it is important to establish that the release is calcium-dependent. SYNAPTIC MIMICRY: Finally, application of the suspected substance should produce a response that mimics the action of the transmitter released by nerve stimulation. Furthermore, application of the selective antagonist should block the response. The excitatory neurotransmitter released from these cells is in most instances. The information is typically phasic and bursts of action potential. Microionophoresis, which permits highly localized drug administration, has been a valuable technique in assessing the action of suspected transmitter. Because of the complexity of the CNS, specific pharmacologic antagonism of a synaptic response provides a particular powerful technique for transmitter identification. DRUG CONCENTRATION AND INTESITY OF ITS EFFECTS: Intensity of pharmacological effect is given as, Intensity of effect= DRUGS ACTING UPON CNS: CAFFEINE: Caffeine and the chemically related xanthenes, theophylline and theobromine Decreases in the order given in their stimulatory action.They are over-the-counter drugs, used to block adenosine receptor as an antagonist. AMPHETAMINE: The stimulation caused by excessive release of norepinephrine from storage sites in the peripheral nervous system. It is not known whether the same action occurs in the CNS. Two other theories regarding for their action are that they are degraded slower than epinephrine or that they could act on serotonin receptor sites. NARCOTICS: Narcotic agents are potent and effective for the relief of severe pain. Analgesics are selective cns drug to reduce pain.Long term administration produces tolerance, pstchic and physical dependence. CENTRAL NERVOUS SYSTEM DEPRESSANTS AND STIMULANTS: CNS DEPRESSANTS: CNS depressants slows down normal brain functions. In higher doses, some CNS depressants can become general anesthetics. Tranquilizers and sedatives are example of CNS depressants. CNS depressants are based on two groups such as: CNS STIMULANTS: Stimulants increase alertness, attention and energy which are accompanied by increases in blood pressure rate and respiration. Stimulants were used to treat asthma and other respiratory problems, obesity, neurological disorder and a variety of other ailments. As their potential for abuse and addiction became apparent to wane. Now, stimulants are prescribed for treating only a few health conditions, include attention deficit hyperactivity disorder and depression that has not responded to other treatment. It is also used for short-term treatment of obesity and for patients of asthma. INTODUCTION TO SEDATIVE-HYPNOTIC: Interms of drugs, sedative refers to a substance that moderates the activity and excitement while inducing a calming effect, while hypnotic effect refers to a substance that causes drowsiness and facilitates the onset and maintenance of natural sleep. The term anxiolytic is sometimes applied to a sedative-hypnotic; however, be aware that many drugs especially the selective serotonin secretion reuptake inhibitors are useful as a chronic anxiolytic dug demonstrated by their efficacy in certain psychiatric disordres like generalized anxiety disorder. THERAPEUTIC EFFECTS OF SEDATIVE-HYPNOTICS: SEDATION: All drugs in this class produce sedation,, with relief of anxiety. Benzodiazepenes also exert anterograde amnesic effects (i.e the inhability to remember events occuring during the drug action ) at sedative doses. The amnesic action is a primary reason some benzodiazepenes ( i.e., midozam ) are commonly used for short duration invasive procedures. They donot provide pain relief however, and must be used in conjunction with analgesics. HYPNOSIS: Sedative-hypnotics promote sleep onset and increase the duration of sleep. All of the sedative-hypnotics will induce sleep if given in high enough dose. Rapid eye movement ( REM ) sleep stages are usually decreased at high doses. REM rebound can be detected following termination of sedative-hypnotics. ANESTHESIA: At high doses, sedative- hypnotic produce a loss of consciousness with amnesia at high level and a suppression of reflexes. Anesthsia can be produced by most barbiturates and some benzodiazepene, which is generally used frequently as a induction agent for general anesthesia. Only three, diazepam, midazolam and lorazepam are formulated I.V. ANTI-CONVULSANT AGENT: Most barbiturates and some benzodiazepene suppress seizures activity at high dose. However, often this occur along with marked sedation. Selective have anti-convulsant activity and can decrease the spread of epileptiform activity without CNS depression. Some are administered intravenously to treat status epilacticus. MUSCLE RELAXATION: Most sedative-hypnotics causes muscle relaxation at high doses. Diazepam is effective at sedative doses and is useful for treating specific spasticity state including cerebral palsy. TOLERANCE AND DEPENDENCE: TOLERANCE: Decreased responsiveness to a drug following repeated exposure commonly occurs with the continuous use of sedative-hypnotics. The mechanism of action of sedative-hypnotics are not well known. DEPENDENCE: Psychologicaaly dependence usually occurs wit h most of the sedative-hypnotics with leads to the compulsive use of these agents to reduce anxiety. Physical dependence is the development of withdrawal syndrome occurs when the drugs are discontinued. Withdrawal syndrome includes, tremors, hyper reflexia, and seizures. These symptoms occur most commonly with shorter acting drugs. EFECTS ON CNS WITH INCREASING DOSAGE: Calmness or drowsiness (sedation) Sleep (pharmacological hypnosis) Unconsciousness Coma Surgical anesthesia Fatal respiratory/ cardiac depression INTRODUCTION TO ANALGESICS: An analgesic also known as a painkiller is any member of the group of drugs used to relieve pain. Analgesic drugs act in various ways on the peripheral and central nervous system they include paracetamol and acetylaminophetol also known in the us as acetaaminophen, the NSAIDs such as the acetyl salicylic acid and opiods drugs such as morphine and opium. They are distinct from anesthesia who reversibly eliminate sensation. In choosing analgesics, the severity and response to the medication determines the pain ladder is originally developed in cancer-related pain is widely applied to find suitable drugs in a step wise manner. The choice is also determined by the type of pain, for neuropathic pain, traditional analgesics are less effective and there is often benefit from classes of drugs that are normally not considred analgesics such as tricyclic anti-depressants and anti-convulsants. WHAT IS PAIN ? Pain is physiological process that can be classified interms of its intensity ( mold, moderate, severe) its duration (acute, convulascent, chronic) its mechaism ( neurologic, nociceptive, physiologic) and its clinical context ( post surgical, malignancy) pain detection or nocicepter requires activation of specialized transducers called nociceptor, see Table-2, which are activating following thermal, mechanical or chemical tissue injury and initiate different transmission of action potential to the dorsal horn of spinal cord. Category:  Physiological Cause:  Brief exposure to a noxious stimulus Symptoms:  Rapid, yet brief pain perception Example:  Touching a pin or hot object Category:  Nociceptive Cause:  Somatic or visceral tissue injury with medication impacting on intact nervous system Symptoms:  Moderate to severe pain, described as crushing, stabbing, usually worsen after the first 24 hours Example:  Surgical pain, traumatic pain, sickel cell crisis Category:  Neuropathic Cause:  Damage of dysfunctional of peripheral nerves or CNS Symptoms:  Severe lancinating, burning or electrical shock like pain Example:  Neuropathy, chronic regional pain syndrome, postherpetic neuralgia Category:  Mixed Cause:  Combined somatic and nervous tissue injury Symptoms:  Combination of symptoms, soft tissue pain and radicular pain Example:  Low back pain, back surgery pain Analgesics are a class of drugs used to relief pain. The pain relief by analgesics occurs either by blocking pain signals or by interfering with the brain interpretation of the signalwithout producing anesthesia or loss of consciousness. There are basically two kinds of analgesics: KINDS OF ANALGESICS: It should be noted that some reference include aspirin and other non-steroidal anti inflammatory drugs (NSAIDs) in the class of analgesics because they have some analgesic properties. Aspirin and NSAIDs primarily have an anti-inflammatory affect, as opposed to being solely analgesic. NON-NARCOTIC ANALGESICS: Acetaminophen is the most commonly used over-the-counter, non-narcotic analgesic. Acetaminophen is a popular pain reliver because it is both effective for mild and moderate relief of pain and relatively inexpensive. It must be emphasized though that the safety of acetoaminophen is tied to proper use of the drug (use according to specific prescribed instructions). If acetoaminophen is not used according to the directions on the label, serious side effects and possible fatal consequences can occur. For example, taking more than 4000 mg/day or using it long term can increase the risk of liver damage. The risk of liver damage also increased by ingesting alcohol. Many people donot realize that acetoaminophen is found in more than 600 OTC. It can be found in combination with other active ingredients in many cold, sinus and cough medications. The commulative effect of acetaminophen must be considered if you are taking multiple drugs which contain acetaminophen. NARCOTIC ANALGESICS: There are two types of narcotic analgesics: The opiates (found in alkaloid, opium) The opioids (derivatives of opiates) Opiods are any medication which binds to opioid receptors in the CNS or gastrointestinal tract. There are four broad classes of opioids: Endogenous oopioids peptides (produced in the body: endorphins, dynorphins, enkephalins) Opium alkaloids (morphine, codeine, theibaine) Semi-synthetic opiods ( heroin, oxycodone, hydrocodone, dihydrocodeine, hydromorphone, oxymorphone) Fully synthetic opioids (pethidine, methadone, fentanyl, propoxyphene, buprenorphine) Opioids are used in medicine as strong analgesics, for relief of severe or chronic pain. There is no upper limit for the dosage of opioids used to achieve pain relief, but the dose must be increased gradually to allow for the development of tolerance to adverse effects ( for eg. Respiratory depression). According to emedicine: some people with intense pain get such high doses would be fatal if taken by someone who was not suffering from pain. PHARMACOLOGY OF SYSTEMIC ANALGESICS: Systemic administration of analgesic drugs is still the most widely used method for providing pain relief in acute painful situations. Opioids may be selected on the basis of their physicochemical characteristics and their diffusion index to the brain. But in clinical practice, their very steep concentration-analgesic effect relationship remains a critical aspect of opioid therapy. Thus, small fluctuations in plasma concentrations of opioids may lead to profound fluctuations in analgesic effect when their plasma and effect-site concentrations are near the minimum effective analgesic concentration (MEAC). Combining drugs acting on different mechanisms of nociceptive modulation offers benefits from additive/synergistic effects and will decrease the incidence of their adverse effects. Evidence-based reviews showed that effective pain relief using non-opioid analgesics relied on paracetamol supplemented with non-steroidal anti-inflammatory drugs (NSAIDs). The role of COX-2 selective inhi bitors (CSIs) in acute pain relief still requires further evaluation. NSAIDs, CSIs and paracetamol share the property of morphine sparing in situations of severe (post-operative) pain. CSIs may be beneficial in patients in whom post-operative bleeding is a major surgical risk as the effects of NSAIDs on coagulation may last for days. Finally, low-dose ketamine infusions remain a worthwhile addition to opioid therapy. Analgesic concentrations of ketamine are 1/5th to 1/10th the anaesthetic concentration and exert significant inhibition on N-methyl-d-aspartate (NMDA) receptor activation. There have been debates over the additine potential of opioids vs. the benefits of their analgesic properties for treating non-malignant chronic pain such as chronic arthritis. Some experts believe opioiods can be taken for years without addiction or toxic side effects. The enhanced quality of life which opioids may provide the patient must considered. Common SIDE EFFECTS and ADVERSE REACTION: Nausea Vomiting Drowsiness Dry mouth Miosis (contraction of pupil) Urinary retention Constipation or fecal impaction Orthostatic hypotension Less common SIDE EFFECTS and ADVERSE REACTION: Confusion Hallucinaation Hives Itch Bradycardia Hypothermia Raised intracranial pressure Tachycardia Flushing Muscle rigidity Most severe SIDE EFFECTS and ADVERSE REACTION: Respiratory depression Fatal overdose INTRODUCTION TO ANTI-SEIZURES: After stroke, epilepsy is the second common disorder of CNS affecting about 1% of the population worldwide. Most (80%+) cases can be well controlled with anti-seizures drugs. However, that leaves many characterized by periods of abnormal firing of CNS neurons and can be caused by many neurological conditions (i.e. tumors, injury, infection). In some cases, there is also agenetic predisposition to epilepsy. Anti-seizures medication were originally designed to help people who have epilepsy, but the nerve-calming quality of some of these drugs can also help quiet the burning, stabbing or shooting pain often caused by nerve damage. Nerve damage (neuropathy) can be caused by many factors, including: DIABETES: High blood sugar levels, common in diabetes, can damage the nerves throughout the body, but the first symptomatically is numbnessand pain in the hands and feet. SHINGLES: Anyone who has had chicken pox is at risk of shingles a rash of blisters that can be painful or itchy. A condition called postherpetic neuralgia occurs if shingles pain persists after the rash disappears. Because the risk of shingles increases with age, evryone everyone everyone age 60 or older should receive the zoster vaccine which can help prevent this painful condition. CHEMOTHERAPY: Some chemotherapy drugs can damage nerves causing pain and numbness that typically begins in the tip of toes and fingers. HERNIATED DISK: Nerve damage can occur if a herniated in your spine squeezes a nerve passing through your vertebrae too tightly. INHERITED NEUROPATHIES: Some neuropathies are passed on genetically and affects different nerves, depending upon the type of disorder. The most common hereditary neuropathy is Charcot-Marie-Tooth disease which affects motor and sensory nerves. MECHANISMS OF ANTI-SEIZURE DRUGS: Exact mechanism of anti-seizues drugs are not well understood but tese medications appear to interfere with the over react transmission of pain signals sent from damaged nerves. Some anti-seizures work particularly well for certain conditions. Carbamazepine is prescribed for trigeminal neurolgia, a condition that causes facial painn appears as electrical shocks. It is important note that FDA has issued a warning that all anti-seizures associated with a slight increased risk of suicidal thoughts or actions. Talk to your doctor if you are experiencing feeling of depression or suicidal thoughts. GABAPENTIN: Used with other epilepsy drugs to treat partial and some generalized seizures. Few lasting side effects. During the first week of treatment, a person may experience tiredness and dizziness. PHENYTOIN: Controls partial seizures and generalized tonic-clonic seizure. Also can be given by intravenously in the hospital to rapid control active seizures. Side effects include dizziness, fatigue, acne, slurred speech, rash, and increase hair. Over the long term the drug can cause bone thinning. VALPROIC ACID: Used to treat partial, absence and generalized tonic-clonic seizures. Common side effects include dizziness, nausea, vomiting, tremor, hair loss, reduced attention, depression in adults, irritability in children, a decrease in thinking speed. Over the long term, the drug can cause bone thinning, swelling of the ankles, liver damage, decreased platelets. INTRODUCTION TO ANTI-PSYCHOTICS: A person who is psychic out of touch with the reality. People with psychosis may hear voices or have strange and illogical ideas for eg, thinking that others can hear their thought or are trying to harm them or they are president o f us or some famous person. They may get excited or angry with no apparent reason, or spend lots of time by themselves or in bed, sleeping during the day and awake at night. The person may neglect appearance, not bathing or changing clothes, hard to talk to- barely talking or saying things that make non-sense. They often are initially unaware that their condition is an illness. These kinds of behavior are symptoms of a psychotic illness such as schizophrenia. Anti-psychotic drugs reduces these symptoms. These medications cannot cure the disease but they can take away many of the symptoms or make them mild. In some cases, they can shorten the course of episode of illness well. There are number of anti-psychotic medications available. These medications affect the neurotransmitter that allow communication between nerve cells. One such neurotransmitter, dopamine, is thought to be relevant to schizophrenia symptoms. All thes e medications have some effect for schizophrenia. The main differences are in their potency that is the dosage prescribed to produce therapeutic effect. Some people may think that thehigher doses of medication prescribed the more serious the illness but this is not always true. The 1990s saw the development of several new drugs for schizophrenia called atypical antipsychotics because they have fewer side effects than the older drugs, today they are often called and used as afirst line of treatment. The first atypical antipsychotic drug was introduces in 1990. In clinical trials, these medications were found to be more effective than conventional or typical Antipsychotic drugs in individuals with treatment-resistant schizophrenia, that is not responded to other drugs and the risk of tardive dyskinesia ( a movement disorder was lower). However because of the potential side effects of serious blood disorder -agranulocytosis, white blood cells loss that fight infection. Patient who are on clozapine must have a blood test on every 1 or 2 weeks. The inconvenience and cost of blood tests and the medication itself have made maintenance for adults for many people. Several other atypical antipsychotics have been developed since clozapine was introduced. INDICATIONS OF ANTI-PSYCHOTIC DRUGS: Common conditions with which antipsychotics might be used include schizophrenia, bipolar disorder and delusional disorder. Antipsychotics might also be used to counter psychosis associated with a wide range of other diagnoses, such as psychotic depression. However, not all symptoms require heavy medication and hallucinations and delusions should only be treated if they distress the patient or produce dangerous behaviors. For non-psychotic disorders: In addition, antipsychotics are increasingly used to treat non-psychotic disorders. For example, they are sometimes used off-label to manage aspects of Tourette syndrome or autism spectrum disorders. They have multiple off-label uses as an augmentation agent (i.e. in addition to another medication), for example in treatment-resistant depression essive, anti-impulsive, anti-suicidal and hypnotic (sleep) medications. Antipsychotics have also been increasingly used off-label in cases of dementia in older people, and for various disorders and difficulties in children and teenagers. A survey of children with pervasive developmental disorder found that 16.5% were taking an antipsychotic drug, most commonly to alleviate mood and behavioral disturbances characterized by irritability, aggression, and agitation. Recently, risperidone was approved by the US FDA for the treatment of irritability in children and adolescents with autism. Antipsychotics are sometimes used as part of compulsory treatment via inpatient (hospital) commitment or outpatient commitment. This may involve various methods to persuade a person to take the medication, or actual physical force. Administration may rely on an injectable form of the drug rather than tablets. The injection may be of a long-lasting type known as a depot injection, usually applied at the top of the buttocks. Those that are available in injectable form are haloperidol, olanzapine, and ziprasidone while those available as depot are haloperidol, flupenthixol, clopenthixol, and risperidone. Antipsychotics are among the biggest selling and most profitable of all drugs, generating $22 billion in global sales in 2008. By 2003 in the US, an estimated 3.21 million patients received antipsychotics, worth an estimated $2.82 billion. Over 2/3 of prescriptions were for the newer more expensive atypicals, each costing on average $164 compared to $40 for the older types. By 2008, sales in the US reached $14.6 billion, the biggest selling drugs in the US by therapeutic class. The number of prescriptions for children and adolescents doubled to 4.4 million between 2003 and 2006, in part because of increases in diagnoses of bipolar disorder. Due to the chronic nature of the treated disorders, antipsychotic medications, once started, are seldom discontinued, and the aim of the treatment is often to gradually reduce dosage to a minimum safe maintenance dose that is enough to control the symptoms. Only when the side-effects have become too severe and/or a patient have been symptom-free for a long periods of discontinuation carefully attempted. MULTIPLE MEDICATIONS: Antipsychotic medications can produce unwanted effects when taken with other medications therefore, doctor should be told about all the medications being taken including over -the-counter medications and vitamin, mineral, and herbal supplements and the extent of alcohol use. Some antipsychotic interfere with anti-hypertensive drugs (taking for high blood pressure), anticonvulsants (taken for epilepsy) and medicine used for parkinsons disease. Other anti-psychotic add to the effect of a alcohol and other CNS depressants such as anti-histamines, barbiturates, anti-depressants, some sleeping and pain medications and narcotics. OTHER EFFECTS: Long term treatment of schizophrenia with one of the older, or, conventional antipsychotics may cause to develop tardiye dyskinesia. Tardiye dyskinesia is a condition characterized by involuntary movements, most often around the mouth. It may range from mild to severe. In some people, it cannot be reversed, while others recoverd partially or completely. Tardiye dyskinesia is sometimes in people with schizophrenia who have never been treated with an antipsychotic medications is called spontaneous dyskinesia however, it is most often seen after long term treatment with older antipsychotic medications. The risk has been reduced with newer atypical medications. There is a higher incidence in women, and the risk increases with the age. The possible risks of long-term treatment with with an anti-psychotic medications must be weighed against the benefit in each case. The risk of TD is 5% per year with older medications. It is less with newer medications. PSYCHOTIC DISORDER CAUSES: Functional causes of psychosis include the following: Drug abuse amphetamines, cocaine, marijuana, http://en.wikipedia.org/wiki/Alcoholismalcohol among others. Brain damage Schizophrenia, schizophreniform disorder, schizoaffective disorder, brief psychotic disorder Bipolar disorder (manic depression) Severe clinical depression Severe psychosocial stress Sleep deprivation. Some traumatic events. DOSAGES AND SIDE EFFECTS: Some medications are very potent and prescribed in low doses, others are not as potent and higher doses are prescribed. Most side effects of antipsychotic drugs are mild. Many common ones lessens or disappear after the first week of treatment. these includes drowsiness, rapid heart beat and dizziness when posture changes. Some people may gain weight while taking medications and need to pay extra attention to diet or exercise to control their weight. All anti-psychotic drugs tend to block D2- receptors in the dopamine pathways of the brain. This means that dopamine released in these pathways has less effect. Excess release of dopamine in the mesolimbic pathway has been linked to psychotic experiences. It is the blockade of dopamine receptors in the pathway that is thought to control psychotic experience. Typical antipsychotic are not particularly selective and also block dopamine receptors in the mesolimbic pathway, tuberoinfundibular pathway and the nigrostriatal pathway. Blocking D2- receptor s in these pathway is thought to produce some of the unwanted effects which typical antipsychotics produce. LITHIUM, MOOD STABILIZING DRUGS, AND OTHER TREATMENT FOR BIPOLAR DISORDER: Bipolar disorder once known as manic-depressive illness, was conceived of as a psychotic disorder distinct from schizophrenia at the end of the 19th century. Before that both of these disorders were considered part of a continuum. It is ironic that the weight of the evidence today is that there is profound overlap in these disorders. This is not to say that there are no pathophysiology important difference or that some drugs treatment are differentially effective in these disorders. According to DSM, they are separate disease entities while research continues to define the dimensions of these illnesses and their genetic and other biological markers. TYPES OF BIPOLAR DISORDER There are several types of bipolar disorder. Each type is identified by the pattern of episodes of mania and depression. The treatment that is best for you may differ depending on the type of bipolar disorder you have. Your doctor will look carefully to determine where your symptoms fit. Bipolar I Disorder (mania and depression) Bipolar I disorder is the classic form of the illness, as well as the most severe type of bipolar disorder. It is characterized by at least one manic episode or mixed episode. The vast majority o