Herbal Products for personal casre Essay Example for Free

Herbal Products for personal casre Essay Aromatherapy is complementary and alternative medicine (CAM) technique in which various essential oils (including essences and extracts) derived from plants, flowers, fruits, leaves, herbs, stems, shrubs or trees are utilized to promote healing of the body, mind and the spirit, and to encourage health and well-being of the individual. Aromatic oils have been utilized in healthcare since ancient times by the Egyptian civilization and the Arabs. Modern aromatherapy was given special interest in France. The French found that oils had several anti-septic properties and hence could be utilized to reduce infections. Some of the physicians in France administer essential oils. Certain guidelines mentioned in the ‘aromatogram’ help the physician to decide which essential oil has to be utilized. The patient’s sample of tissues or body fluids is cultured in the laboratory. Different essential oils are added to the growing cultures. The specific essential oil that inhibits growth of the microorganisms is identified and utilized. Essential oils are substances similar to hormones (or chemical messengers) present in the body, that play an important role between cells. It contains about 200 to 3000 different compounds. Studies suggest that they can play a role against cancer, and have other effects such as stimulation (lime), calming (lavender), analgesic (clove), anti-spasmodic and cough suppressant (lavender). On the skin, it seems to have an antiseptic (tea tree), astringent (lemon grass), protectants (sandal wood), stimulant (rose) and cooling (Chamomile) effect. Aromatherapy can be administered in several forms such as skin or external applications (including cosmetic use and applications over the hair), inhalation, and internal consumption. External applications of essential oils involve applying the agents on the skin through baths, massages, friction, compresses, cosmetic use (in the form of creams, masks, compresses, lotions, ointments, etc), hair applications, etc. Such applications help in relaxation, stimulating the skin and make the individual feel more energetic and lively. Several toxic substances and metabolic wastes present on the skin are inactivated and destroyed. It also helps to reduce body aches and reduce swellings. Rarely (5% of the cases), the individual may develop inflammatory disorders of the skin (such as dermatitis), and experience symptoms such as irritation, rashes, pruritis, etc. In such circumstances, the treatment should be discontinued. Internal consumption of essential oils may be required to treat several disorders involving the internal organs (such as the digestive tract). However, some of these oils may damage the liver. Hence, they have to be administered strictly by a physician, and the patient’s condition should be monitored. The essential oil can also be administered utilizing a diffuser or nebulizer (through inhalation). The oils can be utilized to treat several breathing or lung disorders, and to improve mood. The molecules of the essential oils can enter the body through the nose, gain access through the lungs, from where it can diffuse into the bloodstream. It can remain in the blood for 30 minutes to several days. Sprays are also available which provide effect for a short period. Aromatherapy has emerged as a separate branch of science and profession because of the huge benefits. Lavender may increase brain wave functions related with relaxation and stress-release (Balac, 1992). Chronic smokers felt a reduced urge to consume tobacco with aromatherapy (Rose Behm, 1994). The quality of life in individuals with cancer and anxiety improved after being administered Chamomile (Wilkinson, 1995). Stevenson (1994) demonstrated that heart patients requiring surgery felt better when their feet were being massaged with neroli oil. Post-operative patients had reduced nausea and needed fewer painkillers after inhaling peppermint oil (Tate, 1997). In fact aromatherapy can be utilized to treat several conditions such as infections (such as Herpes Zoster Virus, Herpes Simplex Infections, etc), arthritis, skin disorders, musculoskeletal disorders, sleeplessness, anxiety, distress, anticancer therapy problems, anorexia, body aches, etc. Any individual can learn about aromatherapy by reading books, attending seminars or going to school that train in aromatherapy. The National Association of Holistic Aroma-therapists (NAHA) is setting up standards for giving licenses and administering training. The individual who wants to become an aroma-therapist should have a good knowledge and practice of chemistry, botany, human physiology, etc. The aroma-therapist is responsible for administering treatment sessions on the patients such as massages. During the patient’s first session, he/she will ask the questions to get a detailed outlook of the past and present medical history. According to the patient’s complaint and the diagnosis of the condition, he/she will prepare essential oils using different individual components. The massages are similar to the Swedish and the Sports methods. The aroma-therapist also gives complete details of the procedure to the patient, advices about any precautionary measures to be taken and educates the patient about the benefits and risks of the procedure.

Strategies for Entering Foreign Markets

Strategies for Entering Foreign Markets Introduction In todays business world, globalization has a great impact on management decisions, processes and the culture of an organization. The most important external driving forces of an increasing internationalization are the openness to new markets due to liberalization and deregulation, further developments in technologies and logistics, as well as shorter product life cycles, and a homogenous consumer behavior whereas internally the strategic-focused attitude of companies represents an essential factor.  [1]  More and more companies do not only want to stay in a single market but aim to expand into foreign markets as well. Before entering a foreign market, a company has to decide not only on an appropriate entry strategy but also should consider the main steps of the market entry framework presented in the upcoming chapter. The following assignment provides a profound analysis of market entry strategies in the context of international marketing management. First of all, reasons to go international will be presented followed by a market entry framework in chapter 3. Further on, different methods of entry will be discussed stating advantages and disadvantages as well as giving examples of firms which successfully have implemented these strategies. In chapter 5, different timing strategy approaches will be introduced. Finally, a conclusion will be drawn from the preceding findings. Reasons for entering foreign markets There are a variety of reasons why companies decide to go abroad and expand their business operations. Organizations mainly engage in international businesses in order to establish competitive advantages and efficiently adapt to the ever-changing business environment. However, it is rarely the case that firms are just driven by one single factor. In the context of international marketing, proactive and reactive reasons or motivations can be differentiated. While proactive factors are stimulated by internal strategic change, reactive reasons result from environmental shifts.  [2]  Proactive reasons include growth in terms of revenue, sales and customer base, cost savings due to economies of scale or low-cost manufacturing, and reduction of dependency on a single national market as well as alternative sources of labor. Reasons which rather force the firms to expand to foreign countries and markets are described as reactive ones. For instance, domestic markets could be already satur ated or emerging competitors prevent firms from further increase its market shares and therefore, stay competitive.  [3]   Even though most companies highly profit from operating internationally, they are often faced with incalculable risks and challenges. Possible risks are primarily based on a lack of information regarding consumer preferences, unfamiliar business procedures and regulations, as well as human resources management.  [4]   Market Entry Framework A market entry strategy framework serves as a helpful management tool for firms aiming to enter a foreign market. It is highly recommended that companies follow these guidelines to better understand the process of internalization and to specify appropriate action steps for a firm. Generally speaking, the organization has to decide on the following questions: 1) What products or services should be offered abroad? 2) Where (countries, regions) should the market entry take place? 3) What entry strategy should be used to enter the foreign market? 4) How should be operated in the foreign market in terms of marketing programs?  [5]  As it is shown in the figure below, a conceptual framework consists of four main steps. After the decision has been made to enter a new market, a profound market assessment should be conducted. Regarding step 1, the company has to analyze its own resources and capabilities. A SWOT-analysis can help identifying the firms internal and external environment. An other key aspect is to evaluate legal and regulatory considerations as well as existing competitors and to deal with possible political risks and uncertainty. Due to different customer tastes and preferences in other countries and regions potential target groups have to be interviewed and analyzed in order to customize its products to their specific needs and wants. In step 2, the business environment should be closer examined, looking for business partnerships, testing market attractiveness and performing financial and entry barrier analyses to prevent early failure. Not until step 3 an entry mode is selected and implemented and further negotiations with business partners will be continued.  [6]  Critical factor is the entry strategy configuration, defined as the process of deciding on the best possible entry strategy mix.  [7]  Step 4 finally repre-sents the actual operation phase in which strategy and performances are aligned. This means satisfying the international clienteles needs by providing them with the desired products and services and setting adequate prices while remaining competitive. Ultimately, the company has to ensure that performance targets and strategic objectives will be accomplished as planned. Market Entry Strategies In the following the different market entry strategies will be described and advantages and disadvantages will be shown. Exporting Most companies operate within their country; however when they de ­cide to enter foreign territory most of the companies use export as their first approach to go international. Exporting means producing goods in one country and selling them in another country.  [8]  Some companies operate only in one niche market and are successful; however in most cases companies become successful by increasing brand awareness and business stability by entering new markets. Exchanging goods across boarders has grown to be a lot easier throughout the years and therefore exporting has become the simplest and most straightforward way to meet the need of a foreign country. However, when a company chooses exporting as their strategy there are several factors that have to be considered when determining whether to use a direct or indirect strategy. Such factors can be the size of the company, what product the company is going to sell, previous export experience and expertise and business conditi ons in the market the company wants to enter. Companies which have no experience in exporting can reach their foreign customers through intermediaries. This approach is called indirect exporting and is often used by first-time exporters.  [9]  Indirect exporting is when a firms sells its domestically produced goods in a foreign country through an intermediary.  [10]  Intermediaries also called middlemen is usually a firm or person that acts as a link between parties to a business deal. Using indirect exporting belongs to the least risky methods. Companies using this method have the smallest amount of commitment; however on the other hand receive the least profit. Direct exporting is one approach used by companies. A company usually handles its exports on their own and sells its products or services directly to the customers. This method gives the company much more control over their activities. It allows them to start at lower prices, be more competitive on the market as wel l as keep closer contact with clients. Also, using direct exporting gives the company higher returns in investments. The Boeing Company was very successful using this method and is now, not only the worlds largest aerospace company but the number one exporter in the US. On the other hand, the pitfalls for direct exporting are that, it is a lot more risky and they have to invest a lot more time to become familiar with the market.  [11]   Licensing Licensing is another common approach of global marketing. Many companies use this method by offering the right to a trademark, patent, trade secret or other similar valued item of intellectual property in return for a royalty or a fee.  [12]  One example is the company Marvel Entertainment Inc. Marvel has mad millions of dollars in licensing with their superheroes and intellectual property. Marvel has licensing agreements with the film industry, toy industry, computer game industry and many other areas. Spiderman, Hulk and many other characters are famous around the world and can be seen and played with.  [13]  Other specialized forms of licensing are contract manufacturing, management contracting and franchising.  [14]   Contract manufacturing is some sort of outsourcing. A German company for example contracts with the foreign company to produce the products they want to sell in the new market. While the contract manufacturer produces the products, the German company puts the companys brand name on the goods. In the computer and electronic field contract manufacturing is used a lot by companies such as IBM and Dell. Dell and IBM let their products produce by Taiwanese companies. The advantages for using this method are that the capital investment is relatively low; however on the other hand the company will not have full control.  [15]   Management contracting is similar to manufacturing contracting, just that the domestic company is not producing the products in a foreign country, but transfer parts of their management personnel to assist a foreign company for a definite time for a fee.  [16]  Management contracts are especially used in the hotel business. The Marriot or Carnival Hotels and Resorts use this method to enter new foreign markets. This method is also very popular in Asia and many developing countries which need the expertise from professional management. An advantage of managements contracting is the minimum risk for the company, due to low equity investment. Major disadvantages are that the company has to give up a big amount of control as well as flexibility.  [17]   McDonalds, Burger King, Starbucks all have one thing in common; they are world wide companies which use the franchise method in order to be serve people internationally. Franchising is a specialization of licensing and both are the most common used method by small and medium size companies. In a franchising agreement, the franchisor sells limited rights to use its brand name in return for a lump sum and share of the franchisees future profits.  [18]  The franchiser assists the franchisee on a continuing basis, through sale, promotion and training.  [19]  The advantages of franchising are that it is less risky and less costly. Franchising is the fast growing method for a market entry a firm whishing to expand globally. On the contrary, the franchisee has to be careful to make all the adjustments necessary. Issues concerning the transferability of products, brands and services should be considered. McDonalds for example had to make adoptions when entering the Indian market beca use of the different culture and lifestyle.  [20]   Joint Venture Joint venture occurs when an international company enters in to an agreement with a local partner to develop a new entity and assets for a finite time by contributing equity.  [21]  A Joint venture may be classified as majority, minority, or fifty-fifty ventures in regard to the equity share of the international company and may be started from the scratch or by the foreign partners acquisition of a partial ownership interests in an existing local company. In most cases, firms choose joint ventures over sole ventures as a result of the restrictive regulatory measures towards sole venture of the foreign investors by the host governments. In the other hand, a Joint venture can also bring positive benefits to the foreign partner through their local partners, because local partners have better knowledge of the host countrys environment and business practices as well as personal contacts with local suppliers, customers, banks and government officials, management, production and marketi ng skills, local prestige and other resources.  [22]  These benefits are the reason why most firms insist on joint venture in some countries like Japan even when a sole venture is open to them. The advantages of Joint ventures are 1) risk diversification and allocation of risks between the partners 2) sharing of resources 3) can be a means of reducing political and other investment risks 4) access to the distribution network. The disadvantages are 1) lack of management control 2) joint ventures negotiations are time consuming, requires a lot of contractual framework and long period of due-diligence3) lack of trust 4) risk of conflict as a result of cultural differences. Direct Investment Direct Investment can be divided into two parts 1) merger and acquision and 2) wholly owned subsidies. These kinds will be explained in the following. Merger and Acquisition: There are two primary mechanisms by which ownership and control of a corporation can change: Either another corporation or group of individuals can acquire the target firm, or the target firm can merge with another firm.  [23]  According to Brealey et al, a merger can be an added value only if the two companies are worth more together than apart.  [24]  There are three classifications of mergers: 1) Horizontal mergers: This is a type of merger where two firms producing similar goods or offering similar services are combined to form an entity. Examples are Vodafones acquisition of Mannesmann and Commerzbanks acquisition of Dresdner Bank. 2) Vertical Merger: is referred to as a combination of two companies in the same industry whose products are required at different stages of the production cycle. The buyers can integrate backwards. An example of forward integration merger is Walt Disneys acquisition of the ABC television network. In which Disney planne d to use ABC network to show recent movies to huge audiences, and an example of backward integration would be Fords acquisition of Rouge Steel Company to reduce risks associated with  the dependency on steel. 3) Conglomerate merger: occurs when companies in unrelated lines of businesses are combined to become an entity. The reason why companies decide to go into this type of merger is to diversify and reduce their exposure to industry specific risks. However, if a conglomerate becomes too large and diverse through acquisitions, the performance of the entire firm can wither. Quellen? Reasons for Mergers Acquisition Economic of scale and scope: Cost efficiency of high volume production are one of the privileges merged firms enjoy, which small firms can only dream about. Larger firms also tends to benefit from economies of scope, which are savings as a result of synergy effect in the marketing and distribution of different types of related products (e.g. computers and printers). Vertical Integration: As a means to improve its products or services, a company might decide to have the direct control of the inputs required to make its products. Similarly, another company might not be contented with the manner at which distribution of it products is conducted, so it might decide to take direct control of the distribution channels by acquiring a major distributive company. Expertise: In order to compete effectively and efficiently, firms often need expertise in particular fields. A more efficient approach may be to acquire the talents as an already functioning unit in an existing firm. Monopoly Gains: Merging with or acquiring a major competitor might enable a firm to reduce competition within the sphere of its operation. There is greater pricing power from reduced competition and higher market share, which could result in higher margin and operating income. Diversification: This is the very beneficial in the issue with conglomerate merger. These benefits are direct risk reduction and liquidity enhancement. Reasons for Merger and Acquisition are 1) to gain cost efficiency through Economic of scale and scope 2) to improve products or services through Vertical Integration 3) to become more competitive because expertise is required acquire talents 4) to get monopolistic advantages and at the same time reduce competitors  [25]  5) with Diversification reduces an investors exposure to firm-specific risk.  [26]   Wholly owned subsidies: Market entry through a wholly owned subsidiary consist of two distinctive strategies: it can be achieved through a Greenfield investment or through an acquisition. Greenfield investment is a form of direct entry mode whereby a parent firm extends its operation in a host country by constructing a new operational base from the scratch. It is remarkable for the complexity and the high cost of its development and implementation. For example, in order to establish successfully in a foreign market, it is expected of a firm to have an extensive knowledge and expertise of the new market, and for this to be possible, a reasonable help from the third parties such as local independent consultants are required, and their services are usually very expensive. The cost of its implementation makes Greenfield investment in a foreign market a very risky mode of market entrance. Acquisition in the other hand offers the fastest means of achieving market power. As explained above, this strategy requires buying a rival firm, distributor, supplier or a firm which is related or entirely unrelated to the acquiring firms industry, in order to gain access to core competencies and achieve a greater competitive advantage.  [27]  The fact that it is easier and more accurate to estimate the outcomes of an investment through an acquisition makes acquisition a less risky alternative in comparison to Greenfield investment. Timing strategies of market entry In this part timing strategies as a different kind of internationalization will be described. Timing strategies could be divided into two categories 1) strategies for market entry in a specific country, called country-specific timing strategies, and 2) strategies for market entry in more countries synchronous, called cross-border timing strategies.  [28]  Some important factors which should be analyzed before a timing-strategy can be chosen are competition in the market, technology, substitute, customer behavior and the market potential as well as market growth. If this is done a company can decide which timing strategy is useful to reach the companys goals.  [29]   Country-specific Timing Strategies A company has to clarify when they want to enter into a new market. Most times the decision for a strategy depends from the strategies of the competitors in the target market.  [30]  Now the first-mover as well as the follower strategy will be described and benefits and risk of each will be identified. First-mover Strategy: Companies those are first into the industry or nation. The advantages of the first-mover are mainly that the firm has a higher awareness level as well as more time for image building in the market. Additionally, the firm gain more and earlier experience which enables them to adapt itself earlier to changing market environmental. Moreover, the firm can recruit educated employees and build up intensive relationships with market entry. Disadvantages are the free-ride-effect, which described early followers who will benefit from the investments of the first-mover. Additionally, the high costs of exploitation of the target market and the high risk of failure.  [3 1]  As an example for a first mover strategy could be named apple. The iPhone, iPad and most of the other products from apple were innovative and the first products in the target industry or nation. Follower Strategy: Companies which follows the first mover or enter the market after it has become established. The advantages of the follower are mainly that the firm can avoid the mistakes of the first mover, have access to reliable information about the market, can profit from the investments of the first-mover hence, cost reduction for example for infrastructure or education of employees. Disadvantages are market entry barriers created by the first-mover, less experiences over the market situation, finding of suppliers and to gain the loyalty of potential customers.  [32]  As an example for followers Microsoft could be named. Microsoft offers a smart phone after the successful iPhone implementation of Apple. Cross-border timing strategies Cross-border timing strategies are the waterfall or sprinkler strategies.  [33]  The Waterfall strategy described a scenario in which a product or a service is gradually moved into the target market while the sprinkler strategy implements a product or service in several countries at the same time.  [34]  Advantages of the Waterfall strategy are that the expansion can take place in a systematic method. Hence resources are needed one-by-one and not at the same time to enter successful all the target market. Furthermore, the life cycle of some technologies or products can be extended and experience can be used for the next market entry. Additionally, it is a relative less risk strategy. Disadvantages of the waterfall strategy could be the long time period implementation. In fast moving markets this strategy might be too slowly.  [35]  Furthermore, the competitors will be warned so that they can build up more market entry barriers for example.  [36]  Examples for the wate rfall strategy are the metro group, which used the experiences of the last market entry when they open a new subsidiary in a new market  [37]  as well as Dell, Benetton and The Body Shop.  [38]  The Sprinkler strategy is has the contrary strengths and disadvantages as the waterfall strategy. Within a short time period the strategy were implemented in lots of target market. The sprinkler strategy generates first-mover advantage. It is a very functional strategy in hyper and time-based competition markets. Disadvantages are the high amount of resources required for entering and the risk of failure because of less knowledge or experiences of the different countries. Examples for the sprinkler approach are Microsoft with its Windows software and Gillette with its Sensor.  [39]   Conclusion In this assignment, the major importance of a well-thought-through selection of a market entry strategy has been shown and different types of entry modes have been presented and further analyzed. Market entry strategies can have a far-reaching impact on an organizations global strategy. Selecting the best entry strategy is a complex decision-making process and involves various considerations. The importance of which aspects should be taken into closer consideration can vary by the strategic goals of a company, by country, and even by industry. Which entry strategy to choose highly depends on various strategic factors like ease of exit, speed of entry, cultural distance, and competitive intensity. Under all conditions, there will be no ideal option. In all cases, methods of market entry should be adjusted to the organizations long-term strategies and goals and should be based on future ambitions as well as on current resources and capabilities. Companies do not only benefit from the advantages, but will also have to cope with disadvantages of a chosen entry strategy. Therefore, compromises often have to be made when going international. Ultimately, todays organizations will ha ve to remain flexible enough to incorporate the high degree of dynamism in an ever-changing business environment. II. Works Cited A: Books Ahlstrom. D./ Bruton, D.G. [International Management]  International Management Strategy and Culture in the  Emerging World, Student Edition, South-Western CENGAGE Learning, Mason 2010  Berk, J. / DeMarzo, P. [Finance]  Corporate Finance, Pearson, Boston, 2006 Berndt, R. / Altobelli, C. F. / Sander, M. [Marketing]  Internationales Marketing-Management, 4. Auflage, Berlin Heidelberg, 2010 Boone, L./ Kurtz, D./ McKenzie, H./ Snow, K. [Contemporary Marketing]  contemporary Marketing, 2nd Canadian Edition,  Nelson Education Ltd., 2010 Brealey, R. A / Myers, S. C. / Allen, F. [Finance]  Principles of Corporate Finance, 8 Ed. McGraw-Hill / Irwin,  New York, 2006 Damodaran, A. [Finance]  Corporate Finance, Theory and Practice, 2nd Edition; Wiley,  New York 2001 Dony, A.G. C. [Marketing]  Market Entry Strategies for consumer Goods Industry in the PR China: An empirical Study on the Beer and Soft Drink Industry. Difo-Druck GmbH, Bamberg, 1998 Hitt, A. [Strategic Management]  Strategic Management Competitiveness and Globalization,  4th Edition, Nelson, New York, 2009 Kerin, R./Hartley, S./Berkowitz, E./Rudelius, W. [Marketing]  Marketing, 8th Edition, McGraw-Hill/Irwin, New York 2006 Kutschker, M./ Schmid, S. [International Management]  International Management, 6. Auflage, Oldenbourg 2008 Meffert H./ Burmann C./ Kirchgeorg M. [Marketing]  Marketing Grundlagen marktorientierter Unternehmensfà ¼hrung,  10 Auflage, Wiesbaden 2008 Paul,J./ Kapoor, R. [International Marketing]  International MarketingText and Cases, Tata McGraw-Hill Pub  lishing, New Dehli, 2008 Peter, P. / Donnelly, J. [Marketing Management]  Marketing Management Knowledge and skills, 5th Edition,  McGraw-Hill Companies, 1998  Root, F. R. [Marketing] Entry Strategies for International Markets, Lexington books,  New York, 1994 Weitz, B. / Wensley R. [Marketing]  Handbook of Marketing, Paperback Edition, London, New Dehli,  Thousand Oaks, 2006 Yu, L. [The International Hospitality Business]  The International Hospitality Business Management and  Operations, Haworth Hospitality Press, New York, 1999 B: Internet / Website Niti, B./ Nemer, B., [Businessweek.com] Brand Magic in India, http://www.businessweek.com/innovate/content/may2006/id2006 0508_952455.htm, 2006 III. Affidavit This case analysis is the original work of the authors. It has not been presented elsewhere for grading. All sources have been indicated to the best of the writers ability. Ort, Datum Signature: Anja Chan Ort, Datum Signature: Annika Nienaber Ort, Datum Signature: Emmanuel Ofobeze Ort, Datum Signature: Jana Theresa Germeroth IV. Appendix Appendix 1 Waterfall Strategy  [40]   Appendix 2 Sprinkler Strategy  [41]  

Of Mice and Men :: essays research papers

In the book, Of Mice and Men, a duo of friends tries to reach their utopia but their dream is shattered by a man's weak mind. Throughout the book, Lennie and George stick by each other through hard times and harsh characters. When Lennie was chased by a gang of angry people, George did the only thing he knew possible to help Lennie escape from these people. When George shot Lennie, at first I thought that he was being unreasonable. Lennie could've gone to an asylum or a shelter, but he didn't need to be killed. However, by killing Lennie, George saved him from the horrible death by the mob and perhaps more from the reality of their unreachable utopia. I don't know if I could do the same to try to help a weak friend. If someone dear to me even asked me to kill them to relieve them from something, I still don't think I could do it. But George showed a kind of courage by saving Lennie. He let Lennie go to the only reachable utopia he knew that Lennie could possibly attain: heaven. I was also very sad when Candy's dreams were shattered. Even Crooks, the old black man, had a part in this dream of the perfect ranch, but because of one adulterous, flirtatious woman, his hopes of making something better of himself flew away. I hate it when something that would do so much good is not possible. If Candy, George, Lennie, and Crooks ever actually got this utopian ranch, it would make Lennie happy, Candy content, and would give Crooks something to do other than mope. But because Lennie's feeble mind caused him to make mistakes, this dream was destroyed. I pity every single person in this book, even thought the setting was not horrible. What makes the book so melancholy was that the characters could do so much more with themselves if they just tried.

Jamestown, 1607 :: essays research papers

It's 1607, Jamestown, and you are there.... Relive the adventure of 1607 when 104 Englishmen dropped anchor and began to build America's first permanent English colony in Jamestown, Virginia. Explore life at the dawn of the 17th century inside the palisade of a re-created colonial fort, discover the world of Pocahontas in the Powhatan Indian village, and experience the four-month passage to the New World on board re-creations of the three ships that brought the settlers to Virginia. Extensive indoor galleries tell the compelling stories of Jamestown, from its beginnings in England through its often turbulent first century, and of Virginia's Powhatan Indians. The dramatic film, Jamestown: The Beginning, chronicles the endurance of the first settlers as they struggled to build a lasting colony. James Fort Within the re-created fort, step back in time to the 17th century. Try on armor, watch a musket-firing demonstration, and discover how the colonists lived and worked. Powhatan Indian Village Learn about the culture of Pocahontas' people in this re-created village. Explore the Powhatan houses, called yehakins, climb into a dugout canoe and try your hand at grinding corn or weaving plant fibers into rope. Ships Aboard the Susan Constant, Godspeed or Discovery, get a sense of how the colonists may have felt as they crossed the Atlantic in the early 17th century. Try your hand at steering with a whipstaff or tiller. Examine the contents of a sailor's "see" chest on the pier, and participate in periodic demonstrations of cargo and sail handling. Galleries The museum galleries recount the history of the colony through exhibits of 16th- and 17th-century artifacts and illustrations. The English Gallery examines the conditions that led to American colonization. The Powhatan Indian Gallery explores the people who inhabited coastal Virginia when the Jamestown colonists arrived. The Jamestown Gallery traces the first century of the Virginia colony while Jamestown served as its capital.It's 1781, Yorktown, and you are there.... The drama of the American Revolution and the birth of a great nation come to life at Yorktown Victory Center. In provocative indoor galleries, witness the Revolution through the eyes of those who were there—from soldiers on the battlefields to women on the home front, from American Indians to African Americans. The evocative film, A Time of Revolution, places you in a Continental Army encampment where soldiers spend an evening reminiscing and musing on their lives and the war that has brought them together. Outdoors, experience the sights and sounds of the Revolutionary War in the re-created Continental Army encampment.

Type of Decision Making Enviroment

.:VirtualSalt Introduction to Decision Making, Part 1 Robert Harris Version Date: June 9, 2012 Previous versions: December 2, 2009, October 17, 2008; July 2, 1998 We all make decisions of varying importance every day, so the idea that decision making can be a rather sophisticated art may at first seem strange. However, studies have shown that most people are much poorer at decision making than they think. An understanding of what decision making involves, together with a few effective techniques, will help you make better decisions. What is Decision Making? Some DefinitionsA good place to start is with some standard definitions of decision making. 1. Decision making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker. Making a decision implies that there are alternative choices to be considered, and in such a case we want not only to identify as many of these alternatives as possible but to choose the one that (1) has the hi ghest probability of success or effectiveness and (2) best fits with our goals, desires, lifestyle, values, and so on. The two important ideas here are that first, there must be some genuine alternatives to choose from among.Note that â€Å"Do it† or â€Å"Don't do it† does not qualify as a set of alternatives. Only â€Å"Do this† or â€Å"Do something else† really qualfies. Second, every decision must be made in the light of some standard of judgment. This standard usually gets expressed in the form of criteria, which reflect the values and preferences of the decision maker. These values and preferences are often influenced by corporate rules or culture, law, best practices, and so forth. 2. Decision making is the process of sufficiently reducing uncertainty and doubt about alternatives to allow a reasonable choice to be made from among them.This definition stresses the information-gathering function of decision making. It should be noted here that uncer tainty is reduced rather than eliminated. Very few decisions are made with absolute certainty because complete knowledge about all the alternatives is seldom possible. Thus, every decision involves a certain amount of risk. If there is no uncertainty, you do not have a decision; you have an algorithm–a set of steps or a recipe that is followed to bring about a fixed result. Kinds of Decisions There are several basic kinds of decisions. 1. Decisions whether.This is the yes/no, either/or decision that must be made before we proceed with the selection of an alternative. Should I buy a new TV? Should I travel this summer? Decisions whether are made by weighing reasons pro and con. A simple worksheet with two columns (one for Pro–reasons for, and one with Con–reasons against) can be useful for this kind of decision. It is important to be aware of having made a decision whether, since too often we assume that decision making begins with the identification of alternati ves, assuming that the decision to choose one has already been made. . Decisions which. These decisions involve a choice of one or more alternatives from among a set of possibilities, the choice being based on how well each alternative measures up to a set of predefined criteria. 3. Contingent decisions. These are decisions that have been made but put on hold until some condition is met. For example, I have decided to buy that car if I can get it for the right price; I have decided to write that article if I can work the necessary time for it into my schedule.OR even, We'll take the route through the valley if we can control the ridge and if we detect no enemy activity to the north. Most people carry around a set of already made, contingent decisions, just waiting for the right conditions or opportunity to arise. Time, energy, price, availability, opportunity, encouragement–all these factors can figure into the necessary conditions that need to be met before we can act on our decision. Some contingent decisions are unstated or even exist below the awareness of the decision maker. These are the type that occur when we seize opportunity.We don't walk around thinking, â€Å"If I see a new laser printer for $38, I'll buy it,† but if we happen upon a deal like that and we have been contemplating getting a new printer, the decision is made quickly. Decisions made in sports and warfare are like this. The best contingent and opportunistic decisions are made by the prepared mind–one that has thought about criteria and alternatives in the past. 4 . Contingent alternatives. Similar to contingent decisions, contingent alternatives involve two or more choices of action, one of which will be taken when the appropriate trigger occurs.Often this trigger is an event or more information. For example, If tomorrow is cloudy or rainy, we will mount a ground attack through the pass, but if the day is clear, we will launch an air strike to the north. OR, if, aft er this patch attempt, the leak is under 50 gallons per minute, we will sail to the home port for a repair. But if the leak is over 50 gpm, we will stay here and order a replacement pump. Decision Making is a Recursive Process A critical factor that decision theorists sometimes neglect to emphasize is that in spite of the way the process is presented on paper, decision making is a nonlinear, recursive process.That is, most decisions are made by moving back and forth between the choice of criteria (the characteristics we want our choice to meet) and the identification of alternatives (the possibilities we can choose from among). The alternatives available influence the criteria we apply to them, and similarly the criteria we establish influence the alternatives we will consider. Let's look at an example to clarify this. Suppose someone wants to decide, Should I get married? Notice that this is a decision whether.A linear approach to decision making would be to decide this question by weighing the reasons pro and con (what are the benefits and drawbacks of getting married) and then to move to the next part of the process, the identification of criteria (supportive, easy going, competent, affectionate, etc. ). Next, we would identify alternatives likely to have these criteria (Kathy, Jennifer, Michelle, Julie, etc. ). Finally we would evaluate each alternative according to the criteria and choose the one that best meets the criteria. We would thus have a scheme like this: decision whether †¦ select criteria †¦ identify alternatives †¦ atch criteria to alternatives †¦ make choice However, the fact is that our decision whether to get married may really be a contingent decision. â€Å"I'll get married if I can find the right person. † It will thus be influenced by the identification of alternatives, which we usually think of as a later step in the process. Similarly, suppose we have arrived at the â€Å"identify alternatives† stage of the process when we discover that Jennifer (one of the girls identified as an alternative) has a wonderful personality characteristic that we had not even thought of before, but that we now really want to have in a wife.We immediately add that characteristic to our criteria. Thus, the decision making process continues to move back and forth, around and around as it progresses in what will eventually be a linear direction but which in its actual workings is highly recursive. Key point, then, is that the characteristics of the alternatives we discover will often revise the criteria we have previously identified. The Components of Decision Making The Decision Environment Every decision is made within a decision environment, which is defined as the collection of information, alternatives, values, and preferences available at the time of the decision.An ideal decision environment would include all possible information, all of it accurate, and every possible alternative. However, both information and alternatives are constrained because the time and effort to gain information or identify alternatives are limited. The time constraint simply means that a decision must be made by a certain time. The effort constraint reflects the limits of manpower, money, and priorities. (You wouldn't want to spend three hours and half a tank of gas trying to find the very best parking place at the mall. Since decisions must be made within this constrained environment, we can say that the major challenge of decision making is uncertainty, and a major goal of decision analysis is to reduce uncertainty. We can almost never have all information needed to make a decision with certainty, so most decisions involve an undeniable amount of risk. The fact that decisions must be made within a limiting decision environment suggests two things. First, it explains why hindsight is so much more accurate and better at making decisions that foresight.As time passes, the decision environment contin ues to grow and expand. New information and new alternatives appear–even after the decision must be made. Armed with new information after the fact, the hindsighters can many times look back and make a much better decision than the original maker, because the decision environment has continued to expand. The second thing suggested by the decision-within-an-environment idea follows from the above point. Since the decision environment continues to expand as time passes, it is often advisable to put off making a decision until close to the deadline.Information and alternatives continue to grow as time passes, so to have access to the most information and to the best alternatives, do not make the decision too soon. Now, since we are dealing with real life, it is obvious that some alternatives might no longer be available if too much time passes; that is a tension we have to work with, a tension that helps to shape the cutoff date for the decision. Delaying a decision as long as r easonably possible, then, provides three benefits: 1. The decision environment will be larger, providing more information.There is also time for more thoughtful and extended analysis. 2. New alternatives might be recognized or created. Version 2. 0 might be released. 3. The decision maker's preferences might change. With further thought, wisdom, and maturity, you may decide not to buy car X and instead to buy car Y. And delaying a decision involves several risks: 1. As the decision environment continues to grow, the decision maker might become overwhelmed with too much information and either make a poorer decision or else face decision paralysis. 2.Some alternatives might become unavailable because of events occurring during the delay. In a few cases, where the decision was between two alternatives (attack the pass or circle around behind the large rock), both alternatives might become unavailable, leaving the decision maker with nothing. And we have all had the experience of seeing some amazing bargain only to hesitate and find that when we go back to buy the item, it is sold out. 3. In a competitive environment, a faster rival might make the decision and gain advantage.Another manufacturer might bring a similar product to market before you (because that company didn't delay the decision) or the opposing army might have seized the pass while the other army was â€Å"letting the decision environment grow. † The Effects of Quantity on Decision Making Many decision makers have a tendency to seek more information than required to make a good decision. When too much information is sought and obtained, one or more of several problems can arise. (1) A delay in the decision occurs because of the time required to obtain and process the extra information.This delay could impair the effectiveness of the decision or solution. (2) Information overload will occur. In this state, so much information is available that decision-making ability actually declines because the information in its entirety can no longer be managed or assessed appropriately. A major problem caused by information overload is forgetfulness. When too much information is taken into memory, especially in a short period of time, some of the information (often that received early on) will be pushed out.The example is sometimes given of the man who spent the day at an information-heavy seminar. At the end of the day, he was not only unable to remember the first half of the seminar but he had also forgotten where he parked his car that morning. (3) Selective use of the information will occur. That is, the decision maker will choose from among all the information available only those facts which support a preconceived solution or position. (4) Mental fatigue occurs, which results in slower work or poor quality work. (5) Decision fatigue occurs where the decision maker tires of making decisions.Often the result is fast, careless decisions or even decision paralysis–no decisi ons are made at all. The quantity of information that can be processed by the human mind is limited. Unless information is consciously selected, processing will be biased toward the first part of the information received. After that, the mind tires and begins to ignore subsequent information or forget earlier information. (Have you ever gone shopping for something where you looked at many alternatives–cars, knives, phones, TVs–only to decide that you liked the first one best? Decision Streams A common misconception about decision making is that decisions are made in isolation from each other: you gather information, explore alternatives, and make a choice, without regard to anything that has gone before. The fact is, decisions are made in a context of other decisions. The typical metaphor used to explain this is that of a stream. There is a stream of decisions surrounding a given decision, many decisions made earlier have led up to this decision and made it both possib le and limited. Many other decisions will follow from it.Another way to describe this situation is to say that most decisions involve a choice from a group of preselected alternatives, made available to us from the universe of alternatives by the previous decisions we have made. Previous decisions have â€Å"activated† or â€Å"made operable† certain alternatives and â€Å"deactivated† or â€Å"made inoperable† others. For example, when you decide to go to the park, your decision has been enabled by many previous decisions. You had to decide to live near the park; you had to decide to buy a car or learn about bus routes, and so on.And your previous decisions have constrained your subsequent ones: you can't decide to go to a park this afternoon if it is three states away. By deciding to live where you do, you have both enabled and disabled a whole series of other decisions. As another example, when you enter a store to buy a DVD player or TV, you are faced with the preselected alternatives stocked by the store. There may be 200 models available in the universe of models, but you will be choosing from, say, only a dozen. In this case, your decision has been constrained by the decisions made by others about which models to carry.We might say, then, that every decision (1) follows from previous decisions, (2) enables many future decisions, and (3) prevents other future decisions. People who have trouble making decisions are sometimes trapped by the constraining nature of decision making. Every decision you make precludes other decisions, and therefore might be said to cause a loss of freedom. If you decide to marry Terry, you no longer can decide to marry Shawn. However, just as making a decision causes a loss of freedom, it also creates new freedom, new choices and new possibilities. So making a decision is liberating as well as constraining.And a decision left unmade will often result in a decision by default or a decision being made for you. It is important to realize that every decision you make affects the decision stream and the collections of alternatives available to you both immediately and in the future. In other words, decisions have far reaching consequences. Go to Introduction to Decision Making, Part 2 Introduction to Decision Making, Part 3 Other Tools for Creative Thinking and Problem Solving Critical Thinking Course Homepage Introduction to Creative Thinking Creative Thinking Techniques Criteria for Evaluating a Creative SolutionIntroduction to Problem Solving Human-Factor Phenomena in Problem Solving Problem Solving Techniques Biases Affecting Information Processing Decision Making Techniques Decision Simplification Techniques Difficulties Created by the Videographic Presentation of Information Why Are We So Busy? Truths of the Information Age VirtualSalt Home Copyright 1998, 2009, 2012 by Robert Harris | How to cite this page w w w . v i r t u a l s a l t . c o m About the author: Robert Harris is a writer and educator with more than 25 years of teaching experience at the college and university level. RHarris at virtualsalt. com

Marfan Syndrome Research Paper

Jethro LeRoy Gibbs Mr. Vance Biology 24 December 2012 Strong Externally, Weak Internally There was a high debate and many aweing theories arguing if Abraham Lincoln had a disorder called Marfan syndrome or not, which was eventually resolved when Lincoln actually inherited a disease called Multiple Endocrine Neoplasia Type 2B. Contributing to the dispute of Marfan syndrome in Abraham Lincoln, in 1964 a physician published his findings and observations in the Journal of the American Medical Association which diagnosed Abraham Lincoln that he had Marfan syndrome (Kugler).However, his conclusions were eventually proven wrong. But despite the false accusations, Marfan syndrome does exist in this world. Anyone who inherits Marfan syndrome faces the real risks and threats which contain devastating consequences. For example, a hard blow to the upper chest can result in immediate death because the connective tissues are alarmingly weak which can lead to serious heart complications and interna l bleeding (Schnitzer 198). Abnormalities in the skeleton, heart, and eyes all contribute to the characterization of Marfan syndrome (Schnitzer 198).Any affected or damaged connective tissues can create or cause internal complications, especially concerning with the heart and the aorta (â€Å"Marfan Syndrome†), which is the most serious life threatening risk that can prove to be fatal (Jay). Marfan syndrome is an inherited disorder, characterized by several malfunctions including long bone overgrowth and several abnormalities of the skeleton, heart, and eye, which is caused by a defect and negative mutations in the fibrillin gene or fibrillin-1 that can weaken and devastate the connective tissues throughout the body guaranteeing further complications.In other words, Marfan syndrome weakens the connective tissues, augmenting the risk of damage in bone overgrowth, the skeleton, heart, and eye and at the same time affecting multiple crucial systems throughout the body. Marfan sy ndrome is a no laughing matter, according to four significant reasons: its expanded history, problematic causes, genetic description, and current research. First, Marfan syndrome was carefully observed in the late 1800 century. In 1896, a young patient was meticulously examined by Antoine Bernard – Jean Marfan, hence the name Marfan syndrome, who observed and first described the disorder (Keane).Marfan observed that the young patient had developed long, thin digits – such as the fingers, thumbs, and toes on the hands and feet – as well as the development of unusual long limbs (Keane). Little did he know, however, that this disorder was caused by mutations in the fibrillin gene that encodes a significant component, connective tissues (â€Å"Marfan Syndrome†). But the cause was eventually discovered and identified by researchers in 1991, with the help of a generous foundation, the March of Dimes (â€Å"Birth Defects†), which is the second reason why Marfan syndrome is a serious matter.Fibrillin is a protein found in different areas of the body such as the aorta, ligaments, bones, and the lungs (â€Å"Birth Defects†). Thus, fibrillin helps regulate a transforming growth factor called Beta that plays a crucial role in tissue growth and repair (â€Å"Birth Defects†) which helps stabilizes many significant areas throughout the body. Genetic description becomes the third reason. Marfan syndrome can be inherited by anyone (â€Å"Marfan Syndrome†), making it autosomal dominant (Jay).Autosomal dominant basically means that one parent can be diagnosed with the disorder (â€Å"Marfan Syndrome†) and have a 50-50 chance of passing it on to their children (Jay). The bottom line is that Marfan syndrome is a dominant genetic trait and that everyone can inherit it under certain circumstances (â€Å"Birth Defects†). Finally, being the fourth reason, current research is still underway, despite the fact that the re is no cure yet. However, beginning in the year 2007, a clinical trial began comparing the effects of two different medicines in the effort to reduce the rate of progression of aortic complications (â€Å"Birth Defects†).Unfortunately, studies show that about 25 percent of cases dealing with Marfan syndrome are sporadic, or in other words, caused by a new mutation (â€Å"Birth Defects†). Affecting as many as one in every 10,000 to 20,000 people (â€Å"Donohue†), Marfan syndrome is one of the most common genetic abnormalities. Despite the fact that a cure has not been discovered yet, medical researchers as well as doctors are striving their best to prevent or slow the symptoms of Marfan syndrome and to reduce the complications as well.Marfan syndrome comes with some unfortunate factors such as the signs and symptoms, test screening and diagnosis, and the prognosis also known as the outcome. First, signs and symptoms are crucial to identify as soon as possible. The symptoms of the disorder include, but are not limited to, flat feet, chest that sinks in or sticks out, thin and narrowed face, small lower jaw, nearsightedness, dislocation in the lenses of the eye’s, learning disability, and scoliosis or when the spine curves to one side (Board).However, identifying the symptoms of the disorder can prove difficult (Jay) since age is a crucial factor involved (â€Å"Marfan Syndrome†) and that the establishment of a specific, formal test still does not exist (Jay). In other words, doctors become aware of this disorder in people only when the noticeable signs occur caused by the disruption of the connective tissues. Also, the disorder is present at birth even though it may not be diagnosed until at a later time (â€Å"Marfan Syndrome†).But when the symptoms do occur, the hands, fingers, feet, and toes may be unusually long as well as the tallness in height with long, thin arms and legs (Schnitzer 198). Skeletal abnormalities include a few deformities of the chest and face (Schnitzer 198). Other symptoms deals with the eyes, such as the dislocation of the eye’s lenses (â€Å"What is†), and the lungs, which can increase the risk and trigger asthma, bronchitis, pneumonia, and collapsed lungs (â€Å"Marfan Syndrome†). Secondly, the diagnosis of this syndrome can be determined by some medical evaluation.Based on a clinical diagnosis, the heart, eyes, blood vessels, spine, and skeletal system are most likely to be checked out by medical professionals (â€Å"Marfan Syndrome†). When diagnosing a disorder, machines and methods are used to receive valuable information about the status of it. For example, to monitor the changes in the heart and blood vessels, chest x-rays, an electrocardiogram (ECG) and an echocardiogram – which is a type of machine that uses high frequency sound waves to produce a moving picture – all may be used in the process (â€Å"Marfan Syndrom†).Thirdly, the outcomes may seem very challenging to those who have the disorder, but there is a feasible way to live through it all. Changes in the heart and blood vessels were developing in about 90 percent for those who inherit the disorder (â€Å"Marfan Syndrome†). Because of this change, people must restrain from heavy activities and exercise as well as strenuous competitive sports which can all place high stress on the heart and aorta (â€Å"Birth Defects†). Thus, participation in less vigorous activities – such as walking, golfing, swimming, and slow-paced tennis – was consider safer to do (â€Å"Birth Defects†).But despite the helpful guidance and support of many programs, treatments, and changes, 50 is usually the average age of death for those who sadly have the disorder (Schnitzer 198). Heart complications and failure is usually a cause for this. However, there have been records and reports where patients have survived beyond the age o f 50, well into their 60s (Board). Despite whether the factors are negative or not, inheriting this type of disorder requires immediate attention and possibly significant changes as well.People who inherit Marfan syndrome will most likely face devastating changes due to the many negative complications and the risks factors that follows. Concerning with the complications, there are four main areas where the disorder can create devastating results which include the heart, face, eyes, and chest. Heart malfunctions is the first one, which is the most serious not to mention the most deadly complication of all (Jay). This is because the aorta, connected with the heart, could easily rupture due to enlargement (Jay).Cardiomyopathy, which is basically the enlargement and the weakening of the heart muscle, is another problem because this could lead to heart failure (â€Å"Marfan Syndrome†). But the bottom line for the heart complications associated with the disorder is that the large b lood vessels connecting to the heart may gradually weaken and expand, which can eventually rupture causing death (Schnitzer 198). Complications in the eye, such as nearsightedness and the dislocation of the lenses, can be corrected with glasses or contact lenses; however, more advanced methods may include the usage of medical lasers (â€Å"Birth Defects†).Other complications involve with the chest – in which it may protrude outward or inward – joints – where it becomes increasingly flexible – and the face – where patients may have a long, narrow face and the roof of the mouth may be higher than normal (â€Å"Marfan Syndrome†). Risk factors are another concern, closely following the complications of the disorder. For example, activities that demand such strength and vigorous energy should be avoided at all cost for those who inherit the syndrome because of the following risks, capable of damaging the aorta and eyes (Jay).When someone d iscovers that a family member has Marfan syndrome, it would be the best course of action to visit a genetic counselor to discuss and ascertain who else have or may have inherit the syndrome. Another example involves with pregnancy. If a woman inherits the disorder and becomes pregnant, not only is she at great risk of her aorta rapidly enlarging, causing it to burst resulting in death, but she is also at risk of passing the inherited disorder to her newborn (â€Å"Birth Defects†).Thus it is considerably wise when one or the other parent inherit the syndrome speaks to a genetic counselor and avoid pregnancy to avoid death in return. Despite the numerous complications and risk factors associated with the disorder, there are many feasible solutions and methods on better controlling the outcome of the situation and matter. Despite the many complications associated with Marfan syndrome, there are several ways to fight back and come up with positive solutions using the advantage of special treatments and knowing how to prevent it. First, knowing how to fight back the disorder can be helpful.Some will need regular, medical check-ups, while other may need surgery. Otherwise, three significant steps can be taken to either detect or monitor the disorder thus preventing further complications. One, a medical examination by a cardiologist can examine the heart and other vital organs (Jay). Two, examination of the eye to check the position of the lens on a regular basis can prove crucial (Jay). Three, the participation of genetic counseling is recommended where patients are informed about the risks of passing the disorder on to children and are given advice to deal with the disorder (Jay).Another way to treat the syndrome is using beta blockers, which are high blood pressure medications where they help reduce the strength and frequency of heartbeats (â€Å"Birth Defects†). Surgery is the last defense against the disorder for many. Surgery is only required when the aorta dilates or stretches too much to the extent where necessary repairs need to be made to avoid extensive internal damage (â€Å"Birth Defects†) which can be fatal. Secondly, prevention is harder than it looks when it comes to Marfan syndrome, since the symptoms usually begins at a very early age in either childhood or adulthood.Thus, there is really not a successful way to prevent the disorder (â€Å"Birth Defects†). However, if the diagnosis can be detected at an early age, there is the opportunity where help and treatment can increase the chances of avoiding serious complications (â€Å"Birth Defects†). Although there are several feasible solutions and treatments that can be used to the full extent in treating the disorder, the many fatal risks are still present, and alarmingly high.The one, inherited disorder where connective tissues are consequently very weak caused by the defect in a gene called fibrillin-1 which results in many internal organ comp lications – such as the skeleton, heart, and eyes as well as the development in the long thin limbs and digits – is Marfan syndrome which can become increasingly deadly if not given the proper treatment it deserves. People who have the disorder suffer physically, internally, and mentally. Physically, they can develop skeleton abnormalities, changing the way how they look, and develop long, thin digits making them look unusually tall and thin.Internally, people can suffer all kinds of damage in the heart, eyes, skin, bones, blood vessels, the aorta, and the lungs. The disorder mentally affects both the patient and their relations with others, forcing change in their lives. Even though a cure for the disorder has not been successfully discovered, treatments and versatile methods have been introduced throughout the years since its discovery by Marfan himself. And, researchers today are still striving hard through their own success, failures, and teachings, hopefully openi ng up the gates to a cure of this devastating disorder, Marfan syndrome.Works Cited â€Å"Birth Defects. † March of Dimes. March of Dimes Foundation, n. d. Web. 20 Mar. 2013. . Board, A. D. A. M. Editorial. â€Å"Marfan Syndrome. † PubMed Health. U. S. National Library of Medicine, 18 Jan. 0001. Web. 25 Mar. 2013. . Donohue, Paul G. , Dr. â€Å"Marfan Syndrome Is a Genetic Abnormality Marfan Syndrome Is a Genetic Abnormality. † Providence Journal [Providence] 7 Oct. 1986, ACCENT sec. : C-13. ProQuest Newsstand. Web. 20 Mar. 2013. . Keane, Martin G. , and Reed E. Pyeritz. â€Å"Medical Management of Marfan Syndrome. † Circulation. American Heart Association, n. d. Web. 20 Mar. 2013. . Kugler, Mary, R. N. â€Å"President Lincoln and Marfan Syndrome. † About. com Rare Diseases. About. com, n. d. Web. 23 Mar. 2013. . â€Å"Learning About Marfan Syndrome. † Learning About Marfan Syndrome. Genome. gov, n. d. Web. 25 Mar. 2013.

Marble Female Figure

Marble Female Figure Cycladic Final Neolithic, ca. 4500-4000 BC Bequest of Walter C. Baker, 1971 (1972. 118. 104) â€Å"The figure represents a rare type known as steatopygous characterized by particularly full legs and buttocks, and is undoubtedly indicative of fertility. â€Å" RACHELLE DARDEN Rachelle Darden Art History 11 Short writing Assignment 2 The marble female figure is a sculpture selected from the Ancient Greek and Roman Galleries at the Metropolitan Museum in Manhattan. It’s also known as the final Neolithical Cycladic marble.The figure, now missing its head is an example of an uncommon type known as steatopygous. This sculpture is a representation of the Human Body in which its described by its distinctive features. It has a thin torso or abdomen suggesting a slim like body however it can be defined by its abstract but round shape. This particular piece is non-realistic in which the form of the breasts are in the shapes of what look like rain drops however they don’t look like actual female breasts but because of their placement it’s obvious that’s what they’re supposed to be.The entire has a plump like nature to in which it suggests that it’s a larger female, not your average female from this era. The thighs on the sculpture are also suggestive because not only are they round but they have a bit of an outline suggesting that they are extra-large which coincides with the rest of the sculpture. The sculptor gave this piece some very distinct features. In fact the most significant piece to this particular sculpture would be the buttocks. The buttocks literally are the largest feature on the sculpture and protrude the rest of the body. The thin yet round abdominal like structure gives the idea of a hin female but definitely a thick one. In contrast, the figure's upper torso is flat in profile with the arms typically framing V-shaped, pendant breasts. The pudgy, evidently idealized thighs narrow to tiny, stu mp like feet. However on the feet there are no toes and they don’t stretch out like they would on a regular human body. The body proportions are accurate in which you can tell that this sculpture is a very developed female with a very mature body. Looking at the sculpture there’s also a lot of age because its proportioned so well and has a lot of femininity.