Health Effects of High Fructose Corn Syrup :: Sugar HFCS Artificial Sweetener Food

Health Effects of High Fructose Corn Syrup Abstract: What is high fructose corn syrup? Is it some kind of disease making machine? High fructose corn syrup is causing many problems in the United States and two of the main problems are obesity and type two diabetes. There are also many other diseases that branch off from these two main diseases, like liver and heart disease. In this paper, the reason why high fructose corn syrup is becoming such a huge problem in the United States will be explored. The Japanese first developed high fructose corn syrup. When they saw that it is more cost effective than other sugars, other companies started to use high fructose corn syrup in their products. High fructose corn syrup is a sugar made of fifty-five percent fructose and forty-five percent glucose. Compared to normal table sugar, which is fifty percent fructose and fifty percent glucose, it doesn?t seem like much. Yet the fructose in high fructose corn syrup is less attached from normal sugar. This fructose that is free from the glucose part is more harmful to the body. It was first introduced in 1970 but it hasn?t been actively used until the late 1900?s. Yet because we started to use high fructose corn syrup, it is now causing a lot of problems. It has many negative side effects after consumption, and most of the consuming is done in the United States. Two of the main problems caused by high fructose corn syrup are obesity and type two diabetes. Some of the other branches of these problems are liver and heart disease, osteoporosis, an increase in triglycerides, and many other kinds of health problems. Since high fructose corn syrup is very common in our daily diets, ranging for drinks to desserts, it is becoming a huge problem. (Severson, K. 2004) One of the main problems of high fructose corn syrup is obesity. Eating high fructose corn syrup is like eating fat. Fructose isn?t absorbed the large intestine or the first part of the small intestine. Fructose is absorbed in the jejunum at a much higher rate than normal glucose. After it is absorbed, it goes to the liver, where it is converted to fatty acids. When someone consumes too much fructose, the liver is unable to convert all of it so it can be absorbed improperly.

Denim Finishing Company Case Essay

1. Mrs. Kelsey Bowser using the ABC method decided to use the number of garments as the cost driver of the change-over costs. Nevertheless, I argue that this was not the best possible choice. I will try to defend my point using the following example. Let’s assume that Guess Who Jeans demands 600, not 500 garments per shipment. Although the number of garments changes, the total change-over costs would stay the same, because no additional retooling of the machine would be necessary. The whole change-over process takes 3 hours regarding if the number of garments is 200, 500 or 800. Furthermore, let’s strictly theoretically assume that the company is able to achieve some extra capacity and one batch is now composed of 150 garments instead of 100 garments. Still, although the total number of garments would vastly increase, the change-over costs would be altered only partially. The opportunity cost measured as a lost contribution margin would slightly increase, but the out-of-po cket costs would stay the same, as the wages of the employees and supplies costs will not change. Thus, it is clear that the number of garments is not the proper cost driver for the change-over costs. In my opinion the number of shipments would be a much better cost driver for the change-over costs. Regarding the number of garments or the number of batches Guess Who Jeans demands every shipment requires the change-over costs to be incurred twice. For instance, if 99 shipments were made, the total change-over costs would equal $351 * 198 = $69,498, because two change-overs ($702) would not have to be undertaken. Thus, the number of shipments clearly drives the analyzed costs. Unlikely the previous example with the number of garments per batch increasing to 150, the number of shipments fully ‘drives’ the change-over costs. Every time the number of shipments rises or falls, the change-over costs change by the full amount of the two per-changeover costs which properly reflect the real situation. Using such a cost driver may be problematic when the allocation of the chang e-over costs is analyzed. Nevertheless, I argue that those cost should be solely allocated to the propriety denim finishing. The demand for the stonewashing services exceeds the company’s capacity. Thus, if the Guess Who Jeans’ offer was declined, the company would use the whole capacity for stonewashing. However, if the offer was accepted the stonewashing processes would be somehow ‘interrupted’ by the propriety denim finishing. Each ‘interruption’, and therefore each shipment would require incurring the change-over costs twice. No factor connected with stonewashing ‘drives’ those costs. Regarding the number of batches or garments used in the stonewashing process each shipment necessitates the cost of $702. Therefore, I believe this cost should be associated with every shipment done by Guess Who Jeans. In Appendix A I present the product profitability analysis using the number of shipment as the cost driver. Moreover, Mrs. Kelsey Bowser claims that the change-over costs should be treated as product-sustaining costs. Nevertheless, I believe her opinion is wrong. I believe these costs should be on the batch level in the cost hierarchy. Hence, I believe the initial analysis undertaken by Mrs. Bowser was correct, although the cost driver she selected was improper. Product-sustaining level costs could be defined as ‘activities that are needed to support an entire product line but are not performed every time a new unit or batch of products is produced’ [Hilton 2010]. Although the first part of the definition applies to the change-over costs, it is clearly not the case when the second part of the definition is concerned. The change-over costs have to be incurred every time the shipments is delivered and the propriety denim finishing has to be done. Therefore, I believe these costs should be rather placed as the batch-level costs in the cost hierarchy. Batch-level costs are believed to ‘arise from activities performed once for each batch or lot of products’ [Zimmerman 2011]. Since the change-over costs need to be incurred every shipment, placing them at this level in the hierarchy seems reasonable. 2. It is clear that before accepting the proposal several nonfinancial issues have to be considered in order to make a reasonable decision. First, the management should think how accepting the Gues Who offer would affect the relations with the other clients. Since Guess Who requires the Denim Finishing Company not to offer the particular type of finish to other customers, it is very likely that relations with other firms will worsen. The Denim Finishing Company has been cooperating with many companies for a long time. Therefore, those companies may dislike the fact that the new client receives the special treatment, while such benefits could not be observed in their case, even though they have been the customers for ages. Consequently, the Denim Finishing Company’s reputation may shrink and furthermore the firm may lose some of its customers that it had long term relations established with. Accepting the Guess Who offer, as mentioned before, would require the Denim Finishing Company to offer the certain time of finish exclusively to Guess Who. Hence, the firm would be prohibited from providing other companies with this service. Before making the decision it should be analyzed if that could lead to potential losses in the future. For instance, although cooperating with Guess Who may be beneficial, the potential gains from offering that type of finish to other clients could be higher. If so, the Denim Finishing Company should rather provide the service to other firms. Naturally, before making such a decision it has to be determined if other firms would require the Denim Finishing Company to offer the service exclusively to them, like it is the case for Guess Who. Offering exclusive service to one company may result in other companies’ (not only potential clients as mentioned in the previous paragraph, but also current ones) demands for exclusive treatment. If other clients, especially those who have been cooperating with the Denim Finishing Company for a long time, realize that it is possible to receive such a special treatment, they would likely claim for it too, as it could give them a competitive advantage over other firms in their industry. Thus, the Denim Finishing Company would undoubtedly face a big problem. It theoretically could increase the prices for the firms that demand exclusive service, but it could lead to losing those clients. Accepting or declining the Guess Who offer may also result in potential conflicts within the firm that have to be considered. For instance, Bruce Farrand who is against the offer may be so determined in defending his point of view that if the offer is accepted, he will decide to terminate his employment. However, he might be so valuable for the company that the gains from the cooperation with Guess Who would not compensate for the value added by Mr. Farrand. Moreover, some other conflicts could arise in the company after deciding either. Before making the decision it would also be recommended to analyze the potential influence the service offered to Guess Who could have on the machine. Since providing the finish would require constant and often retooling of the machine, it could negatively affect the lifetime of the machine. What is more, it is possible that the quality of services done by the machine would shrink because of those often changes. Hence, the satisfaction among clients could diminish and the high cost of purchasing new machine would have to be incurred soon. It also cannot be forgotten that the current demand exceeds the firm’s capacity and some of its clients already use services provided by other companies. Thus, if the Denim Finishing Company’s has even less time for stonewashing, these clients can shift to competitors. Finally, it should be estimated what potential nonfinancial benefits could cooperating with Guess Who bring to the Denim Finishing Company. Guess Who is considered to be a company that offers innovative and premium products. Thus, being an important business partner of such a firm could have a positive impact on the Denim Finishing Company’s reputation. Consequently, it could attract new clients and encourage more companies to cooperate with the Denim Finishing Company. Moreover, successful cooperation with Guess Who Jeans could lead to extending the business relations with that company. For instance, it could outsource more of its production to the Denim Finishing Company. 3. If I were Tom Corcoran, I would undoubtedly have a few questions for the controller. First, I would ask about all the problems mentioned in the two previous questions. As mentioned before, I believe that Mrs. Bowser did not place the change-over costs at the right level in the cost hierarchy. Hence, I would like to get to know why she decided to treat them as product-sustaining costs, while there are a lot of arguments supporting the idea to treat them as batch-level costs. Furthermore, the cost driver chosen by Mrs. Bowser is highly doubtful. I would require the explanation how and to what extent in her opinion the number of garments ‘drives’ the change-over costs. Since I believe the number of garments is not the right cost driver, I would ask Mrs. Bowser for some other type of profitability analysis, such as the analysis presented in Appendix A. The analysis presented at the meeting by the controller could be misleading. Both Exhibit 3 and Exhibit 4 present data that is in my opinion inaccurate. Moreover, as it was analyzed in the second question accepting or declining the offer could lead to multiple nonfinancial outcomes that may play a significant role on the company’s profitability. Hence, I would ask if such factors have been analyzed and if so, what possible impact they may have. I also believe that Tom Corcoran would be most interested in the total profit his company would have under both scenarios. Analyses presented at the meeting, as valuable as they might be, do not contain such information. For instance, they do not include the facility-sustaining costs that the Denim Finishing Company has to incur. Hence, it would be recommended to present Tom Corcoran with the yearly profit the firm may earn. Moreover, I would ask Mrs. Bowser about the accuracy of her assumptions in Exhibit 4. She estimates that the costs of the proprietary process, as well as the price paid by Guess Who Jeans will not change during the year. However, it may not necessarily be the case. The analysis relies on historical costs that may not be appropriate for the future estimations. Thus, I would like to know if Mrs. Bowser took that aspect into account. Another question would regard the overhead rates of the batch- and unit-level costs. The rates were estimated when only stonewashing was done. However, accepting the offer from Guess Who Jeans would require retaining from using the machine for 600 hours. This could likely result in different overhead costs and consequently different overhead rates. The batch-level utility cost can be particularly problematic. It is ‘driven’ by the machine hours and as previously mentioned the machine is not used for 3 hours before and 3 hours after the shipment. Furthermore, the case makes it unclear whether drying is also performed by the Unit #4. The per-garment utilities cost includes 3 hours for washing and 3 hours for drying. However, when the change-over is undertaken, the washing is not performed, because the machine cannot be used. Therefore, during the change-over the utilities cost is possibly lower. This is especially important for the opportunity cost analysis. Since the case is lacking information explaining the problem, if I were Tom Corcoran I would like to clarify it. Finally, I strongly believe that it would also be necessary to ask Mrs. Bowser about the facility-sustaining costs. Such costs are ignored in the controller’s analysis. Nevertheless, they still affect the company’s profitability. Hence, I would like to get to know how big those costs are. Moreover, the facility-sustaining costs could also be somehow influenced by the possible cooperation with Guess Who Jeans. For instance, the security or insurance costs could rise, since the service is supposed to be offered exclusively to that particular client. Therefore, the analysis of the capacity-sustaining costs would also be useful. To sum up, if I were Tom Corcoran I would have many doubts about the controller’s analysis. I would probably ask her to prepare yet another presentation that includes my suggestions. However, if I were to make the decision, I probably would accept the Guess Who Jeans’ offer. The analysis in the Appendix A, although it does not include nonfinancial factors and may not properly reflect all the costs, clearly shows that such a scenario leads to increased profits. 4. Activity-based costing is undoubtedly a useful tool that could help the management to make the optimal decision. It is much more accurate that the traditional costing systems. Distinguishing various activities and determining cost drivers relating to them helps to more precisely allocate the costs. Using one cost driver for all the amount of the overhead could create the situation where the indirect costs are not really ‘driven’ by the particular cost. For instance, although direct labor hours might to some extent determine the value of the overhead, the influence may only be partial, especially regarding certain products. Using various cost drivers for various activities largely eliminates this problem. What is more, selecting particular cost drivers for respective activities enables ‘taxing’ certain activities. This internal tax system gives an incentive to reduce certain costs and therefore improve the company’s efficiency. For instance, if machine labor hours are chosen as a driver for the production activity there is an impulse to lower the number of machine labor hours which consequently results in decreased value of overhead, lower costs and higher profits. Under Activity-Based Costing the share of costs allocated directly to the products increases. Thus, the company better understand where its overhead costs go to. It enables the firm to identify the products that are not profitable and undertake relevant actions, such as decreasing costs, raising the price or withdrawing the product. However, the cost hierarchy helps to make such decision regarding not only particular products, but also batches and product lines. This undoubtedly allows making decisions that are more profit-maximizing. Moreover, in the ABC the practical capacity is used. Therefore, it is possible to determine the unused capacity. Diminishing the unused capacity is definitely helpful in maximizing the profits of the company. Hence, Activity-Based Costing provides the management with the information necessary to make optimal decisions. To compare, the traditional costing systems do not give such a possibility. However, the ABC method also has some flaws that may result in making a non-optimal production decision. Some of those disadvantages could be observed in the previous questions. First, the system is believed to be complicated. As noticeable in the first question choosing the proper cost driver for the particular activity might be problematic. Selecting the wrong driver could lead to biased results and consequently the decision that is not profit-maximizing. Furthermore, trying to maintain the cost hierarchy may also be difficult, as shown in the example of Mrs. Bowser from the Denim Finish Company. The results when the costs were determined as the batch-level where completely different than when they were analyzed to be product-level. Thus, such easily made mistakes could result in a non-optimal decision. Furthermore, as it could be seen in the second question Activity-Based Costing does not include any nonfinancial measures. Thus, even though pure financial values may show that a particular decision is profit-maximizing, it might not necessarily be the case. Other factors, such as e.g. loss of reputation could actually result in decreased profits. Finally, the ABC method requires gathering data from the whole company, often through interviews. Hence, there is a relatively big possibility that collected data is not perfectly accurate. To sum up, the Activity-Based Costing method is quite reliable tool in making optimal production decisions, especially compared to the traditional costing systems. However, the system has to be carefully planned and implemented, because any mistakes could lead to inaccurate results. Choosing the wrong cost driver and improper assignment of the costs in the cost hierarchy may result in undesired errors. Furthermore, as useful as the ABC is, the management cannot rely solely on financial values provided by the method. Before making the decision all nonfinancial factors have to be considered. Only such a consideration combined with the information supplied by the properly designed and applied Activity-Based Costing system can lead to the optimal production decision.

Promote Products & Service Essay

1/ Introduction: After the 3D movie blockbuster of American film called â€Å"Avatar† released worldwide in 2009, a lot of cinemas in the world also start the movie with this technology. In particular, a few years ago, to demand of customers as well as improving the quality of business, there are many investors have invested †3D coffee†. 3D Coffee is gradually developing into a movement entertainment healthy. It looks like a new air crept into the lifestyle of young people. 2/ Business idea: * Create a unique coffee shop, where customers can enjoy nice coffee cups and watch blockbuster movies together. * Establishing a high-speed system of wireless for customers can access free. * This would be an ideal location for family or couple want to relax and talking. 3/ Requirements to  succeed in your business: * Location: The first restaurant should be located in a busy residential area to attract a lot of customers in Sydney. After the first 3D restaurant succeeds, there is more 3D coffee shops will be opened. When brand of shop was known in a lot of cities, we should get franchised and starting this business in other big cities. * Pricing strategy: Give customer a price of product consistent with cost rate. Organizing regular promotions to customers and discount special days. * Quality strategy: maintaining and development the company production that has been consumed widely in the consumer market as well as improve the poor quality production. * Advertising and Promotion strategy:To attract client’s that 3D coffee shop would advertise through TV, radio, magazine, Face book and internet. The shop should have advertising strategies to clients through networking communities. Promotional activities for all products sometimes are showed such as discount activities, promotions and big events to compete with other shops as well as provide information about the restaurant to customers. * Customer service: Creating a professional staffs with higher responsibility. They should be friendly and patient with customers to make customers feeling comfortable and enjoy their visit. 4/ Entrepreneurship: * Design the shop: there are three floors. + The first floor: This floor for staff only, there are bar, toilet, etc. + The second floor: there is one large room with a capacity of 30 people, it can be used to organize offline, enjoy music Audiophile, Lossless lyrical, gentle, combined watch HD movie blockbuster. + The third floor: there are 10 rooms with 5 rooms for groups of friends, families can sit comfortably that have large screen (120 inch), large space,  polite, audio system modernization and 5 rooms for couples, friends with private space, romantic, seat systems extremely relaxing. All rooms are equipped with HD projector – 3D and it can serve 3D movies with high quality. * Customer: The majority of the customers is young people who looking for new things and want to try the different feelings. In addition, this shop also serves international customers who want to find where they can have both their own space to watch movie, enjoy coffee and talk together, so that this is an ideal location. 5/ Business Objectives: A/ The common purpose: Give to customers of all ages who need somewhere for entertainment, relaxation and enjoying favorite movies as well as where customers meet friends. Besides, this shop also serves customers who want to hold a birthday party for your friends, relatives, or want to date, say a marriage proposal, Events, etc. In general, this shop will help customer to reduce stress after a stressful working hours. B/ Shop business purpose: * Bring large profits for the investors. * Bring revenue to the country from tax * The economic benefits contribute to the annual budget: + Income tax + Personal income tax. * Create a professional image, reliable in the hearts of consumers. * To satisfy the entertainment needs of the people, improve the spiritual life, help people to get fun time after hours for learning and work stress, contributing for the cultural life community and re-production labor. 6/ SWOT Analysis: A/ Strength (S): * Ample space, designing layout unique and beautiful, new furniture. * Favorable location. * Reasonable price. * The management work capacity and determination. * Services to provide good quality, high-speed transmission. * The wifi internet service has high speed and easy to register multiple packages Promotions. * Using modern machinery and professional. B/ Weakness (W): * The first capital investment is lacking. * Don’t have patrons as well as reputable supplier for products in the starting days. * The new shop establishment makes it difficult to attract new customers. * Don’t have too much experience in business coffee 3D. C/ Opportunities (O): * Focus on potential clients: students, people with average incomes. * There is good material. * Opening more branch around the world or sell franchise for foreign companies. D/ Threats (T): * Other local shops could try to adopt business idea in a short time. * The large number of new shop that will be opened to competition. 7/ Financial, Legal, Marketing, Operational and Business viability: * Financial:In order to this business succeed and develop which the company have to invest about $500,000. When business achieved and attract customers that will have grown steadily 5% each year in investment. Beside, business should hire accountants to prepare tax return, overt business activities to take care of business tax affairs. * Legal:Business will hire lawyers to maintain activities and resolve with legal and procedure affairs. * Marketing:Pay advertising company to create original Ads, flyers. At the same time, advertise through TV, radio, magazine, Face book and internetas well as developing logo and slogans. * Operational: create a management reasonable system include supervisors, floor managers and leaders to manage staff shifts. All of them should be training and study a course about professional skills to service clients. * Business viability: maintain activities and making a profit and increased steadily per year. 8/ Conclusion: 3D COFFEE†Ã¢â‚¬  will provide a space, an suitable environment for many different demands of customers as well as creating healthy recreation and relax with some reasonable prices. When customers come to â€Å"Coffee 3D† that they will be integrated into the environment lively, friendly and everyone will be linked together easier. Furthermore, this shop will satisfy all the needs of the individual or collective by new services and so interesting. Through the analyse and present research information of project †3D COFFEE†. We think this project will bring high economic efficiency and accordant with the needs of people as well as the general trend development of social especially young people. 9/ References: * Principles of Marketing (26/09/2011) 5th edition, Person Australia.

Tin and Nitric Acid

Jarrett Sears Dr. Hummel Chem 121 2/7/13 A Chemical Reaction between Tin and Nitric Acid Introduction: Finding the products made from the components of tin metal and nitric acid is the ultimate objective of this lab; the formula of the products will be found in the CRC handbook thereafter. Procedure: First, obtain a clean crucible, and heat it under a Bunsen burner until it is as hot as possible, about 15 minutes within a fume hood unit. The Bunsen burner will be used under the fume hood for the entire duration of the lab. Place a crucible on a wire gauge, and wait for the crucible and its lid to cool off completely.After cooling, obtain the weight of the crucible and lid by placing it on a petri dish to be placed on an electric balance (petri dish mass must be obtained prior) without using any hands; there will not be any touching of the fingers or hands to or on the crucible and subtract the mass of the petri dish to obtain the mass of crucible. (Mass is noted at 61. 805g with cruc ible and petri dish, crucibles mass: 25. 253g) tin is weighed between 0. 9000g and 1. 0g (for this expirement, . 98g is weighed) and added to the crucible, which is placed back onto the non. ignited Bunsen burner.While the crucible is being held by the Bunsen burner stand, 10M Nitric acid is dropped into the crucible with the tin unitil there is no longer any kind of reaction from it. This takes nearly 100 drops. It will bubble and fumes will arise. When nothing further occurs after ten minutes, the Bunsen burner is lit with the tin and nitric acid inside. Heat for about 15 minutes, let the crucible with the now contained tin oxide, cool on the wire gauze again and measure its mass. Repeat the heating process without adding anything to the crucible for an additional 15 minutes.After finding the mass of the tin oxide, by subtracting the initial weight of the crucible from the weight of the crucible with the tin oxide, we can compare the two measurements. Data: Grams Petri dish36. 552 With Crucible61. 805 Crucible alone with lid25. 253 Tin0. 98 After first run63. 043 Tin oxide:1. 238 Drops of nitric acid:100 Measured Oxygen:0. 258 2nd run of oxygen0. 253 Mass percentage of Tin: Oxygen79. 2%:20. 8% Moles of tin0. 0083 Moles of oxygen0. 01612 Discussion: After the nitric acid is applied to the tin filled crucible, the reaction has already began, after only a few drops, fumes start venting out of the crucible.There is . 98g of tin in the crucible; the nitric acid applied (100 drops: it is not necessary to weigh this for the ultimate objective of finding tin to oxygen ratio) may weigh 3 grams (hypothetically). There would be a net mass of 3. 98 grams, but due to the fumes of the reaction, some of this net mass is lost already before the burner is even turned on. This proves true even further once the burner is lit; brown fumes will be emitted from the crucible that we find later to be nitrogen dioxide in the CRC handbook. After heating and cooling, the crucible is n ow 1. 238g heavier than the empy crucible.After equating the mass of the now tin oxide, 1. 238g, we now find the tin to oxygen ratio. There is . 98 g of tin and . 258g of oxygen in this product, dividing this by their respective quantity of AMU found via the periodic table will give us the number of moles, 0. 0083 moles of tin in 0. 98 grams, or 8. 3 X10(3rd). There are 0. 01612 moles of oxygen in 0. 258 g of oxygen or 1. 612X10(3rd) this is the mass combined to the tin. When we divide these moles by the smaller figure, we then learn the empirical formula; this is our 1:2 ratios are found. Oxygen consists of 20. percent of the final mass, while tin is the remaining 79. 2%. Nitrogen is found by process of elimination, four different oxides of nitrogen are looked up in the CRC handbook: HNO3, NO, N2O, and NO2. NO2 is the only gas that is brown amongst this group. Sources of error would entail heating the crucible for duration of time too short for the reaction to finish, resulting in a heavier compound, and jeopardizing the legitimacy of the entire experiment. It could potentially leave the demonstration with nothing to be learned if there is not a 1:2 ratio after finding the inaccurate molar masses.Conclusion: This is to understand how reactions occur, and sometimes need more than to just be mixed together, heat is needed. Also, the ratio of mass does not infer ratio of atoms, far from it. The 1:2 tin oxide ratio results when one molecule of tin (Sn) combines with 2 nitric acid molecules (2HNO3), and the hydrogen is released as NO2 (byproduct) this is the fume referred to prior, where the value of mass is lost and the remains are the product of tin oxide: SnNO2. The mass of the tin far outweighs that of oxygen by nearly 60%, yet consists of only two thirds of the molecular ratio. Sn +2HNO3 > SnO2+2NO2+H2

Language Beliefs Paper Essay Example | Topics and Well Written Essays - 500 words

Language Beliefs Paper - Essay Example f adult learning and literacy are more expected to be providing an appropriate framework for second language learning compared to those concerned with child development. Linguistic-oriented theories of language learning tend to highlight genetic mechanisms, which are the so-called "universal grammars" in explaining language acquisition. Behavioral theories dispute that association, reinforcement, and imitation are the primary factors in the acquisition of language. Cognitive theories put forward that schema, rule structures, and meaning are the distinctive characteristic of language learning. Memory processes have been singled out as the basis for language intellectual capacity. There are a number of principles, which are related, with second language acquisition of children but in the following paragraphs, only the most imperative ones are stated. The first principle states that bilingualism is an asset hence it must be promoted at all levels. The topic of the use of language for bilingual children has now been a debate for the last so many years and there are no simple and definite answer. At times, parents as well as members of a community start feeling pretty strongly about their children who could not speak English in school. At other points of time, it has been witnessed that there is a robust attitude attached with the strengthening of the home language, while at the same time teaching English. The decision as to how to introduce English to children who come to school with limited proficiency in English should be left to local discretion of the parents as well as at times, to the children themselves, the latter being the case when they have serious p roblems understanding the second language or have trouble speaking and/or writing or both. If we talk about acquiring English, the child might come into sight as having some degree of know-how and adeptness in both the languages, thus signifying it as a transitional chapter for the duration of which requirement

Quality Management Plan Essay Example | Topics and Well Written Essays - 750 words

Quality Management Plan - Essay Example   The manager's responsibility is to ensure that employees do not become sick by their job. Stress makes employees sick. Besides, acts to decrease stress are affordable.   The expense of stress to the organization can show up as an increased employee turnover, a rise in the absence of sickness, decreases job performance, increased customer complaints, and poor time management. Stress in a single employee can result in stress in employees who are compelled to function with the individual or even cover for him/her. Besides, staff members who do not consider stress as a dangerous thing can leave them open to compensation claims from employees who have been affected by work associated stress illness. Thus, stress reduction does not have to cost the organization a large sum of money. The organization can take the following steps to deal with the risk of stress: where stress caused or made worse by the job may result in ill health, the organization ought to evaluate the risk. The risk evaluation for stress entails searching for work pressures that may cause increased and long-term stress levels. It also requires choosing the individual that could be harmed by the work pressure and choosing whether the organization is doing enough to hinder such harm. If required, the organization ought to take steps to address such pressures. It must review the evaluation whenever it considers that it can no longer be correct. Besides, all employees ought to be involved in the assessment process, encompassing safety and health representatives.

Love- The Gaps of the dispute settlement process of WTO Research Paper

Love- The Gaps of the dispute settlement process of WTO - Research Paper Example The WTO agreements include intellectual property, goods and services2. They state the principles of liberalizations along with the legalized exceptions. They comprise of obligations of individual countries to lessen custom tariffs along with other trade obstacles and to open service markets3. The methods of settling the conflicts are also prepared by them. The agreements tend not to be static in nature, however, they are renegotiated according to the requirements and thus newer agreements can be added to the package4. It is quite significant for the government to make their trade policies quite transparent by informing the WTO regarding the laws in force along with the measures adopted as per the WTO agreements. Numerous WTO councils’ along with the committees’ main function is to check if the requirements are being followed and the WTO agreements are being executed correctly5. In order to put into effect the rules and to ensure that the trade is conducted in a smooth way, the WTO’s method for solving the trade conflicts under the Dispute Settlement Understanding is crucial6. The countries bring into notice the disputes if they feel that their rights under the agreement are being disobeyed. Judgments by specially appointed independent experts are generally based upon interpretations of the agreements along with involvement of the individuals. The members of the WTO have approved to the fact that if they feel that their fellow-members are not obeying to the trade policy then in order to settle the disputes they will make use of the bilateral system rather than taking steps unilaterally7. This implies that it is significant for them to abide by the decided methods and thus value the judgements. The WTO’s conflict settlement conformity is also referred to as the ‘Understanding on Rules and Procedures Governing the Settlement of Disputes (DSU)’. It is the main