Discussion Paper Sample Size Statistical Analysis Essay

Discussion Paper Sample Size Statistical Analysis - Essay Example Certain sampling methods require each member of the population under consideration to be known and identifiable. The structure which supports this identification is called a sampling frame. Some sampling methods require a sampling frame only as a listing of the population; other methods need certain characteristics of each member also to be known. The author underlines that: "Better success is achieved by asking concrete questions and testing out concrete examples" (Lenth, 2001). Also, Lenth underlines that sample size is not important in all studies. "It may be beneficial to ask about relative differences instead of absolute ones" (Lenth, 2001). It is important to avoid "canned" effect to obtain reliable results. The article gives critical overview of the sample size techniques proposed by Cohen (1998) and Hoenig and Heise (2001). Taking into account job satisfaction surveys and present day problems faced by multinational corporations, it is possible to say that tailoring a training program and family support can increases the job satisfaction and enthusiasm of foreign employees and encourages open communication. These problems were discussed by Bruning and Mccaughey (2005) in their article "Enhancing Opportunities for Expatriate Job Satisfaction".

Risk Management In Naval Operations

Risk Management In Naval Operations The concept of risk management has been around the Navy since its inception. During the drawdown of the 1990s, the risk management concept was formalized into the Operational Risk Management (ORM) program. This approach was initiated to mitigate the risks associated with such a massive reorganization. This paper examines the Naval Directive Office of the Chief of Naval Operations Instruction 3500.39C OPNAVINST 3500.39C (02 July, 2010) that explains the ORM process as five basic steps, four principles and a risk management process and measurement that is applied on three levels of operation; in-depth, deliberate, and time critical. As stated in OPNAVINST 3500.39C; risk is expected in all military tasks, training, missions, operations, and personal activities. The most common cause of task degradation or mission failure is human error, specifically the inability to regularly manage risk. ORM reduces the risks by identifying hazards and measuring and controlling the expected risks, allowing decisions to be made that compare risks against the mission benefits. Navy personnel are responsible for managing risk in all tasks while leaders are responsible for ensuring proper procedures are in place and appropriate resources are available for personnel to perform assigned tasks. The Navy vi sion according OPNAVINST 3500.39C is; to develop an environment in which every officer, enlisted, or civilian person is trained and motivated to personally manage risk in everything they do, including on- and off-duty evolutions in peacetime and during conflict, therefore enabling successful completion of any task and mission. Keywords: Operational Risk Management, OPNAVINST 3500.39C I. Statement and significance of the Issue The ORM origins goes back to 1994 when The US Navy team made ORM an integral part of planning, training, and operations. This stemmed from a need to improve operational readiness in peacetime-and to achieve success in combat-during a period of reduced resources and personnel. The Department of the Navy (DON) Safety Objectives for FY 2008 and Beyond (9 Oct 07) stated; Integrate Safety and Risk Management into all on and off-duty evolutions to maximize mission readiness and to establish DON as an organization with world class safety where no mishap is accepted as the cost of doing businessà ¢Ã¢â€š ¬Ã‚ ¦Establish a risk management training continuum to ensure all DON personnel receive targeted [ORM] training and that all formal professional training courses are infused with examples of how effective risk management improves both safety and mission readiness.. Risk is common nature in all military tasks, training, missions, operations, and personal activities. The most common cause of task degradation or mission failure is human error, specifically the inability to regularly manage risk (OPNAVINST 3500.39C, 2010). Navys goal is; to develop an environment in which every officer, enlisted, or civilian person is trained and motivated to personally manage risk in everything they do, including on- and off-duty evolutions in peacetime and during conflict, therefore enabling successful completion of any task and mission (OPNAVINST 3500.39C, 2010). The ORM process minimizes risks to acceptable levels, commensurate with task or mission accomplishment. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources. Zero risk is not the intent of ORM. Risk management is a continuous process that is integral from the strategic level of planning through the tactical level and execution. It is a tool to help improve mission readiness and mission accomplishment. The ORM benefits when applying the ORM process ensures mission or task success by providing more effective use of resources, improving on- and off-duty risk decision making, reducing injury and property damage, and improving the readiness of all personnel (FAA System Safety Handbook, Chapter 15, 2000) ORM is a process that assists organizations and individuals in making informed risk decisions in order to reduce or offset risk, thereby increasing operational effectiveness and the probability of mission success. The ORM process is applicable across the spectrum of operations and tasks. It should be used by everyone all the time, whether on- or off-duty in their military or civilian life. II. Review of Relevant Research What is ORM? The term Operational Risk Management (ORM) is defined as a continual cyclic process which includes risk assessment, risk decision making, and implementation of risk controls, which results in acceptance, mitigation, or avoidance of risk, (OPNAVINST 3500.39C, 2010). ORM is the oversight of operational risk, including the risk of loss resulting from inadequate or failed internal processes and systems; human factors; or external events. How does it work? The ORM process assists you in making smart and informed decisions. Actually, we apply ORM every day. At times, we may not even be aware of it as you carry out a task or mission. An example of this is as simple as crossing the street; we look both ways because we were taught this at a young age. However, today we dont even look at this as risk management, but something that we know is the right thing to do before crossing the street. Every person has a role to play in managing risk during a commands task or mission, and every person is vital to the success of the Navy team, (ORM Fundamentals, Navy Knowledge Online, 2011). The Five Steps The ORM process is a systematic, continuous, and repeatable process that consists of five basic steps (OPNAVINST 3500.39C, 2010). Identify hazards Assess hazards Make risk decisions Implement controls Supervise (and watch for changes) The first two steps comprise the risk assessment portion of ORM and provide enhanced awareness and understanding of a given situation. This awareness builds confidence and allows for timely, efficient, and effective protective measures. The remaining three steps are the essential follow-through actions to either eliminate the hazard or mitigate the risks. The Four Principles. ORM incorporates the following four principles (OPNAVINST 3500.39C, 2010): 1. Accept Risk When Benefits Outweigh the Cost 2. Accept No Unnecessary Risk 3. Anticipate and Manage Risk by Planning 4. Make Risk Decisions at the Right Level 1. Accept Risk When Benefits Outweigh the Cost The process of weighing risks against the benefits and value of the mission or task helps to maximize success. Balancing costs and benefits can be a subjective process. Therefore, personnel with knowledge and experience of the mission or task must be engaged when making risk decisions (OPNAVINST 3500.39C, 2010). The goal of ORM is not to eliminate risk but to manage the risk so that the mission or task both on- and off-duty can be successful. The bottom line is, if no benefit can be achieved then do not take the risk. 2. Accept No Unnecessary Risk If all detectable hazards have not been identified, then unnecessary risks are being accepted. Additionally, an unnecessary risk is any that, if taken, will not contribute meaningfully to mission or task accomplishment or will needlessly jeopardize personnel or material. The risk management process identifies hazards that might otherwise go unidentified and provides tools to reduce or offset risk. The acceptance of risk does not equate to the imprudent willingness to gamble. Take only risks that are necessary to accomplish the mission or task (OPNAVINST 3500.39C, 2010). 3. Anticipate and Manage Risk by Planning Integrating risk management into planning as early as possible provides the greatest opportunity to make well-informed risk decisions and implement effective risk controls. This enhances the overall effectiveness of ORM and often reduces costs for your organization and yourself when off duty (OPNAVINST 3500.39C, 2010). 4. Make Risk Decisions at the Right Level Anyone can make a risk decision. However, the appropriate decision maker is the individual who can eliminate or minimize the hazard, implement controls to reduce the risk, or accept the risk. Leaders at all levels must ensure that their personnel know how much risk they can accept and when to elevate the decision to a higher level. Ensuring that risk decisions are made at the appropriate level will establish clear accountability. Therefore, those accountable for the mission must be included in the risk management process. If the commander, leader, or individual responsible for executing the mission or task determines that the controls available to them will not reduce risk to an acceptable level, they must elevate the risk decisions to the next level in the chain of command (OPNAVINST 3500.39C, 2010). Risk Assessment Matrix ORM Matrix Card OPNAVINST 3500.39C, (2010). Risk Assessment Matrix. Retrieved from http://safetycenter.navy.mil/ 1 March, 2011. This Matrix uses Risk as an expression of possible loss, adverse outcome, or negative consequences; such as injury or illness in terms of probability and severity of failure (Salas Maurino, 2010, p. 57). Risk Assessment is a structured process to identify and assess hazards. An expression of potential harm, described in terms of severity, probability, and exposure to hazards. Accomplished in the first two steps of the ORM process. Risk Assessment Code (RAC) is an expression of the risk associated with a hazard that combines its severity and probability into a single Arabic numeral which can be used to help determine hazard abatement priorities. This is typically accomplished through the use of the risk assessment matrix. The basic RACs are: 1-Critical, 2-Serious, 3-Moderate, 4-Minor, and 5-Negligible. Another definition not included in this matrix is, Residual Risk and that will be the Risk remaining after controls have been identified and selected. Bringing back the concept that Zero Risk is not the primary purpose of ORM. Also, for the use of this matrix an Operational Analysis of the task at hand has to be made. This means a chronological or sequential list of the major events or elements in a mission or task. This is the complete picture of what is expected to happen and assures all elements of a mission or task are evaluated for all potential hazards. Very important to define what a Hazard is before assigning it a number in this matrix, because a hazard is any real or potential condition that can cause injury, illness, or death to personnel; damage to or loss of equipment or property; degradation of mission capability or impact to mission accomplishment; or damage to the environment, this is also synonymous with the term threat. Last for this chart is the Risk Decision or the ability to make a decision to accept or not accept the risk(s) associated with an action; made by the commander, leader, or individual responsible for performing that action. The Three Levels The risk management process is applied on three levels: in-depth, deliberate, and time critical. The basic factor that differentiates each level is time; that is the amount of time available to dedicate to the preparation and planning of missions or tasks (OPNAVINST 3500.39C, 2010). There is no definitive separating line between the three levels (in-depth, deliberate, and time critical. It is important to know we have resources to tap into. At each level of the planning process, hazards and associated risks are identified and appropriate controls are developed and implemented. These controls become resources upon which we can draw for the next level of planning and ultimately for execution. III. Summary of Major Findings and Conclusions On and Off-duty mishaps are extremely detrimental to the Navys operational capability. Because the Navy works as a team 24/7, the actions one person takes can affect the readiness and operational capability of the commands mission or task, therefore affecting the Navy as a whole. Thus, we must constantly be aware of all risks involved in our everyday off-duty activities. Benefits of using ORM: Reduction of operational loss. Lower compliance/auditing costs. Early detection of unlawful activities. Reduced exposure to future risks. The ORM process minimizes risks to acceptable levels, commensurate with task or mission accomplishment. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources. IV. Recommendations All Navy military, civilian, and contractors under the direct supervision of government personnel should apply the ORM principles and processes in all activities in order to optimize mission success and maintain readiness. Leadership should be held accountable for the use of ORM processes in their command. An organizations success requires the commitment of leaders to manage risk while meeting the commands mission. Leaders must lead by example and provide thorough policies and goals, with buy-in from all personnel. All personnel must fully trust that they have the support for risk decisions made in the interest of completing the mission, while also recognizing that intentional breaches of regulations will not be tolerated. The responsibilities as a Leader and /or Commanding Officer, or officer-in-charge should include: Establish command policy and expectations for the application of ORM on- and off-duty. Address the ORM process in mission, training, safety, and lessons learned reports. Inform the chain of command of those hazards identified by the ORM process that cannot be controlled or mitigated at the command level. Ensure ORM risk decisions are being made at the appropriate level within the command.

What Role Should The Government Play in Gun Control? Essay -- Second Am

What Role Should The Government Play in Gun Control? A well regulated Militia, being necessary to the security of a free State, the right of the people to keep and bear Arms, shall not be infringed.   Ã‚  Ã‚  Ã‚  Ã‚  Gun control is a real issue with Americans today. Many people have different opinions about how to handle our growing dilemma concerning guns. There are those who believe we should ban guns altogether and those who believe we should not ban or restrict the people's right to own guns at all. Both sides have valid arguments, but neither side seems to know how to compromise because of their very different opinions. I personally believe guns should be banned. However, those against gun control have very good arguments.   Ã‚  Ã‚  Ã‚  Ã‚  The Second Amendment was written because of the colonists' fear of an all-powerful central government taking over, but there are many interpretations of how the Second Amendment reads. The court has never found the Second Amendment to clash with the Fourteenth Amendment's Due Process clause which states that, "No state shall...deprive any person of life, liberty, or property, without due process of law" (McClenaghan 522). This gave each state the right to set up their own rules and regulations, which I believe, is one reason why we have the problems that we do.   Ã‚  Ã‚  Ã‚  Ã‚  There have been four major cases heard by the Supreme Court which found that the fire-arm control laws are constitutional; United States v. Cruikshank (1986), Presser v. Illinois (1886), Miller v. Texas (1894), and the United States v. Miller (1939) (Strahinich 41). United States v. Miller was the most important. It supported a section of the National Firearms Act of 1934, basically stating that it is a crime to ship sawed off shotguns, machine guns, or silencers across state lines unless registered with the Treasury Department (McClenaghan 522).   Ã‚  Ã‚  Ã‚  Ã‚  The United States already has more than twenty thousand gun laws, but they do not seem to be making an impact. The first American gun control laws were written before the Revolutionary War. The most effective and more recent laws have been the Gun Control Act of 1986 and the Brady Law. The Gun Control Act of 1986 has a lot of impact on our rights concerning firearms today. It requires federal licensing and inspection of dealers with new and stricter guidelines. It restricted the sale of ammunition and firearms betwe... ...on of law enforcement officials and military. We might not be able to stop all of this gun violence but at least we can close loopholes that control the sale and distribution of guns in America. Next to automobiles, guns are the second most deadly consumer product on the market. There are over two hundred million guns in circulation today, compared to the mere fifty four million in 1950 (Roleff 142). Works Cited Dolan, Edward, Margaret Scariano. Guns in the United States. New York, New York: Moffa Press, Incorporated, 1994. pp.. 29-30, 55. Lott, J.R. More Guns Less Crime. Chicago, Illinois: University of Chicago Press,   Ã‚  Ã‚  Ã‚  Ã‚  1998. pp.. 1-2. McClenaghan, William. American Government. Needham, Massachusetts:   Ã‚  Ã‚  Ã‚  Ã‚  Prentice Hall, 1993. pp.. 489, 522. Netzley, P.D. Issues in Crime. Sandiego, California: Lucent Books Inc., 2000. pp.. 32 Roleff, T.L. ed. Gun Control, Opposing Viewpoints. Sandiego, California:   Ã‚  Ã‚  Ã‚  Ã‚  Greenhaven Press Inc., 1997. pp.. 22-23, 25, 45, 47, 65-67, 76, 85, 117, 142. Strahinich, Helen. Guns in America. United States: Walker Publishing Company,   Ã‚  Ã‚  Ã‚  Ã‚  1992. pp.. 41, 48, 51. http://www.alphadogweb.com/firearms/gun_control_is_a_nice_phrase.htm

The role of the community worker is fraught with tensions and dilemmas

In Britain in the 21st century, community workers are often linked with economic regeneration and consultation, empowerment and capacity building. This is in total contrast with the 1970's when community work was very closely associated with social work. (Twelvetrees, 2003.) Twelvetrees suggests that at its simplest community work is the ‘process of assisting people to improve their communities by undertaking collective action.' (Twelvetrees, 2003.) Community work though is not just carried out by community workers, community leaders, support workers and many others may choose to call themselves community workers. The majority of community work is carried out by paid workers and they undertake a wide range of functions. Community workers are classically seen as a guide or catalyst, enabler or maybe a facilitator. Community workers ‘go' to the place of the group and can advise its members on how they can do what they want to do. They can also cover roles such as secretary or chair, broker or advocate, but most important being clear about the fact that they must be clear about the role which they are playing at a certain particular time. Twelvetrees, (2003) suggests that community workers should be a ‘Jack of all trades' who can take on different roles and approaches and are willing to bring them into play in different situations. Community work therefore has a wide skill base with a great emphasis placed on the ability to make judgements and build relationships with others. Community workers must be able to adapt to each new situation and be able to listen, understand and act in an appropriate way to the situation that they are involved with. Butcher, (in Butcher et al, 1993) suggests that on the most basic principles community stands for the idea that community is a network of people who share a common interest. For many, community is where they can both have a sociological and psychological link to others. Sociologically they can ‘be part' of the community and can ‘identify with' it psychologically. These two factors greatly strengthens the idea that community workers work with groups of people who have a common interest and reason for being together. Summarising the above Community work can therefore be best described as both a set of values and as a set of techniques, skills and approaches which are linked to these values. Twelvetrees (2003) suggests that these values are to do with justices, democracy, love and empowering, and ‘getting a better deal' for those who are in some way disadvantaged. Primarily community workers must be able to establish relationships with others see the world through the community's eyes and find ways to assist them to help themselves. The theory behind most community work is basically about helping people to get a better deal, primarily by making this happen themselves, by being a facilitator and empowering the community groups in which one is working. Derrricourt and Dale, (in Jacobs et al, 1994) suggests that no one can work in community work long before realising that even ‘the simplest thing is difficult'. Community work it's self is a task of working with groups of people who may have different ideas but empowering them to come to a mutual agreement and find common ground in order to make the ‘project' work. In any real life situation within community and youth work there will be pressures and constraints on a worker to operate in some ways rather than others. Whatever the ideology, the worker must select actions which seem most likely to help the members of the particular community to get a better deal for themselves and become more confident and skilled. Twelvetrees (2003) suggests that while the values of community workers will quite legitimately influence their priorities, they also have to be pragmatic about choosing which approach is likely to work best. One of the major sources of tension within community work is that some workers can sometimes go into a new project with the agenda already clear in their head, with no room for changing it. By having this approach community workers produce a great deal of tension simply because they are meant to be helping the community it's self get a better deal through empowerment but by coming in with a fixed agenda it suggests that they have it all worked out. This leaves no room for any sort of consultation or community group meetings and can take away nearly all the interest by the residents. By not using community consultation the residents can very easily loose interest and involvement in a project if they are suspicious of the fact that it is not what they want to see happening. Community workers must be careful to go into a project with an open agenda and the ability to mould the agenda to what the residents want or face tension and the possibility of the lack of support of the community that they are working in. This happened in my local community. A substantial grant was won to improve the town. The council decided to create a community centre that would house a cyber-cafà ¯Ã‚ ¿Ã‚ ½ and open access hall for a variety of activities. It seemed like a good idea to the council yet the local community just wanted the money to be spent on tidying up the council estate, a new set of playground equipment and a new layer of paint in the church hall that the community had always used. Unfortunately the community worker and the council did not listen to what the residents wanted, and 5 years down the line the community centre is un-used except by a mothers and toddler group, with the rest of the community groups preferring to use their old hall. This project has tarred the council with a stereotype that they do not listen anyway so the local community has lost any belief in the fact that they are in it for their interests, even 5 years later this still is a lasting view. Community work often involves inter-agency working. Inter-agency work brings together a range of individuals, organisations and interest groups. By working with these agencies it can bring about tensions between the different managers, and can bring about competition and misunderstandings. Working with different agencies can seem like a good idea but there are many issues that can be raised and these can have a big effect on the overall ‘community; formed by the worker. Because each agency comes with its own agenda then their will be differences in the organisational systems. Banks et al (2003) states that different agencies have different systems for allocating work and recording and sharing information, this can cause many internal issues surrounding the smooth running of the project. When trying to work as a community worker to bring about change these issues must be carefully addressed. The tension will always be there because of the different agencies involved with their own interests but the role of the community worker here is to make sure that the project does not suffer and that the issues are dealt with in a open arena. Take for example a youth action project may include the police, youth workers and nurses. All these come with different agendas, youth workers looking at informal education and welfare, nurses on health and police officers on law enforcement and crime prevention. (Banks et all 2003) All of these different agenda have to be carefully managed in order for the project to be successful. Each agency must understand the importance of the project as a whole and be able to communicate any issues that it has with the other agencies. This is where the community worker can get stuck in the middle, between the different agencies and stuck in with inter-agency politics instead of being out in the community. Dilemmas also form part of the daily planning for community workers. Take for example the planning of a new project, does the worker go for a big and high profile project that will involve the whole community but may not be very effective due to the fact that it may never reach its goals. Or does the worker settle for the small project that will enable him/her to achieve the desired outcome and be able to address a certain issue that the community has raises like youth ‘hanging about on the streets'. This causes the community worker to face the fact that he either has to work with all the community, which he is likely to get more funding and support for, or just to focus on an achievable project like talking the youth ‘boredom' that is happening. Dilemmas surrounding confidentiality is always a difficult to decide the ‘right' course of action. Although community workers are not seen as a counselling service, many see workers as a trusted person in the community to talk to. In this situation confidentiality becomes important, but also the rules of breaking confidentiality have to be addressed as well. Confidentiality has its limitations to be enforced and this can cause the dilemma to the worker as to what is ethically right. Should the worker pass the information on or keep the confidentiality that he promised. (Roche, 2004) This issue was brought up when I was working as a youth worker in the local youth club setting. A young woman approached me saying that she needed to talk. Due to the fact that I had time to spare and she seemed distressed I let her talk and told her everything that she said would be confidential. She then told me that she was getting beaten up at home but did not want to it get out as she did to want her and her siblings to be spilt up. I spent a whole supervisory session talking to my supervisor about confidentiality. In the end I had to break it as a way of helping that young person to escape the endless circle but it was not a light hearted decision. My trust had been broken and since then the young girl has not come back to the youth club, but I know that she is now safe and living with a foster family and her siblings. One dilemma that community workers often face is the fact of accountability and who are they actually accountable to. Many workers would suggest that they are accountable to the community groups as they are working for what they need but others may suggest that they are accountable to the state and their employer. Community workers are employed by a wide range of bodies, including local authorities, primary care trusts, regeneration partnerships, charities, housing committees, the list is endless. All of these bodies have their own organisational and departmental aims for the community worker's role, and the worker is accountable to in a legal/employment sense to their employer. (Henderson and Thomas, 1992) In any community work there is the potential for a complex layering system of accountability, as managers may be employed by some agency to mange work funded by their agency. (Banks, 2003) this is where community workers can find them selves pulled in different directions and must always be careful about what they do. In some cases they may have to balance contradictory and compelling demands and attempt to make sense and achieve them in order to carry out the desired aim. This may be where they community project has been given a set of money from the Church of England for a youth project, this project has then started to deal with people from all religions coming to the project. In order to retain the centres success the worker does not want to ban the youth from the centre due to the fact that they are benefiting from it. Yet the worker is going against the aims of the funding application. In this case the worker has to be accountable to both the Church of England and the youth who are attending the project. In order to attempt to solve this situation then the worker must talk to the Church and attempt to re-structure the funding application so that it can be used across the project and not just on the youth of the Church. (Adapted from Brierley, 2002.) Bryants, (1982, cited in Jacobs et al) suggests that a community worker acts as a catalyst and has nine skills: 1. relational 2. communication 3. organisational 4. mediating 5. bargaining 6. entrepreneur 7. researcher 8. political 9. tactical. In order to be all these then at some point there will always be conflicting ideas and dilemmas to be addressed. One can not attempt to fill all theses roles of a community worker and still be able to work on a level ground with others. Although all of these are very important the fact that a community worker can relate to others within the community is essential and the skill of being able to accept differences and be able to address these is a skill which is learnt and will always be important in our world of work. There will always be tensions and dilemmas to address but these must not get us down. We must learn to take everything in our stride and learn from our mistakes, being able to see where we went wrong and be able to apply these lessons learnt to our future practise. Our strategy must be based on a clear awareness of what we as workers are aiming to achieve by our intervention and use negotiation and communication to overcome any difficulties that we encounter.

About Employment

Although the attraction for foreign employment is increasing everyday, employment is not safe, secured and managed well. Skilled and trained manpower appropriate to the nature and requirement of foreign demand are not available. So, people are going to foreign countries as unskilled or semi-skilled work force. Because of this, foreign countries are getting on one hand cheap labor and on the other Nepalese working abroad are not getting rights and honorable jobs. This has compelled Nepalese people to sell their labour at a throw away price whereas they have to invest a lot of money. Foreign Employment Act 2064 has clearly made a legal provision for sending Nepalese for foreign employment. But, this act is not correctly implemented. Various foreign employment services are in operation without government permission. Brokers are taking advantage of the simple and innocent people and cheating them badly. It is a pity that even those who have gone through resistered agencies and also having required skill, training and knowledge are not getting good jobs and salary. Not only this, there are many instances when such labour forces have returned prematurely not having required qualifications, ability, skills and knowledge suitable for these jobs offered. This is indeed a big and serious challenge. There is a need of legal, technical and professional training for these people so that they can meet the challenges and can take benefit of the advantages of the opportunities available in the market. Technically trained, skilled and competent people can compete with others and secure right jobs, which fetch them good salary. There is also need of providing them accidental and life insurance to make their life more secured. The demand for Nepalese workers is increasing greatly. The Three Year Interim Plan has provision to have labour contract with those countries where there are a large number of Nepalese working. This indicates that the opportunities for employment are increasing day by day. According to the government reports, more than one billion rupees remittances are earned every year from foreign employment. This has largely contributed to national economy. Many factories and industries are established from such money which helps in generating local employment and revenues. However, continuous fleeing of trained and skilled human power would adversely affect in their own economic development. They should gradually bring down the number of out going labour force. The country’s development is own development. It is a fact that one gets due respect only when his own country is developed. Those Nepalese working in other countries as Bahadur and Kanchhas are giving their sweat and blood for the development of other countries. Whereas it is sad to say that Nepal remains always poor, underdeveloped and backward. For this, they (Nepalese) have to get appropriate training, knowledge, skills and contribute to their own economic development. We should love our own country and foster patriotic feeling among us. On this lies our over all welfare and well being

Immigration1 essays

Immigration1 essays For many immigration to the United States would be a new beginning during 19th to early 20th century. There were many acts and laws to limit the number immigrating to the United States. Many of these acts were due to prejudice and misunderstanding of a culture. One such act was the Chinese Exclusion Act. Form this one act many immigration laws and acts were made against foreigners. They hoped to control the number of immigrants arriving on the American shores. The Chinese Exclusion Act of May 6, 1882 was just the beginning. This act was the turning point of the U.S. immigration policies, although it only directly affected a small group of people. Prior to the Chinese Exclusion Act there was no significant number of free immigrants that had been barred from the country. Once the Chinese Exclusion Act had been in acted, further limitations on the immigration of ethnic groups became standard procedure for more than eight decades. Irish catholic, Mexican, and other races were not allowed the same freedoms that others were allowed. Even after a family had been here for generations there were not given the same freedoms. Since the arrival of the first Chinese Immigrants, racist hostility towards the Chinese always existed. They were predominantly male laborers, concentrated in California. They were vital to the development of western mining, transportation, and agriculture. Other races were also discriminated against, the Irish were not allowed to get jobs or live in certain areas of the cities. By 1880, the great fear of German-speaking and Irish-Catholic immigrants was over. Employers, who still sought worker-immigrants, and not just temporary workers, looked increasingly to southern and eastern Europe. When Italians, Greeks, Turks, Russians, Slavs, and Jews arrived in the United States in numbers, however, new anxieties arose about making Americans of so many different kinds of strangers. ...

Cardiac Pacemakers Essays - Cardiac Arrhythmia, Free Essays

Cardiac Pacemakers Essays - Cardiac Arrhythmia, Free Essays Cardiac Pacemakers CARDIAC PACEMAKERS The heart is bestowed with a specialized system that automatically generates rhythmic control via the sinus node, located in the superior lateral wall of the right atrium near the opening of the superior vena cava. The specialized pacemaker cells dictate control of the rest of the heart through regular electrical impulses that propagate from the right atria to the lower ventricles. The rapid conduction of these impulses cause the muscle cells of the atria to contract and squeeze blood into the ventricles, which contract and force blood into the aorta and pulmonary arteries. Abnormalities of the heart rhythm, called arrhythmias, can disrupt this normal cardiac control making it necessary to use some artificial means to regulate the rhythm of the heart. Today, some half a million men and women, most of them over the age of sixty, carry implanted cardiac pacemakers that take over the duties of the natural conduction system. Tens of thousands of these devices are implanted each year in t his country alone. Over the past thirty years cardiac pacemakers have evolved from simple devices only capable of fixed-rate stimulation of a single chamber of the heart to more sophisticated implanted computers that medical personnel can interrogate and reprogram from outside the patient's body. These refinements have allowed for more physiologic pacing with maintenance of atrioventricular synchrony and cardiac output. There are various types of cardiac pacemakers available today that can be surgically implanted to treat specific arrhythmic disorders in the heart. Abnormal rhythms in the heart are one of the most frequent causes of heart malfunction, and in most cases necessitate some type of cardiac pacing unit. Cardiac arrhythmias are common in the elderly, in who age-related physiologic changes often alter the conduction system of the heart. Such changes may remain asymptomatic, or they may progress to syncope, or possibly sudden death. In the event of acute myocardial infarction, arrhythmias are no more frequent in the elderly than in younger subjects; in fact, ventricular premature beats are seen less commonly in patients aged seventy years and older. Age is also not a factor in determining the success of resuscitation from cardiac arrest, although it may be a predictor of six-month survival. In general, there is nothing unique about arrhythmias in the elderly. All of the commonly encountered arrhythmias may be seen in older patients. Arrhythmias may occur in otherwise normal hearts, but with increasing age, associated cardiac disease becomes more likely. A possible exception is atrial flutter; in younger patients, its presence almost always indicates a serious cardiac disorder. There are two indications for antiarrhythmic therapy: relief of symptoms and prevention of more malignant arrhythmias. In elderly patients, pacemakers are the preferred treatment for Brady arrhythmias. Most arrhythmias occur in response to the aging heart. In the sinoatrial node, the number of pacemaker cells decreases, until often less than 10% of the normal complement remains after age 75. Beginning at age 60, there is a detectable loss of fiber from the fascicles of the left bundle branch. Commonly, less than one-half the original number remain, the others having been replaced by fibrous tissue. Micro calcification is often found in this region, and can be related to both age-associated change and pathologic processes. There is also some fibrous tissue replacement of conduction fibers in the distal conduction system, as well as occurrences of fibrosis and hyalinization in the media of the blood vessels supplying the conduction tissue. Any of these age related processes can lead to a disrupted rhythmic and conduction system of the heart. One type of arrhythmia, bradycardia, normally necessitates the surgical implantation of a pacemaker device. Bradycardia is a circulatory condition in which the myocardium contracts steadily but at a rate of less than sixty contractions a minute. This condition may be normal in some physically fit people, where their pulse may be quite slow. This is because an athlete's heart is considerably stronger and is capable of pumping a larger volume of blood per heartbeat than someone who is less physically active. However, in other people, cardiac output is decreased which can cause faintness, dizziness, chest pain, and eventually syncope and cir culatory collapse. The cause of bradycardia can be an increase in the parasympathetic nervous