Automobiles as a Symbol of Prosperity in 1920’s America Essay -- Ameri

Automobiles as a Symbol of Prosperity in 1920’s America The automobile was one of the biggest and most important features of the 1920’s. Automobiles not only were a symbol of social status, but also had become so popular that nearly every family owned a car. Automobile production and sales fueled the economy and created an item that remains the centerpiece of daily life. Just as computers are now a part of daily life, the automobile did the same thing in the 1920’s. As men returned from war, the new and hot item to own was a car. Ford and GM’s Chevy became the biggest automobile manufacturers. In fact, by 1923, Ford Model T’s accounted for just under 52% of automobiles in the market while Ford held over 62% of the market. The production of Ford automobiles had reached nearly 2 million. In 1924, you could buy a Model T for $290 dollars. Nowadays, that is probably a monthly payment. Yet some cars were very expensive, with a Rolls Royce costing 15-17,000. Yet, automobiles were not the rage throughout the world. The automobile was just another sign of American youth, vibrancy, and prosperity. In 1920, US automobile production was nearly 2.3 million. The next largest producer was France, making 400,000 units. The total automobile production was just under 2.4 million. Obviously, Americans were really the only people buying cars. Automobile production was not the only major element of the automobile revolution. In fact, the automobile led to many other things. For the first time, most automobiles were bought on credit. By 1926, two thirds of purchased cars were bought on installment plans. This led the way for credit purchases of other major appliances. Automobiles also e... ...eline of automobile facts for the 1920’s. Includes information about statistics and formation of companies. INTERESTING FACTS  · The Model T was the first car produced on an assembly line  · The Big Three automobiles producers were Ford, GM and Chrysler.  · Ford was founded in 1903 by Henry Ford  · GM was founded in 1897 by Ransom Olds  · Reorganization of Maxwell Motors created Chrysler Corporation  · In 1926 GM introduced Pontiac  · In 1928 Chrysler introduced Plymouth  · The Model T was Ford’s big seller  · You could buy a Model T for $290  · Ford acquired Lincoln in 1922  · Americans preferred closed cars over touring cars (open tops)  · GM earned over 80 million in profits in 1923  · Americans drove 198 billion miles in 1929  · Gatsby owned a Rolls Royce

Balanced Scorecard: Traditional Performance Measurement

Balanced Scorecard Traditional Performance Measurement Historically, the measurement system for business has been financial. Activities of companies were measured and monitored through the traditional financial accounting model. However, the extensive, even exclusive use of financial measurements in business has been criticized primarily because an overemphasis on achieving and maintaining short-term financial results can cause companies to overinvest in short-term fixes and to underinvest in long-term value creation, particularly in the intangible and intellectual assets that generate future growth. Indeed, the Harvard Business School Council on Competitiveness project in 1992 identified the following systematic differences between investments made by U. S. corporations and those made in Japan and Germany: The U. S. system is less supportive of long-term corporate investment because of the overemphasis on improving short-term returns to influence current share prices. The U. S. ystem favors those forms of investment for which returns are most readily measurable; this leads to underinvestment in intangible assets – product and process innovation, employee skills, customer satisfaction – whose short-term returns are more difficult to measure. Inevitably, as managers are pressured to deliverconsistent and excellent short-term financial performance, trade-offs are made that limit the search for investments in growth opportunities. Even worse, the pressure for short-term financial performance can cause companies to reduce spending on new product development, process improvements, human resource development, information technology, data bases, and systems as well as customer and market development. In the short run, the financial accounting model reports these spending cutbacks as increases in reported income, even when reductions have cannibalized a company’s stock of assetsand its capabilities for creating future economic value. Alternatively, a company could maximize short-term financial results by exploiting customers through high prices or lower service. In the short run, these actions enhance reported profitability, but the lack of customer loyalty and satisfaction will leave the company highly vulnerable to competitive inroads. The concern with the overemphasis on financial performance measures has also permeated the U. S. rofessional association of public accountants as a high-level special committee on financial reporting of the American Institute of Certified Public Accountants reinforced concerns with exclusive reliance on financial reporting for measuring business performance: â€Å"Users focus on the future while today’s business reporting focuses on the past. Although information about the past is a useful indicator of future performance, users also need forward-looking information. The committee acknowledged the importance of reporting on how well companies are creating value for the fut ure, and recommended linking business performance reporting to management’s strategic vision: â€Å"Many users want to see a company through the eyes of management to help them understand management’s perspective and predict where management will lead the company. † It went on to say that nonfinancial measurement must play a key role: â€Å"Management should disclose the financial and nonfinancial measurements it uses in managing the business that quantify the effects of key activities and events. The committee concluded by recommending that companies adopt a more â€Å"balanced† and forward-looking approach: To meet users’ changing needs, business reporting must: Provide more information about plans, opportunities, risks and uncertainties Focus more on the factors that create longer-term value, including nonfinancial measures indicating how key business processes are performing Origins of the Balanced Scorecard By the mid-1990s other organization al theorists had taken up Kaplan and Norton’s work and modified the design method of balanced scorecards, ironing out early flaws. Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller. The Balanced Scorecard Each perspective of the Balanced Scorecard includes objectives, measures of those objectives, target values of those measures, and initiatives, defined as follows: Measures – the observable parameters that will be used to measure progress toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin. Targets – the specific target values sought for each of the measures, for example, +2% growth in net margin. Initiatives – action programs to be initiated in order to meet the objective and reach the target. The framework for the balanced scorecard is illustrated below: Figure 1: Balanced Scorecard Framework {draw:frame} As can be seen from the diagram, the objectives and measures of the scorecard are derived from an organization’s vision and strategy. The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balancebetween external measures for shareholders and customers, and internal measures if critical business processes, innovation, and learning and growth. The measures are also balancedbetween the outcome measures – the results from past efforts – and the measures that drive future performance. Lastly, the scorecard is balancedbetween objectives, easily quantified outcome measures and subjective, somewhat judgmental, performance drivers of the outcome measures. Every measure selected should be part of a link of cause-and-effect relationships that culminate in improving financial performance. The scorecard should tell the story of the strategy, starting with the long-run financial objectives, and then linking them to the sequence of actions that must be taken with financial processes, customers, internal processes, and finally employees and system to deliver the desired long-run economic performance. Financial Perspective Table 1: Stages of a Business’s Life Cycle Table 2: Measuring Strategic Financial Themes Revenue growth and mix refer to expanding product and service offerings, reaching new customers and markets, changing the product and service mix toward higher-value-added offerings, and repricing products and services. The cost reduction and productivity objective refers to efforts to lower the direct costs of products and services, reduce indirect costs, and share common resources with other business units. For the asset utilization theme, managers attempt to reduce the working capital levels required to support a given volume and mix of business. They also strive to obtain greater utilization of their fixed asset base, by directing new business to resources currently not used to capacity, using scarce resources more efficiently, and disposing of assets that provide inadequate returns on their market value. All these actions enable the business unit to increase the returns earned on its financial and physical assets. Customer Perspective The customer perspective addresses the question of how the firm is viewed by its customers and how well the firm is serving its targeted customers in order to meet the financial objectives. In the customer perspective of the balanced scorecard, managers identify the customer and market segments in which the business unit will compete and the measures of the business unit’s performance in these targeted segments. These segments represent the sources that will deliver the revenue component of the company’s financial objectives. The customer perspective enables companies to align their core or generic outcome measures to targeted customers and market segments. This core measurement group of outcomes is generic across all kinds of organizations, and is illustrated in the following diagram: Figure 2: The Customer Perspective – Core Measures {draw:frame} These outcome measures represent the targets for companies’ marketing, operational, logistics, and product and service development processes. However, these outcome measures have some of the defects of traditional financial measures in that they are lagging measures – employees will not know how well they are doing with customer satisfaction or customer retention until it is too late to affect the outcome. Also, the measures do not communicate what employees should be doing in their day-to-day activities to achieve the desired outcomes. Because of these, managers must also identify what customers in targeted segments value and choose the value proposition they will deliver to these customers. The segment-specific drivers of core customer outcomes represent those factors that are critical for customers to switch to or remain loyal to their suppliers. These attributes are illustrated in the Figure 3 below: Figure 3: The Customer Value Proposition {draw:g} {draw:frame} The customer perspective enables business unit managers to articulate the customer and market-based strategy that will deliver superior future financial returns. Thus, the customer perspective of the scorecard translates an organization’s mission and strategy into specific objectives about targeted customers and market segments that can be communicated throughout the organization. Internal Business Process Perspective Internal business process objectives address the question of which processes are most critical for satisfying customers and shareholders. These are the processes in which the firm must concentrate its efforts to excel. Objectives and measures for this perspective are typically developed after formulating objectives and measures for the financial and customer perspectives to enable companies to focus their internal business process metrics on those processes that will deliver the objectives established for customers and shareholders. The process of deriving objectives and measures for the internal business process perspective represents one of the sharpest distinctions between the balanced scorecard and traditional performance measurement systems. While traditional approaches attempt to monitor and improve existing business processes, the scorecard approach usually identifies entirely new processes at which an organization must excel to meet customer and financial objectives. The balanced scorecard internal business process objectives highlight the processes, several of which may not be currently performing at all, that are most critical for an organization’s strategy to succeed. Additionally, while the traditional performance measurement systems focus on the processes of delivering today’s products and services to today’s customers (short wave of value creation), the balanced scorecard approach is to incorporate innovation processes into the internalbusiness process perspective as illustrated in Figure 3. Figure 3: The Internal Business Process Perspective – The Generic Value Chain Model {draw:frame} {draw:frame} {draw:frame} {draw:frame} The innovation process highlights the importance of, first, identifying the characteristics of market segments that the organization wishes to satisfy with its future products and services, and, then, designing and developing the products and services that will satisfy those targeted segments. This approach enables the organization to put considerable weight on research, design, and development processes that yield new products, services, and markets. Among the measures that can be used in the innovation process are percentage of sales from new products, percentage of sale from proprietary products, new product introduction versus competitors or versus plan, manufacturing process capabilities, and time to develop next generation of products. The operations process represents the short wave of value creation in organizations. It starts with receipt of customer order and finishes with delivery of the product or service to the customer. This process stresses efficient, consistent, and timely delivery of existing products and services to existing customers. It remains important and organizations should identify the cost, quality, time, and performance characteristics that will enable it to deliver superior products and services to its targeted current customers. The influence of the total quality management and time-based competition practices of leading Japanese manufacturers has led many companies to supplement their traditional cost and financial measurements with measurements of operating processes’ quality, cycle time, and cost. Finally, the postsale service process enables companies to feature, when appropriate, important aspects of service that occur after the purchased product or service has been delivered to the customer such as warranty and repair activities, treatment of defects and returns, and the processing of payments. Measures of performance in the operating processes can also be applied to postsale service process (i. e. time, quality, and cost metrics). Thus, cycle times can measure the speed of response to failures and cost metrics can evaluate the efficiency for postsale service processes while first-pass yields can measure what percentage of customer requests are handled with a single service call, rather than requiring multiple calls to resolve the problem. Companies that deal with hazardous or environmentally sensitive chemicals and materials may also introduce critical performance measures associated with the safe disposal of waste and by-products from the production process. Learning and Growth Perspective The fourth perspective of the balanced scorecard, learning and growth, addresses the question of how the firm must learn, improve, and innovate in order to meet its objectives. It identifies the infrastructure that the organization must build to create long-term growth and improvement. The enablers for learning and growth come primarily from three sources: people or employees, systems, and organizational procedures. The financial, customer, and internal business process objectives on the balanced scorecard will typically reveal large gaps between the existing capabilities of people, systems, and procedures and what will be required to achieve breakthrough performance. To close these gaps, businesses will have to invest in reskilling employees, enhancing information technology and systems, and aligning organizational procedures and routines. Figure 4: The Learning and Growth Measurement Framework {draw:frame} Within this core, the employee satisfaction objective is generally considered the driver of the other two measures, employee retention and employee productivity. It recognizes that employee morale and overall job satisfaction are preconditions for increasing productivity, responsiveness, quality, and customer service. Companies typically measure employee satisfaction with an annual survey, or a rolling survey in which a specified percentage of randomly chosen employees is surveyed each month. Employee retention captures an objective to retain those employees in whom the organization has a long-term interest. The theory underlying this measure is that the organization is making long-term investments in its employees so that any unwanted departures represent a loss in the intellectual capital of the business. Long-term, loyal employees carry the values of the organization, knowledge of organizational processes, and sensitivity to the needs of customers. Employee retention is generally measured by percentage of key staff turnover. Employee productivity is an outcome measure of the aggregated impact from enhancing employee skills and morale, innovation, improving internal processes, and satisfying customers. The goal is to relate the output produced by employees to the number of employees used to produce that output. The simplest productivity measure is revenue per employee, which represents how much output can be generated per employee. As employees and the organization become more effective in selling a higher volume and a higher value-added set of products and services, revenue per employee should increase. Linking the Balanced Scorecard Measures to Strategy Uses of the Balanced Scorecard The Balanced Scorecard originally was conceived as an improved performance measurement system. However, it soon became evident that it could be used as a management system to implement strategy at all levels of the organization by facilitating the following functions: Clarifying strategy – the translation of strategic objectives into quantifiable measures clarifies the management team's understanding of the strategy and helps to develop a coherent consensus. Communicating strategic objectives – the Balanced Scorecard can serve to translate high level objectives into operational objectives and communicate the strategy effectively throughout the organization. Planning, setting targets, and aligning strategic initiatives ambitious but achievable targets are set for each perspective and initiatives are developed to align efforts to reach the targets. Strategic feedback and learning – executives receive feedback on whether the strategy implementation is proceeding according to plan and on whether the strategy itself is successful (â€Å"double-loop learning†). These functions have made the Balanced Scorecard an effective management system for the implementation of strategy. The Balanced Scorecard has been applied successfully to private sector companies, non-profit organizations, and government agencies as discussed in the succeeding sections. Potential Pitfalls The following are potential pitfalls that should be avoided when implementing the Balanced Scorecard: Lack of a well-defined strategy: The Balanced Scorecard relies on a well-defined strategy and an understanding of the linkages between strategic objectives and the metrics. Without this foundation, the implementation of the Balanced Scorecard is unlikely to be successful. Using only lagging measures: Many managers believe that they will reap the benefits of the Balanced Scorecard by using a wide range of non-financial measures. However, care should be taken to identify not only lagging measures that describe past performance, but also leading measures that can be used to plan for future performance. Use of generic metrics: It usually is not sufficient simply to adopt the metrics used by other successful firms. Each firm should put forth the effort to identify the measures that are appropriate for its own strategy and competitive position. Effectiveness of the Balanced Scorecard (Success Stories) Mobil North America Marketing and Refining CIGNA Property and Casualty Insurance Brown & Root Energy Services’ Rockwater Division Chemical (Chase) Retail Bank AT Canada, Inc. Zeneca Ag Products North America Southern Gardens Citrus University of California, San Diego Duke Children’s Hospital United Parcel Service Building and Implementing a Balance Scorecard Balanced Scorecard Components Figure 5: The Logic of Balanced Scorecard Strategic Planning {draw:frame} Process of Building a Balanced Scorecard Kaplan and Norton defined a four-step process that has been used across a wide range of organizations. Define the measurement architecture – When a company initially introduces the Balanced Scorecard, it is more manageable to apply it on the strategic business unit level rather than the corporate level. However, interactions must be considered in order to avoid optimizing the results of one business unit at the expense of others. Build consensus around strategic objectives – The top three or four objectives for each perspective are agreed upon. Potential measures are identified for each objective. Select and design measures – Measures that are closely related to the actual performance drivers are selected for evaluating the progress made toward achieving the objectives. Develop the implementation plan – Target values are assigned to the measures. An information system is developed to link the top level metrics to lower-level operational measures. The scorecard is integrated into the management system.

Amazing Products Essay - 995 Words

When you are smitten by fashion, it almost feels irresistible to have a chic wardrobe! So this is the time to stock up the wardrobe with the most dapper attires, accessories and footwear- as all the branded stores are filled to the brim with affordable treasures. So, go ahead and grab your favourites at amazing discounts, as the holidays are drawing to a close, but post-holiday sales are just getting started here at Amazon ! The amazon fashion end of season sale offers 40-80 percent discount on the most wanted brands. In addition, the rebates are also available on some of the most classy international brands. Various categories like top-wear, bottom-wear, womens ethnic wear, bags, shoes, watches, jewellery, sunglasses several others†¦show more content†¦One can wear it in a bunch of ways! Probably one of the simplest and easiest way to look chic would be the necklace over high collared look and for a more dressed up occasion, pair a very elaborate statement necklace with a voluminous skirt or dress it down with some cool leather pants and rugged boots. 3) VERO MODA Shop from the latest collection of VERO MODA. Their trendy and stylish range of tops and bottoms would surely be a great addition to your wardrobe. =VERO MODA Womens A-line Skirt Wearing an a-line skirt has many advantages as they hide bulges, and accentuate the waist, thus giving a nice hourglass figure. They are very feminine and can be worn in several ways. 4)LEVIS Levis has the best selection of Levis jeans, jackets, and clothing for men, women, kids. It epitomises classic American style and effortless cool! =Levis Mens Leather Belt Wearing a belt well is one of those litmus tests of fashion:the simple task, done right, confirms you as a man who knows his clothes.5)ARROW This is the one great destination to shop for formal wear. The trendsetting Arrow clothing and accessories from are what you need to exude terrific style. =Arrow Mens Formal Shirt Back in the day, a gentleman would never wear a shirt without a jacket, and often a vest, and therefore the main priority was comfort.This is the go-to choice for those with a more classic styleShow MoreRelatedI m Waiting For Inspiration For A Large Part Of My Grade1627 Words   |  7 Pages2:00 A.M. finds me in front of my run down glowing laptop screen yet again. I’m waiting for inspiration for a large-part-of-my-grade essay. My parents, who don’t know that I am still up at this unforsaken hour, are asleep in their beds just feet away from my room, sleeping away to the daylight: they don’t wait for the final moment to get stuff done. I take huge chugs of Mountain Dew Baja Blast mixed with Red Bull from a paper cup; it’s the sweet nectar from the Gods of Procrastination Paper WritingRead MoreWhat We Are Advertisers By James Twitchell1306 Words   |  6 Pagesin now. In James Twitchell’s essay â€Å"What We Are to Advertisers,† the author e xplains that mass production means mass marketing, and mass marketing means the creation of mass stereotypes. Generally, the use of stereotypical profiling in our society not only exists in regards to race, social class, personality type, and gender but also holds a special meaning in advertising circles as well. 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With the help of advanced technology, the in-game advertisement is thriving because of the large market, elimination of previous obstacles, and new degrees of conne ctivity comparable to that of PC. With 132 million gamers who are 13 years and older, the video game consoleRead MoreEssay on Give Me that Old Time Atheist Religion1266 Words   |  6 Pagesjoy comes from the products of ones mind--whether those products be material (such as a painting a person has done, or a new car that a person has bought from their wages at work) or non-material (a sense of accomplishment, the knowledge that a person has created and brought something completely new into the world, a friendship based on mutual respect, or a romantic relationship between two people who love each other for who and what they are). I believe that since the products of a persons mindRead MoreThe Devastating Effects of Garbage In Our Environment1363 Words   |  6 Pagesgenerations. My essay first will analyze two essays, Heather Rogers, Gone Tomorrow: Hidden Life of Garbage, and Lars Eighner On Dumpster Diving. Both authors pose interesting arguments warranting solutions to our excessive waste. This essay supports R ogers’s position over Eighners position. I agree with Roger’s solution holding Corporate America and large companies accountable for the excessive waste from mass production. Although I agree with Rogers, my argument requires companies to create products and packagingRead MoreEssay On Launching A New Product1244 Words   |  5 PagesTo successfully launch a new product, you must create yourself a strategic plan for execution. In addition, gaining loyal customers requires that you understand your potential consumer base and offer a high-quality product that aligns with their demand. Create a Timeline After all the work you have put into creating your amazing new product, a successful launch is not an option, but a necessity. The first step towards a great launch involves creating a timeline. 4 Months Prior to Your Launch AskRead MoreResponse: Doing Fieldwork Among the Yanomamo956 Words   |  4 Pagespotential risk. Confronted with seemingly trivial situations, they often become unexpected phenomena and Chagnon’s adherence to documentation is amazing. He encounters personal epiphanies that I find intriguing, related to privacy and hygiene. This report becomes an inspiring document of an extreme anthropologic lifestyle as much as it is a cultural essay. Few articles capture my attention like this one did. I found myself evolving in relation to the paralleled maturation of both cultures. MerelyRead MoreThe Food Industry : Developing All The Time1110 Words   |  5 Pagesmarine materials and transforms them into intermediate foodstuffs or edible products through the application of labor, machinery, energy and scientific knowledge.†, Connor said in 1988. Simply say, food industry is to transform raw materials or ingredients into consumer food product. Ninety percent of all foods consumed today is processed in factory---food industry feed billions of people around the world. In this essay, I will simply introduce the food industry by talking about the following threeRead MoreTotal Quality Management Apple1526 Words   |  7 PagesApple Inc. Is an American multinational electronics and software company established by Steven Jobs and Stephen Wozniak on April 1, 1976, in Cupertino, California. Apple Inc. Has become the market le ader in their industry by supplying price worthy  products which possess high value in terms of their genius technological design from their I-  pods, I-phones to Macbook and extending it to their software like I-tunes and games which are at reasonable prices. The main competitors in  their industry are Microsoft

Communication Styles Both Verbal And Non Verbal Will...

Introduction Engineers are required to develop sustainable solutions for the community. This includes understanding community protocols which provides respect and an optimised solution. Communication styles both verbal and non-verbal will increase effectiveness. Cultural awareness within an engineering team which is key to working effectively. Complying with the Australian code of ethics will ensure you are a successful engineer. Indigenous Community Protocols A community protocol is a system for which people can engage and communicate with other cultures according to their values. This involves understanding the culture and way of life. The Indigenous protocol provides understanding and respect to Indigenous views and cultural†¦show more content†¦To provide good consultation will increase the relationship between you and your client because they will appreciate your willingness. Indigenous communities have a special respect for their land and country. According to Korff (JK) â€Å"The land owns Aboriginal people and every aspect of their lives is connected to it†. This means that you should acknowledge the land to which your are working with. One way to acknowledged the land is to consult with the appropriate people in that community before undertaking land modifications. Communication Styles Communication consists of verbal and non-verbal conversation. Effective cross-cultural communication between clients and colleges will improve you effectiveness. Face to face communication can be improved by considering you body language, verbal, and vocal cues. Many Indigenous cultures have deep respect for each other and must be treated in the same way. Indigenous people may be exposed to racism and discrimination. Understanding these impacts will help you discern certain situations. Always be patient as this will relax your client and relieve stress. Being honest and sincere will increase your willingness to help out. Verbal Communication Verbal communication can be improved by choosing your words and terminology wisely. For example Indigenous Australian people/s are â€Å"forbidden by traditional law to mention the first name† of

Education Systems Of The Us Educational System - 886 Words

Education Systems in Other Countries â€Å"One of the biggest problems in the US educational system is the inadequate condition of many schools located in economically disadvantaged areas†(Morgan, p 291). Morgan’s article is about improving American school system based on how other countries school systems are performing. For the US â€Å"to close the achievement gap in the US [it] include[s] improving teacher education and professional development†(p. 294). According to the article, other countries fare better than the US because they require their teachers to be educated more thoroughly and to continue to educate themselves throughout the course of their career. One step in the right direction for Americas school system is beginning in the classroom with the teachers, which is also where America’s School-to-Prison Pipeline begins. Singapore Singapore starts at the beginning of the system with the way teachers are educated and selected to become teachers and administrators in the school environment. They believe if the teachers are better educated and more prepared to begin working with students they are at a more advantageous position than here in the United States. Before a teacher in Singapore begin working directly and solely with students they have â€Å"mentor teachers guide beginning and novices in the teaching profession also collaborate with other teachers and visit different classes for as long as 20 hours a week† (Morgan, p. 294). The country will gradually prepare the teachersShow MoreRelatedThe Program For International Student Assessment825 Words   |  4 PagesComparing Two Educational Systems The Program for International Student Assessment (PISA) report provides reliable data for policy makers and school leaders to use in the decision making process. 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Sunshine Chapter 27 Free Essays

A hiss? I’d heard Con hiss – vampires did hiss. The giggler had hissed. It was a horrible noise even from a†¦an everyday, an every-night vampire. We will write a custom essay sample on Sunshine Chapter 27 or any similar topic only for you Order Now It was much worse from Bo, as everything about Bo was worse. But was it a hiss? Or was it his attempt to say my name? I was back at the lake, where it all began. The sun flamed outside the house. The lake water lapped at the shore. For that first time I heard my tree: Yesssss. Perhaps there had been a doe standing in that forest, looking through the trees at the house, on her way home, to some dappled place where she would doze till sunset. Beauregard! I shouted. I destroy you! And I put my hands into the mire of his chest, and wrenched out his heart. The sky was falling. Ah. Okay. Skies don’t fall; therefore I was dead. I’d kind of expected to be dead. I felt rather comfortable, really. Relieved. Did that mean I’d succeeded? Succeeded in what? There’d been something I’d been desperate to do before I checked out for the last time†¦couldn’t quite remember†¦ Why can’t you leave me alone? There is a lot of noise. Shouldn’t be able to hear anyone saying my name. So, I’m not hearing someone saying my name. So go away, damn it. I don’t want to be here, shivering in this polluted body. My hands†¦my hands†¦touched†¦I won’t remember. I’m not dead yet, I thought composedly, but I am dying. Good. I don’t want to spend the rest of my life being careful not to remember. I hope I did whatever it was I wanted to do first. Maybe I could go back just long enough to find out. Con, on his hands and knees, crouched over me. The floor shook under us, and there was a lot of†¦stuff†¦falling down and flying around. Not a good place to be, unless you were dying, which I was. Con, I wanted to say, don’t bother. Let one of these flying chunks of something or other finish the job. I’m tired, and I don’t want to hang around. My hands†¦ â€Å"Sunshine,† he said. â€Å"We have to get out of here. Listen to me. You have undone Bo; he cannot put himself back together. You have succeeded. This is your victory. But there is much of his – his animus – released by the final destruction of his body. This place is being pulled to pieces. I cannot carry you through this. Sunshine, listen to me†¦Ã¢â‚¬  I was drifting off again. I paused in the drift, momentarily caught by the sound of Con’s voice. He sounded positively†¦emotional. I wanted to laugh, but I didn’t have the energy. I began to drift again. I felt him lift me up – I wanted to struggle; leave me alone – but I didn’t have the energy for that either. He rearranged me, leaning against him, one arm around me, the other hand cradling my head, tipping it toward his body†¦ Blood. Blood in my mouth. Again. No I wanted to struggle: I did want to. I could have not swallowed. I could have let it run back out of my mouth again: Con’s blood. This wasn’t the blood of a deer, this time, a mortal creature, killed for me, killed because she was like me, more like me than a vampire. Less like me than a vampire, perhaps, by the fact of her death, by the fact that the recently life-warm blood of her had saved my life. That had been a long time ago. I hadn’t known what was going on, that time. I knew well enough this time. This was Con’s heart’s blood. The heart’s blood of a vampire. When did I cross the irrevocable line: when I drove out to the lake, when I tucked my little knife into my bra, when I transmuted it into a key, when I unlocked my shackle, when I unlocked Con’s? When I took him into the daylight, and stopped it from burning him? When he saved my life by the death of a doe? When I discovered I could destroy a vampire with my hands? When I destroyed Bo with those hands? Or when I agreed to live, by drinking Con’s heart’s blood? I don’t know what happened at the foot of the dais, when Bo’s crack troop set on Con while I was climbing the stairs. I don’t know if what I saw was entirely some mirage of Bo’s, to confound and weaken me, or whether something like it did happen. I would rather think that some of it did happen. That the wound in his chest was already there when he pressed my mouth against it. This was no mere flesh wound, this time, no tiny slash from a tiny blade. I did not want to think of him sinking his own fingers, tearing his own†¦ I lifted my head with a gasp, and began to struggle to my feet. He eeled up beside me: still that vampire fluency, even after everything that had happened. Even with that wound in his chest. He took my hand again, and we ran. It takes some coordination, running while holding someone’s hand, but if you can get it right, every time your linked hands swing forward you get a little extra force for that stride. Some of that was the vampire cocktail I had just swallowed; it coursed through me, giving me a strength I knew didn’t belong to me, shouldn’t belong to me – shouldn’t be letting me keep struggling, letting me run, letting me use my poisoned hands. Clinging to his hand too, or perhaps his clinging to mine, let me stop thinking about what my hands had recently been doing. So, would it have been better to die? Too much has happened since my last sunset. Con may be right that I cannot be turned, and that it won’t be the daylight that kills me, but the touch of the real world will, whatever the sun is doing. I missed the little hot lump of the seal against my leg. The chain swept back and forth across my breast in time with my running footsteps, but slowly, weighted by the thick poisoned blood of the reopened scar. My sun-self, my tree-self, my deer-self. Don’t they outweigh the dark self? Not any more. We ran, and a wind like the end of the world howled around us, and huge fragments of machinery, having crumbled apart and fallen, were yanked up again and tossed like bits of paper. I think the roof was caving in as well; it was a little hard to differentiate. There was no trail to follow, of dismembered vampire remains or anything else; I don’t know how Con knew which way to run, but he seemed to, and I ran because he was running, because it seems like a good thing to do when hunks of flying metal the size of small buses are razoring through the air around you, even though I suppose you’re as likely to run into the wrong place at the wrong time as you are to have lingered in the wrong place at the wrong time if you were moving more slowly. For the moment, for just this moment of running, I seemed to be committed to the idea of trying to stay alive. Then we were actually running down something that looked like a corridor, toward something that looked like double swinging doors. We put our unlinked hands forward to push through, and for a miracle the doors swung back, like normal doors in the real world are supposed to do. We were outside, outside, in No Town, under a night sky, breathing real air. Maybe I didn’t have time to die, when I ran back into the real world. Or maybe I was too surprised. We ran straight into the arms of a division of SOF. In a way I was lucky: they recognized me almost immediately. I was hysterical; this was definitely one thing too many, and when I got grabbed by three guys I did one of them some damage before the other two got a bind on me. I couldn’t bear the touch of – well, of flesh – against mine, especially against my hands, so it’s a good thing they had a bind ready, rather than the old-fashioned routine of spread out on the ground with my hands twisted up behind my back. The bind should have stopped me cold, but I was still full of adrenaline, or dark blood, or the remains of the strength the light-web had gathered for me, or poison, or whatever you like, and I thrashed and squirmed like someone having a fit for a minute or two before it stopped me. By which time I’d heard a half-familiar voice say, â€Å"Wait a minute, isn’t that – that’s Rae, from Charlie’s, remember, she – â€Å" You have to hand it to the SOF training drill. A madwoman covered in blood runs out of nowhere, promptly tries to maim one of your teammates, and then goes off in fits, and this guy had enough presence of mind to make an ID. And then a completely familiar voice, now kneeling beside me as I panted inside the fully expanded bind, saying, â€Å"Sunshine. Sunshine. Can you hear me?† I could. Just. His voice sounded like it was coming through a filter, or a bad phone connection, which might have been the bind. I don’t think it was, but it might have been. The person saying â€Å"Sunshine, can you hear me?† was Pat. I nodded. I wasn’t ready to try and say anything. I’m not sure a nod from a person in a bind is very recognizable, but Pat got it. â€Å"I can let you out of the bind if you promise – if you’re okay now.† I thought about it. I was lying on the ground. A good bind will prevent you hurting yourself as well as hurting anyone else, and I didn’t seem a whole lot worse than I’d been before SOF grabbed me. And from inside a bind you don’t have any responsibilities. Did I want to be let out? Gods and angels, what was happening to Con? SOF knew me; they might listen to me. I couldn’t do Con any good foaming at the mouth and being a loony. Couldn’t afford to die yet either. First I owed it to him to get him out of this. If they hadn’t staked him already. Urgency shot through me, tying some of the scattered bits of my personality and will together again. Granny knots probably, but hey. I said as calmly as I could, â€Å"Yes. Okay. I’m a little – dizzy.† Pat patted the bind where my shoulder was, and then pulled its plug. It twumped and collapsed. He made to take my arm, help me to stand up, but I flinched away, saying, â€Å"Please don’t touch me.† He nodded, but I could see he was worried – the way I must look would worry anyone – and the way the little ring of SOFs around us moved, they were ready to drop me again at the first sign of new trouble. I turned slowly around – I was dizzy, and I didn’t want anyone alarmed into doing something I would regret – and looked for Con. He’d apparently taken capture more quietly. He was standing, watching me. They had handcuffs on him. Handcuffs. You don’t handcuff a vampire – well, there are sucker cuffs, but these were ordinary ones. From where I stood I didn’t think there were even any ward signs on them. A vampire could break out of ordinary cuffs like a human might break out of a doughnut. I’m not usually a very good liar. Whatever I’m thinking shows on my face. I hoped it wasn’t on my face Hey you halfwits you’ve put cuffs on a vampire. I hope I only looked confused and dizzy. I certainly felt confused and dizzy. â€Å"You okay?† I managed. Con nodded. He looked a little peculiar, but it had been a peculiar evening. â€Å"Friend of yours?† Pat asked neutrally. I nodded. They must have seen us running†¦ I turned to look at what – where – whatever we had run from. I’d registered that we were in No Town. We were in what remained of somewhere in No Town. A lot of it seemed to be lying in pieces on the ground around us. The doors we’d run through led from a building that ended in a jagged diagonal rake of broken wall about eight feet above the doors at its lowest point; there was no roof. Neither of the buildings on each side had any roof left either. One of them still had some of its front wall standing, which was nearly as tall as I was; the other one had a bit of side wall still in one piece. Not a very large piece. I turned back to Pat. â€Å"What – happened?† He almost smiled. â€Å"I was hoping you might be able to tell me. Since you’re – er – here. We got a report that it was raining – um – body parts, in No Town. Really freaked some of the clubbers. We sent out a car to take a look and they were radioing for help before they arrived. By the time we got here it was raining exploded buildings as well. And more body parts. The – er – body parts appear to be vampire. Ex-vampire, as you might say. The ones we’ve had a closer look at.† I nodded. I glanced again at Con. My brain was slowly beginning to function. I realized that the reason Con looked peculiar was because he was passing. Don’t ask me how he was doing it. But SOF thought he was human. â€Å"I can take the cuffs off your friend too, if you say you know him,† Pat said, a little too neutrally. â€Å"He was a little – upset, when you, er – â€Å" â€Å"Went nuts,† I supplied. â€Å"Sorry.† Pat looked at me. I saw it registering with him that the way I looked, whatever had caused it, I had reason to be a little on edge. He looked away again, and nodded, and someone stepped forward and released Con. He joined Pat and me. The circle of SOFs unobtrusively rearranged itself again to keep us under guard. Pat the lion tamer, in with the lions. Con moved a little stiffly, like a man who’d had a hard night. Or like a vampire trying to look human. He looked a lot better than he had the afternoon we’d had to walk back from the lake. He didn’t look like any one you’d want to take home to meet the family, but he didn’t look like a mad junkie either. Or a vampire. And I didn’t look like anyone you’d want to take home to meet the family. We were both beat up, ragged, blood-saturated, and filthy, and my nose was as stunned as the rest of me, but I guess we stank. Con’s black shirt stuck to his body in such a way I couldn’t see the wound in his chest. If it was still there. My own breast ached and burned, but if I was still bleeding, it had slowed to an ooze. I crossed my arms, but with my elbows well in front of my body, so that my hands hung loosely from my wrists out to either side, without touching any of the rest of me. I wasn’t remembering any more of what had happened than I had to, but I knew there was something wrong with my hands. I wondered where Con had picked up passing for human in the last five months. Was that one of the things I had given him, the night he had given me dark sight? Or was he taking his cue off our jailers somehow? Not that anybody had said they were our jailers. Yet. I didn’t want to say anything like, can we go home now?, in case they did. Besides, I didn’t know that I wanted to go home. I didn’t know that I wanted to do anything. My pulse seemed to throb in my hands. There was a tinny buzzing from someone’s radiowire: Pat’s. I saw his expression get grimmer, and it had been pretty grim already. â€Å"Yeah. Okay. No, my guess is things are going to stay quiet now. Yeah, I’ll leave a few to keep an eye out, and you can send any clean-up crew you can find. Yeah.† He looked at me. â€Å"Deputy exec Jain wants to debrief you.† My heart sank. The goddess of pain. And you don’t debrief civilians. â€Å"You and Mr. – † Pat turned politely to Con. â€Å"Connor,† Con replied. â€Å"Mr. Connor. You and Sunshine can ride back in my car, and Sunshine can tell you a little about our Depex Jain.† I almost managed to be amused. The intrusive presence of the goddess had just put Pat on our side. I guessed we’d need him there. The effort to be amused faded, leaving cold exhaustion. Pat did the best he could for us. The goddess wasn’t going to wait for us to have showers, let alone food and sleep. (I would have liked to see Con in one of their fuzzy khaki jammy suits though.) Pat radioed ahead from the car, and Theo and John met us with blankets and tea. (I wondered who got to hose down the inside of the car.) We were also offered the opportunity to have a pee. Such magnanimity. I accepted. Con did not. Don’t vampires pee? It had been one thing on the walk back from the lake, when he’d been on short rations for a long time. Okay, do they have a digestive system? Maybe it all goes straight into†¦never mind. At least I could wash my hands, although I felt the soap only slide over what I most needed to scour away. I cleaned my face with a paper towel, so my hands never touched anything but paper. Con hesitated no more than a moment when offered tea or coffee, and chose tea. He wrapped the blanket around himself. It was yellow, and didn’t help his complexion. He was impressive as a vampire but mostly just ugly as a human. There was a kind of threateningness to his ugliness but you couldn’t have said why. There was a study once about whether ugly or good-looking people are more imposing. Generally the uglier you are the less imposing, till you reach a sort of nadir of ugliness and then you get really imposing. I thought Con just missed the nadir. Just. He was also shorter as a human. I didn’t get this at all. But if it meant the goddess would underestimate him that would be expedient. Possibly even life-saving. Although I wasn’t sure how I felt about going on having my life repeatedly saved. My thoughts were moving slowly and indistinctly, and they stumbled a lot. I’d had to take the tea mug into my hands to drink from it, but I kept my finger s well away from the brim where my lips would touch. They offered us food, but I refused; it would be sandwiches, something you’d have to touch with your hands. And my refusal made Con’s look less odd, maybe. When Pat took us up to the goddess’ office, there were seven of us. Pat, Con and me, Theo and John and two people I didn’t know beyond occasionally seeing them at Charlie’s: Kate and Mike. The goddess wanted to dismiss everyone but Con and me – she had her own people present, of course – but Pat, going all formal, declined to be dismissed, and began reeling off some directive or other. I’d heard him asking for some SOF reg book and seen him poring over it in the little turnaround time between the car and the goddess’ office, but I hadn’t thought about it. He was now proving that since he’d nabbed us in the field, he was responsible for us, even in the presence of a superior officer, because he was a field specialist and she wasn’t, and the situation was insecure. One for Pat. But the lines around the goddess’ mouth got harder, and her mouth more pinched. And we were all going to pay for it. Mainly she went for Con. Because she knew there was something wrong about him? Or because he was the stranger? If she hadn’t done it before I skegged the HQ com system, she would have read any available file on me after, which wasn’t a happy thought, especially the presumption that it would get fatter as a result of her interest. I wondered if Yolande could make a ward against SOF ‘fo-collecting techniques. A ward that didn’t proclaim itself as a ward, that only made me look boring. Because my natural boringness would have taken a fatal injury tonight. Nobody – certainly not Pat or the goddess – was going waste any more time believing my story about having blown myself out the night I blew out their com system. But there I went again, planning as if I had a future, and I hadn’t decided about that yet. The future would be difficult without usable hands, and the old wound on my breast†¦But I wanted to get Con out of here. His future was his business. There were more voices. The goddess’ voice made my head ache. I had to listen, to pay attention, and I had to think, to be careful, to be ready†¦ready†¦The effort was making me start to disintegrate again†¦I was drifting, it was so much easier to drift†¦ What is your name? asked the goddess. Connor, Con replied. First name? Malcolm. And you live? I have only recently come to this area, and have not yet decided if I am staying. I rather think that I am not. But your local address? I am renting a house by the lake. Loud intake of breath from everyone except me and Con. No one lives by the lake any more, said the goddess, as if she had caught him out in a lie. Con shrugged gently. Yes: my rent is very reasonable, and I like the solitude. There was a momentary pause. It was true that nobody lived by the lake any more, but there wasn’t a good reason why not. There were bad spots, but there were bad spots everywhere, and there were perfectly good not bad spots by the lake too. The goddess might think no human could bear the hauntedness of the lake, but she couldn’t nail him as an unregistered partblood or illegal Other on it. Let alone a vampire. And my little trouble five months ago had been the first of its kind in years. Con’s choice of location would bring that trouble to mind, of course, but there wasn’t any way that my presence in the middle of whatever had happened tonight wasn’t going to bring that trouble back to center focus in everyone’s mind. Maybe Con even had a plan. Which was a lot more than I had. I wanted to rub my aching head but I didn’t want to use my hands. Who is your landlord? I do not know. I pay the rent to a post office box in Raindance. The rental was arranged through an agent. What agent? I do not remember; the papers are at home. You could produce the papers. Yes. What brought you to this area? Its natural beauty. That stopped her for a moment. She wasn’t a trees and sunsets sort of person. I wondered vaguely where she lived. She wasn’t a downtown high-rise sort of person either. Nor could I see her in grotty unorthodox Old Town. I couldn’t see her redoing one of the houses in Whiteout. I couldn’t see her as a person with a life. I imagined her spending her off-duty hours folded up in a drawer. If she had any off-duty hours. What do you do for a living? I am fortunate in not having to work for a living. This startled her – well, he hadn’t been found in circumstances conducive to guessing he was a member of the independently wealthy – but you could see her shift her view to relishing despising this already-suspicious character now revealed as a parasite on the body of society. A mosquito or a leech or something bloodsucking. Ha. And how then do you support yourself? My father left me comfortably off. And your father was? How to cite Sunshine Chapter 27, Essay examples

Midwifery Rheumatic Heart Disease

Question: Analysis of the information and application to midwifery practice or broader issues. Answer: Definition: Rheumatic heart disease is one of the most common heart diseases observed in the children especially noticed in the developing countries. This disease is associated with rheumatic fever. It is an acute or chronic heart disorder which might be the result of valve damage causing rheumatic fever. The Rheumatic fever is an inflammatory condition that affects the connective tissues linked with the heart, skin and brain. The symptoms of this disease are excessive palpitations of the heart, chest pain, swollen stomach, ankles, or wrists and shortness of breath (Marijon et al., 2012). Causes of the disease: According to Marijon et al. (2012), the cause of rheumatic fever is a group of microorganisms namely group A Streptococcus. This bacterium causes the body to attack its own tissues. Such a reaction causes inflammation throughout the body. The bacteria also cause inflammation in the heart and trigger the auto-immune responses. The acute stage consists of pancarditis which involves inflammation of the pericardium, myocardium, and the epicardium. The chronic stage is manifested by valvular fibrosis. This results in the stenosis or insufficiency. The main cause of the rheumatic heart disease is the body generates antibodies to struggle with the microbe, but in its place, the antibodies hit dissimilar target i.e. the bodys own tissues. The antibodies commence with the joints and frequently shift on to the heart and adjacent tissues.Over time, there is progressive damage (rheumatic heart disease, RHD) that may lead to heart failure, stroke, infection of the valves (infective endocarditis), and death (Irlamet al. 2013) Strategies used: The prevention strategies involved in the nursing profession related to the infection may be continued at a numeral of diverse levels. Primordial and primary prevention aims to end the disease happening in the first set, while the objective of the secondary and tertiary prevention is to edge the progression and decrease the consequences of recognized disease (Singh et al., 2012). Primary preventions The primordial prevention aims to develop risk factors related to the disease in the pool. This involves the prevention of GAS infections by implementing activities and measures that relate to the environmental, social, economic and behavioral conditions that elevate the risk of the infection (Irlam et al. 2013). Secondary preventions Secondary prophylaxis with BPG is recommended for all people with a history of ARF or RHD. Four-weekly BPG is currently the treatment of choice, except in patients considered to be at high risk, for whom three weekly administration is recommended. The benefits of three-weekly BPG injections are offset. Three to four weekly intramuscular injections of benzathine penicillin is the treatment of choice. Oral antibiotics may be more convenient but carry higher rates of relapse by the difficulties of achieving good adherence, even to the standard four-weekly regimen (Irlamet al. 2013). Tertiary prevention The intervention in human beings with Rheumatic Heart Disease to decrease symptoms and disability, and avoid premature death. The tertiary level surgical intervention for one patient is equivalent to the annual running costs for a national RHD control program in Pacific countries with small populations ((Singh et al., 2012). References: Irlam, J., Mayosi, B. M., Engel, M., Gaziano, T. A. (2013). Primary Prevention of Acute Rheumatic Fever and Rheumatic Heart Disease With Penicillin in South African Children With Pharyngitis A Cost-Effectiveness Analysis.Circulation: Cardiovascular Quality and Outcomes,6(3), 343-351. Marijon, E., Mirabel, M., Celermajer, D. S., Jouven, X. (2012). Rheumatic heart disease.The Lancet,379(9819), 953-964. Marijon, E., Mirabel, M., Celermajer, D. S., Jouven, X. (2012). Rheumatic heart disease.The Lancet,379(9819), 953-964. Singh, J. A., Furst, D. E., Bharat, A., Curtis, J. R., Kavanaugh, A. F., Kremer, J. M., ... Bridges, S. L. (2012). 2012 Update of the 2008 American College of Rheumatology recommendations for the use of disease modifying antirheumatic drugs and biologic agents in the treatment of rheumatoid arthritis.Arthritis care research,64(5), 625-639.