Henri Rousseau Vs Alphonse Mucha Essay Example

Henri Rousseau Vs Alphonse Mucha Essay Henri Rousseau, and Alphonse Mucha, have had very memorable lives.When people think of Henri Rousseau they think of all his amazing jungle scenes he has painted.When it comes to Alphonse Mucha, people remember his efforts of enforcing the Slav Epic.Whether it be dealing with style, purpose, lives, education, or origin, Henri Rousseau and Alphonse Mucha have many similarities as well as differences. Henri Rousseau and Alphonse Mucha both are considered to be in the symbolism category for their work.Both Mucha and Rousseaus work, traced back to their homelands.Rousseau is from Lavel, France and Mucha is from Invancice, Moravia, or the Czech Republic, as we know it today. As well as tracing their work back to their homelands, they were also influenced by the traditional forms of painting at the time.However, after years passed, they tried to stray away from the traditional form, creating their own forms of painting. On the other hand, Rousseau and Alphonses styles were quite different in many ways.First off, Muchas style consists of dynamic lines in geometric patterns.He achieves his dramatic effects of his pictures by the way he positions his figures and gets them to blend with the patterns.He leaves no empty spaces throughout the painting.While Rousseaus style never really changed throughout his career, his shapes and images are painted with little shadow.This portrays an overall stage-like effect.Design, shape, and color are very important to this painter.He also overlaps shapes to create a sense of shallow space, unlike Mucha.Regardless of what picture you are looking at, you will always see the differences between Mucha and Rousseaus work. Art came easily to the two painters.They taught themselves their own crafts and learned many different techniques after years went by.They both had a minimal amount of schooling behind them.Henri

Clinton Health Care Plan Prosition Essay Example

Clinton Health Care Plan Prosition Essay Example Clinton Health Care Plan Prosition Paper Clinton Health Care Plan Prosition Paper The Clinton health care plan, in its proposition, held more potential than it did in application. The plan, based upon the principles of universal coverage, consumer choice, and a backup system of cost containment,1 drew in members from both sides of the aisle on Capitol Hill, as well as hard-to-get special interest groups. However, the Clinton plan was doomed for failure, which Paul Starr attributed it to too much, too fast. Ultimately, the demise of the plan was based on two major issues in politics: time and labels. The Clinton health care plan began in the minds of several key democrats to address the near-crisis level of the system of the early 90s. According to an article in a September 1993 issue of The Tech, the then-current health care system left nearly 35 million Americans uninsured, and an almost equal amount with inadequate coverage. Skyrocketing drug costs, the beginnings of the HMO organization scandals, and job loss were beginning to twist together, and the Clinton administration capitalized on the winds of change. Clinton began his quest for a functioning health care system with gusto; instead of declaring a basic coverage to reach those most desperately in need, or a system to address those rapidly losing their coverage with unemployment, he proclaimed an immediate future for universal coverage. President Clinton based the roots for his plan on the ideological premise that health care is a right, not a privilege. 2 His position paper stressed the importance of reaching those uncovered and most in need, particularly children. The plan called for Early Periodic Screenings, Diagnosis, and Treatment increases by more than 2,000 percent. Symptomatic of left-wing, big government social policy, the President had executed the same far-reaching plan in his home state of Arkansas, where, as governor, he had cut the infant mortality rate by 43 percent. 3 Regardless of how politicized a policy that targets all children, like this one, is, Clinton, and initially members from both political parties, saw it as the preliminary intervention system it had the possibility to be. Regardless of the future shape of health care, Clinton recognized, targeting children and encouraging good health early on would ultimately save the system money. The social foundation of America, regardless of political trends, provides for those in need; by insuring early childhood health, covering costly treatments for developed diseases later in life would be significantly decreased. While the plan experienced immediate support, the groups involved would soon crow in disagreement with the administration, and the plan would meet certain doom within a year. An already politically splintered political community in Washington stalled the early vitality of the bill, which A. M. Rosenthal of the New York Times had pronounced a success. 4 However, what brought its downfall was not political disagreement, but timing and labels. Paul Starr attributed the fall of the program to â€Å"too much, too fast,† made worse by the addendum of names and stereotypes in the political popularity contest of D. C. Leaders from all sides – left, right, lobby, business – came to the issue of health care reform with resolve. The failings of the system were self-evident, exposed, and costly. While Clinton and the left-wing pushed for immediate universal coverage, Republicans wanted to fix the system with a â€Å"mandate,† requiring all Americans to buy into health insurance. 5 The American Medical Association and the Health Insurance Association of America, â€Å"the two great, historic bastions of opposition to compulsory health insurance,†6 sided with the politicians for an employer mandate and universal coverage. Other groups on the left encouraged single-payer programs while others on right encouraged medical savings accounts and managed competition. The system was ripe for change, and everyone was eager to contribute; the Clinton administration had the possibility to create a solid, successful system, but instead, fell prey to the greatest enemy of government – politics. Said Joe Klein: â€Å"The Republicans enjoyed a double triumph, killing reform and then watching the jurors find the president guilty. It was the political equivalent of a perfect crime. †7 The political calendar, Starr wrote, was the first thing that changed the sails of health care reform. Budget crisis, job loss, and the economy became the main issues of 1993. In a time of such fiscal crisis, the selling power of expensive health care decreased, and the immediacy required for political action began to disappear. Starr relays the importance of the moment in making changes in government by discussing the worries of the public by the start of the 103rd Congress: â€Å"With unemployment down, Americans were worrying less about their jobs and health coverage and more about crime. As health care inflation eased primarily because inflation was generally under control, businesses worries less about health care cost containment and more about the political implications of expansion of government authority. † For the Clinton administration, switching priorities – as they needed to do – also brought a switch away from health care reform. Although Starr never addresses the issue directly, the glaring flaw with the transition of his priorities from health care to the economy was that the failings of the health care system were only felt when the economy was at its worst. When his administration solved the most widespread, publicly felt financial problems, the ever-present need for health care reform was less visible. Soon, parties previously in support of change reversed their agreement with the administration, positing alternative, politicized plans or full confrontation. The Chamber of Commerce pulled its endorsement of the mandate, the AMA cut out support for private doctors, Dole abandoned the individual mandate, and within weeks was at the side of Packwood citing â€Å"too much government. †8 Eventually, all of the support in timing was lost with the yearly remind of the precariousness of job stability in Washington: midterm elections. â€Å"It was not simply southerners like Sam Nunn who opposed the mandate, Bob Kerrey, Dianne Feinstein, and Joseph Lieberman – all running for re-election – would not vote for the mandate in any form. † 9 Clinton lost his own side to elections in the polarized community of the mid-90s. Equally at fault for the failure of the Clinton health care reform were the labels associated with it. Starr wrote, â€Å"By putting his personal signature on health care reform, moreover, Clinton gave the Republicans an incentive to defeat it and humiliate him rather than compromise. † With the return of a strong economy, Republicans sought to disassociate themselves with the political left, particularly the administration, before the next presidential election. The republicans began to wash the health care reform movement with the social policies the administration were putting in place elsewhere. â€Å"There is no logical connection between views on health care reform and, say, gays in the military†¦ but the identification of the Clintons with there form of health care became so strong that sentiments crossed over. † The Republicans, fearing public association with the anti-conservative cultural beliefs of the President, preempted any correlation by an early exit, even at the cost of health care reform. The active role of the First Lady in the administration was further cause for right-wing alarm. Her visible participation in government was not paralleled by classic, genteel expectations of a â€Å"lady,† but instead, Hillary Clinton embodied the strong, declarative, opinionated future leader she would become for the State of New York. Hillary Clinton took a strong step for women by asserting herself in the White House, but in blurred lines, she was quickly associated with the un-ladylike characteristics with which American struggles. She stood her ground firmly as a strong, independent women with so-called bleeding-heart liberal ideologies; while any woman would have been difficult to accept so powerfully at the President’s side, she flaunted the traits that the whole country was fumbling to accept throughout all-walks of society. As Starr said, the First Lady’s role in the health care reform plan development further muddied its previously-clear viability. When politics in D. C. can more accurately resemble a high school social network than a group of educated, concerned adults, Starr realistically attributed the lack of success to the labels attached to the reform. â€Å"The real problem was that time was spent developing a plan that should have been spent negotiating it. † 10 The names associated with the bill were made worse by the details of the plan itself. The program would cover abortions, for instance, something definitively unacceptable to the Republicans. Home based, long-term care for the elderly and prescription drug benefits for Medicare were equally disputed. The taxes necessary to achieve real universe coverage were unacceptable in the then Republican congress, and the scandals of Whitewater prevented even moderate leaders from climbing aboard with the President for the health care plan. Ultimately, the plan carried the Clinton name and, on that alone, presented huge political risk to all those who might associate with it. Furthermore, while the core of plan remained publicly popular, the details became topics of heated dispute. â€Å"Because we failed to edit the plan down to its essentials and find familiar ways to convey it,† Starr lamented, â€Å"many people couldn’t understand what we were proposing. † The plan was lost in politics, and the Democrats, in the midst of a high-strung Washington popularity contest, were unable to represent the plan in any acceptable form. The failure of the Clinton healthcare plan represents the ultimate problem with government: politics get too much in the way. The seeds for any successful health care plan were spread through all walks of the political world – addressing the rising costs of health care, insurance, and prescriptions, the large amounts of underinsured, the disastrous possibilities of an increasing uninsured population – but they were lost without a mandate from the public to achieve them. While the left floundered in its own political scandals, the right pushed for conservative ideology and corporate support, and the middle sought reelection, the American public forgot about health care. The only possibility for solving the health care reform problems in America is a grass-roots movement with broad-based support and immediate action from the leaders in government; whether or not this is a possibility is yet to be determined. Bibliography : 1. Starr, Paul. â€Å"What Happened to Health Care Reform? † The American Prospect. No. 20. (Winter 1995. ) p. 20-31. Available online: www. princeton. edu/~starr/20starr. html 2. Stevenson, Daniel. â€Å"Health Care Reform Requires Passage of a Clinton Plan. † The Tech. Vol. 113, No. 44. (September 1993. ) Available online: www-tech. mit. edu/V113/N44/Stevenson. 44o. txt. html

Public relations campaign for Shell FuelSave Essay

Public relations campaign for Shell FuelSave - Essay Example Shell is present in more than 90 countries worldwide, has 93,000 full-time employees, and maintains a fuel retail network of around 43,000 service stations Royal Dutch Shell C (2001). In 2010, Shell was able to produce 3.3 million barrels of oil equivalent per day while it generated earnings of $20.5 billion Royal Dutch Shell C (2001). It spent $23.7 billion on net capital investment while it spent over $1.0 billion on research and development (R&D). The business operations of Shell are classified under three major categories—upstream, downstream, and projects and technology. Firstly, Shell Upstream is involved in the search and recovery of oil and natural gas; and the extraction of heavy oil from oil sands for conversion into synthetic crudes Royal Dutch Shell C (2001). Secondly, Shell Downstream is involved in the manufacturing, supplying, and marketing of oil products and chemicals worldwide. Businesses under manufacturing and supply include â€Å"refineries, chemical plan ts, and the supply and distribution of feedstocks and other products†. ... II. The Launch of FuelSave Maingrade Fuels With the company’s emphasis on bringing innovation into its fuel products, Shell launched its maingrade unleaded and diesel fuels under the name FuelSave. According to Royal Dutch Shell C (2001), the primary attributes of the product banked on a highly unique feature called the â€Å"Advanced Efficiency Improver† which was designed to improve the fuel economy of every car by lubricating areas in the engine where normal engine oils cannot reach, as stated by Royal Dutch Shell D (2011). Through this, FuelSave Unleaded and FuelSave Diesel promised to help its drivers â€Å"Save up to one liter per tank†. By bolstering the idea of fuel saving, Shell intended to contribute its important share in solving the worldwide problem on ballooning fuel demand. Although the big idea of saving seemed appealing to any vehicle driver, FuelSave caters to a specific and well-defined target market. Defined by their practicality and a mindset that is driven by wanting to get the maximum benefit in all the products they use, these fuel customers are commonly called Smart Drivers. They are customers who are very sensitive to changes in price, but critically analyze the value in the products they buy, as concluded by IBM Business Consulting Services (2005). To them, fuel is slowly becoming a luxury more than a necessity due to the continued increase in price. Since abandoning their car and taking the public transportation is not an option, the only choice for them is to shoulder the hiking fuel prices. However, they may become occasional switchers especially when they do not get the value they expect from their fuel purchase, as summarized by Manzano (2005). In this light, it can be said that although these

Employment relations Essay Example | Topics and Well Written Essays - 2250 words

Employment relations - Essay Example Small firms have a small market share in any given economy and individual firm’s actions cannot significantly impact the entire industry or economy. Therefore, individual firms cannot significantly influence national or regional prices or quality. Most small firms are managed in a personalised way because owners are attached to them. Consequently, their personalised feelings attached to business make them active in all aspects of their business. According to Department for Business Innovation and Skills (2010), there are over 4,801,250 small business enterprises in the United Kingdom. Sections 382 and 465 of the United Kingdoms’ Company Act 2006 define small firms as business entities with zero to forty-nine employees, ?0-?6.5 million turnover and ?0-?3.26 million balance sheet total. Small businesses have their own challenges and benefits. According to The Times 100 (2011), two thirds of small business in the United Kingdom are owned and run by a single person (manager ). This means that about two-thirds of the small firms in the United Kingdom are managed by owners. Furthermore, 90 percent of small firms employee six people and below. Managers may be owners or employees of an organisation and are responsible for overall performance of a firm. The key objective of a manager is to utilise assets, money, materials and human resources effectively and efficiently to achieve objectives (profit maximization) of a firm. This is achieved through well-coordinated human efforts. Therefore, he or she needs to set organizational goals and manage his or her staff well. To achieve firms’ objectives, managers apply different management styles as dictated by the nature of the business and personality. Some of the management styles applied by managers of small firms include autocratic, participative and situational management styles. Characteristics of small firms Every manager must understand the features of the firm he or she is managing to be in a positi on to positively influence its processes and outcome through application of appropriate management style. According to Moore (2008), small firms have distinctive features. First, managers are more of doers and less of managers. They work because they do not afford to employ more individuals to carry out certain duties on their behalf. Therefore, they are more action oriented and less analytical as compared to professional managers. Secondly, managers act as entrepreneurs. They scan the environment and take the risks of coming up with new ideas and implementing them. Thirdly, managers of small firms do not have adequate time allocated to planning. When they plan, plans are often postponed or neglected. Fourthly, small firms are made up of simple and highly informal organizational structure. This enables managers to make quick decisions. As a result, managers in small firms are more powerful and exert strong personal influence on firm’s operations and activities. The fifth char acteristic of small firms is that most managers apply both autocratic and participative management approach. Sixth, small firms are vulnerable to failures caused by managerial inefficiencies because more power and authority are vested on one or few individuals. Seventh, small firms are more likely to face isolated financial and personnel constraints. The eighth characteristic is that small firms undergo growth and development phases. According to Storey (1994), inception, survival, growth, expansion and maturity phases are five phases of growth that small firms often undergo to grow to medium and to large firms. Each phase has its unique strengths, weaknesses, opportunities and threats. Most small firms are in the inception, survival and growth phases. Beyond, the three initial stages, firms may be classified as medium or small because they are likely to have more than fifty employees, over ?6.5 million turnover and more than ?3.26 million balance sheet total. Managing small firms: Is Small Beautiful? Appraisal of management styles in small firms Autocratic, partici

Party discipline and Canadian Democracy Essay Example | Topics and Well Written Essays - 1000 words

Party discipline and Canadian Democracy - Essay Example The Canadian government has a bicameral legislature form. The parliament is composed of The Senate (the Upper House) and The House of Commons or (the Lower House). The Senate represents the different regions, territories and provinces of Canada. The Upper House consists of 105 members also known as Senators. The House of Commons is composed of the representatives elected by the population. The House of Commons consists of 308 members. For formation of any law the bill need to be passed by the two legislative chambers.  Ã‚  Party DisciplineThe party discipline in Canada is the influencing ability of the parliament group to gets its political party members to support the policies and philosophy of their party leadership. It is the controlling power that the party leader has over the legislature. Party discipline is vital for the overall working of the system of the government that permits holding of political power by the parties. It has the ability to establish government infrastruc ture that is affected by lawful political process (Kilgour, â€Å"Discipline versus Democracy: Party Discipline in Canadian Politics†).Few of the major current political parties present in the House of Commons are Conservative Party of Canada (founded in 2003), Liberal Party of Canada, New Democratic Party and Bloc Quebecois. Strong party discipline is present in certain countries like UK, Canada, New Zealand, and many more. The legislature power is more in such countries which can even collapse the government by voting against the government.

Enterprise Resource Planning (ERP) System Case Study

Enterprise Resource Planning (ERP) System Case Study   Discussion Questions What inspired Skullcraft to pursue ERP even though the company had just 26 employees? Solution An Enterprise Resource Planning system is an integrated system which helps the organization to manage its resources; inventory, procurement, supply chain, finance, human resource etc. are few of the many resources an ERP helps to manage. Although, the company had just 26 employees, an ERP system will enhance the managing of resources which is not limited to just human resources. The following facts will justify the implementation of the ERP system: The company was rivalling Sony in the U.S. headphones market with sales of up to $37 million. The company had around 200 to 300 percent annual growth rate. The business had to handle large amounts of transactions. The finance department was using Excel spreadsheets and Quickbooks to manage the books. Wide distribution of products. No product tracking through supply chain till ERP was implemented. In a nutshell, Skullcraft was a small business with transactions comparable to a big enterprise. Thus managing resources was getting more and more complicated as the company grew in sales and investing in an ERP system will help the company manage its resources in a more efficient way. Moreover, as the ERP system was fully hosted, the company did not need to manage a separate ERP infrastructure which was a bonus for them. What features caused Skullcraft to choose SAPs ByDesign? Solution SAPs ByDesign was a unique system which fulfilled Skullcrafts each and every requirement. After evaluating many systems, Beth Siron chose ByDesign for the following reasons: SAPs ByDesign was a fully system hosted system meaning that it did not required additional information system infrastructure to be implemented by Skullcraft. The organization would use the ERP system over the internet which made it easy for each and every department to use it from anywhere. It enabled big business practices for managing financials, inventory, customer relations, supply chain etc. in a format accessible to small businesses. This was perfect a was the small enterprise with annual growth rate of 200 to 300 percent. It helped Skullcraft to track the products through the supply chain. The ERP system was enabled the company to forecast future demand. Thus, the software did everything a big companys Information System would do but without the additional infrastructure and a team to manage it. These features where perfect for Skullcraft which was a small firm with transactions equal to a large firm. Critical Thinking Questions How do you think Skullcraft was able to maintain a small staff while increasing production 200 to 300 percent annually? Solution Rick Alden saw a unique business opportunity in selling high-end radically designed headphones to Skiers and Skateboaders. The company was also the first one to enable users to switch between music listening and cell phone conversations over headphones. The reason behind the tremendous growth was the target market and distribution channel. The company first targeted specialty ski and skate shops and then later large retail chains. Specialty retail shops attracted large amounts of extreme sports fanatics which put Skullcraft on the map in the headphones industry. Even with just 26 employees, the company was effectively able to manage its operations specially production and distribution. It is not unusually for a company to have a tremendous growth rate with such a small workforce. If operations are effectively managed, growth can be increased without comparable investment in additional resources. The company may have had the production outsourced which makes sense as a small workforce cannot produce and maintain such large product demand. Moreover, the company could have arranged the goods to the picked up at the manufacturers workshop and dropped at the specialty retail stores. Thus by effectively managing the flow of goods, the company must have been able to increase its production up to 200 to 300 percent with just 26 employees. Do you think Skullcraft is unusual in its size and needs? What other businesses can you think of that fit the Skullcraft model? Solution No, Skullcraft is not unusual in its needs and size. It I common for a company to have a tremendous growth rate even with a small size. Many small business offer services to a large number of customers. Skullcrafts Rick Alden realized an exceptional business opportunity which became a huge success and helped the company experience a growth rate of 200 to 300 percent annually. Also, the company was able to effectively manage and integrate operations resulting in huge sales while maintaining a small human capital. Other businesses that fit the Skullcraft model are: IT firms like GoDaddy which provide domain services to small and large enterprises enterprises can serve a large number of customer with its small size. The advancement in internet services enables such firms to stay small and serve large. Thus, investing in an ERP system will enable GoDaddy to manage operations more effectively. Freight Forwarding firms consolidate good from various customers into one big container. This helps cut down the costs of shipping small amounts of goods. They use the infrastructure of big firms and manage operations right at their desks. Also, and ERP system will help freight forwarders to track the goods through the supply chain and mange customer relations. A small logistics firms manages the operations and uses resources of other organizations to transport the goods. Their small size demands huge amounts of resources. And ERP in a logistics firm with help the employees track the goods, manage the finance, maintain customer relations etc. Medical firms, architecture firms, designing and developing firms and many other IT sector firms are small in size but their needs are huge. Thus, Skullcrafts size and needs are not unusual as it is very common for a firm to remain small but serve a large number of customers which will inevitably increase their needs. Group Members Dhruvit Shah Praveenchand Nair Abhay Khurana Brahamdeep Singh

Reflection Upon Questioning Skills Essay -- Nursing Reflective Practic

Reflection has its importance in clinical practice; we always seek to be successful and that can be achieved by learning every day of our life through experiences we encounter. In that way we can reconsider and rethink our previous knowledge and add new learning to our knowledge base so as to inform our practice. Learning new skills does not stop upon graduation; it must become second nature to all professionals as they continue their professional development throughout their careers (Jasper, 2006). In keeping within current legislation on the protection and respect of an individuals’ right of anonymity, (Clamp, Gough and Land 2004; Polit and Beck 2007), and to confidentiality, (Burns and Grove 2003; Munhall 2007), any and all possible identifiable characteristics of the client have either been altered or omitted entirely where the potential for identification of the client was seen as possible or probable. I shall refer to the patient whom I worked with as Mr. C however, due to the aforementioned the gender of the client should not be deemed as either factual or an alteration. As I reflect on my conversation with Mr. C, I found that there were seven areas identified as blocks to communication. After I reviewed and critically evaluated the seven blocks, I noticed that I missed listening, identifying and clarifying clients’ concerns associated with utilizing open-ended questions during the interaction. In (1), the patient answered â€Å"I think I’m ok.† I should have further encouraged the patient to elaborate the meaning of his answer, so that I could figure out how he was doing from his perspective. As the patient asked me about his NG tube, I did not answer him properly in (2). I just promised hi... ...rom their nurses. American Journal of Nursing, 93 (8), 38-41. Munhall, P. (2007) Nursing research: A qualitative perspective. 4th Ed. Jones and Bartlett Publishers. Sudbury. p523. Parse, R. R., Bournes, D. A., Barrett, E. A. M., Malinski, V. M., & Phillips, J. R. (1999). A better way: 10 things health professionals can do to move toward a more personal and meaningful system. On Call, 2 (8), 14-17. Polit, D., Beck, C. (2007) Nursing research: Generating and assessing evidence for nursing practice. 8th Ed. Lippincott Williams and Wilkins. Philadelphia. p180. Registered Nurses' Association of Ontario (2006). Client centered care. Retrieved October 7.2011, from http://www.rnao.org/Storage/15/932_BPG_CCCare_Rev06.pdf Stickley, T., & Freshwater, D. (2006). The art of listening in the therapeutic relationship. Mental Health Practice, 9 (5), 12-18.