Definition of Retinitis Pigmentosa essays

Meaning of Retinitis Pigmentosa articles Retinitis Pigmentosa (RP) is characterized as a genetic, dynamic degeneration of the neuroepithelium of the retina portrayed around evening time visual impairment and dynamic compression of the visual field. RP alludes to a gathering of genetic issue that influence the retina's capacity to react to light. It basically influences pole cells, or the photoreceptors answerable for night vision and seeing in diminish light. Pole cells too represent fringe vision. Cone cells can likewise be influenced as the ailment advances. Cone cells are answerable for shading vision and seeing RP is a moderately uncommon condition. It influences an expected fifty thousand to one hundred thousand people in the United States. Around the world, RP is assessed to influence 1.5 million individuals. The rate of Visual signs start with the breakdown of bar cells. Bars are available inside the outside macula, or focal point of the retina. The fringe retina is predominately made out of bar cells. Indications of RP generally show between the ages of 10 and 30. To start with, night vision diminishes alongside the capacity to acclimate to diminish lighting. At the point when the bar cells and external cone cells are tormented, the resulting loss of fringe sight prompts limited focus. Pace of movement for RP changes by singular patient and There is no treatment for RP. With appropriate consideration and diet, the movement of the infection can be eased back or stopped. Specialists are examining methods of treatment and treatment to potentially switch the degeneration and reestablish patients' sight. How Retinitis Pigmentosa is analyzed. Specialists utilize a standard exhibit of tests when a patient is showing manifestations of Retinitis Pigmentosa.[iii] These tests are utilized to decide loss of vision and to follow the movement of the condition. An electroretinagram (ERG) quantifies the reaction of the retina to a light upgrade. Anodes are put be... <!

Private Health Insurance in California essays

Private Health Insurance in California papers As of late there has been administrative move which was proposed to 'prohibit private medical coverage in California' (Ronald, 2006). In the proposition it was encouraged to set up California Health Insurance Agency, which could be viewed as the single payer framework propelled and supported by the state government for financing the human services everything being equal. The enactment is focused on the abolishment of the private medical coverage. The quintessence of the proposition depends on the reception of the Canadian human services framework, which energize the arrangement of associated medication (AMA, 2007). The human services arrangement of the California is being improved into 'an openly regulated account framework' (Ronald, 2006), in this way the California Health Insurance Agency is obligated to fund towards all the wellbeing related cases. Such a proposition is required to give help to in excess of 20% of the Californian populace, who are unregistered to any of the medical coverage organization. The significant concerns which the pundits have reflected is regarding the disappointment of the open based medical coverage organization in Canada, not long after the private health care coverage offices were pronounced unlawful, and the general health care coverage office was qualified for care for the clinical and medicinal services arrangement of the nation, the Canadians communicated their dismay towards open supported office, and griped against the proficiency and viability of their administrations. Beforehand, when such a proposition was alluded to the legislative head of the Californ ian state, it was vetoed. The pundits have related the absence of political will with the normal disappointment of the state supported social insurance protection framework. It is normal that the execution of such enactment won't just make a huge, wasteful government organization, however will likewise be liable for creating regulatory confusion (Ronald, 2006). The pundits do think about the present doctor ... <!

How to Design and Implement an HR Strategy

How to Design and Implement an HR Strategy DEFINE THE COMPANY VISIONTo begin with, develop a concrete vision for the company. Perhaps you have already established a company mission statement, or you have a general idea of the direction the company is going. It is crucial to the development of a human resource strategy to have a clear vision for the company. Knowing where the company is headed will give guidance to how human resources can assist the company in reaching its goals. Communicating those goals to the human resource department will help provide concrete methods that the HR strategy can use. By solidifying the company’s short and long term goals, the HR strategy can be tailored to best help meet those goals. The overall strategic plan of the company should mandate the direction of the HR strategy. It should be fluid, based on the changing business needs of the company, but directed and always working towards the company’s goal.Need an example?If the organization has social responsibility as one of its key goals, the HR strategy should promote that through the hiring process.If they are a tech startup who values social responsibility, their hiring process will be markedly different from the health food store’s process.The tech company may desire programmers who personally embrace social responsibility, but may only need a few to meet their current programming need. The health food store may be gearing up for a busy season when people are more likely to turn to healthy living, such as at the beginning of a new year, and need a dozen temporary employees. Understanding not only the company’s products/services, but their overall vision will ensure that the HR strategy promotes the company’s vision.ESTABLISH THE HUMAN RESOURCE DEPARTMENT’S ROLEAfter the company’s vision has been clearly identified and communicated, the next step in developing an effective HR strategy is to establish the role of the human resources department. When designing a strategy for the HR department, understandin g the specific tasks that HR will handle is essential.Will the HR department handle hiring/firing decisions?Will they develop a pool of potential candidates that will then be interviewed by company executives?Who will manage payroll and benefit concerns?Is this an area that will be outsourced to a payroll company or will it be handled in-house?A concrete plan for handling these employee issues will eliminate confusion later.HR Strategy What is it? Why do we need it?[slideshare id=26075578doc=hrstrategywhydoweneedit-130910153318-phpapp02w=710h=400]DEVELOP A COMPANY OVERVIEWOnce the role of the HR department is clearly outlined, a company evaluation must be completed. In effect, a total workplace plan will be established, giving a picture of where the company currently is and providing a means of reaching their business goals while maximizing human resources. Establishing a strategy that will work must include feedback from people at all levels of the organization. Discussions with t he financial department and company executives can determine the staffing needs of the company and ensure that an adequate number of people are hired as needed. The HR manager should meet with key employees in all departments to compile the characteristics of the best employees in each position. Those qualities can then be used to guide recruitment to ensure that incoming employees have similar skills and attitudes.Sometimes labeled ‘Workforce Planning’, the process of identifying the competencies needed to meet the company’s goals gives the HR strategy a framework for making decisions about the human capital needed.It balances budgetary concerns with the number of skilled workers needed and should be an ongoing part of the strategy HR uses. In addition, the total workplace plan should include information about the compensation and reward strategy that the business will offer. Defining the structure of both compensation and reward allow for standardized employee treatment acro ss the company and help eliminate inconsistency. It also allows the company to maximize their payroll budget.INVESTIGATE COMPANY NEEDSSubsequently, the next step in developing an effective HR strategy is to begin seeking out the required human resources. This portion of the strategy includes not only hiring a talented workforce, but determining the methods of attracting that workforce.Would attending a job fair be a useful means of attracting potential employees?Does placing a classified ad generate the type of skilled labor force you require?This may require an evaluation of the demographics of the existing labor force. Aging workforces face employee retirements, typically higher wages and the need for retraining on new methods. Including a plan to bridge the gap between current skills and future needs will help the HR strategy succeed. As older employees reach retirement, companies are losing valued resources that have skills and knowledge. The HR strategy must include a process t o allow for the transfer of knowledge between employees.Further, the HR strategy needs to include the areas that provide the competitive advantage within the job market, and find ways to maximize that advantage. Identifying weaknesses among the company staff members as well as providing a framework and timeline for correcting that area is also an important feature of the HR strategy.Will your company offer retraining as needed or allow for department transfers to find a more suitable position if the employee is unable to perform their job adequately?What is the length of time that the employee will have to self-correct any concerns about job performance?As the overall plan emerges, the HR strategy may encompass the use of new technologies and business practices such as work-from-home plans, remote access and virtual workspaces. The proper oversight and handling of these additions to the HR strategy do not change the overall goal and direction of the company; they simply add a new fa cet to the responsibilities of the HR plan.EVALUATE HR PROCESSESAs the HR strategy is put into place, there needs to be an evaluation of the processes used. Consistent redesign and tweaking allows the company’s employees to adhere to the policies and procedures of the HR department, while still exercising creativity and innovation. Design of a training program to develop corporate culture will be beneficial to an effective HR strategy.Implementing measurement tools to evaluate employee job performance is imperative to help shape the company’s human resource department. These evaluations may be done in the form of 360 evaluations, career development reviews, performance reviews or other formats. The results of employee evaluations can help the strategy realign with company goals, install new training mandates to communicate job responsibilities and goal, as well as give indication of the overall climate of the workplace.IMPLEMENT THE PLANOnce the HR strategy has been developed, t he plan must be implemented. Oftentimes, companies spend time and money developing plans that are filed in a drawer and never utilized. By creating a viable HR strategy, businesses can avoid this pitfall and develop a plan that will help their business improve. The HR strategy, while a driving force of the company, needs to be flexible to meet the ever changing needs of the company. Implementing a new strategy can be confusing and tiring. Company executives may be reluctant to ‘rock the boat’ with new methods of human resource planning. It should be noted, however, that the leadership of the company sets the tone for how the employees react to new systems. If the company executives embrace the new plan and demonstrate a willingness to utilize the new HR strategy, it is more than likely that the rest of the company will follow suit.A gradual implementation of the strategy may be utilized, focusing on adding one feature at a time to allow current employees to grow accustomed to th e new ideals. This may be demonstrated in the evaluation and realignment of compensation packages. Instead of introducing a new pay scale, a new hiring process and new job responsibilities all in the same meeting, it may be more prudent to introduce the new pay scale one week, and the new hiring process a few weeks later.MEASURE SUCCESS Glancing around the company break room may cause a startling revelation: your company has grown. There have been signs â€" sales are up, the number of clients has increased and you’ve had to hire extra help to handle all the work that you’ve been doing. If you’re not careful, the company will suddenly jump from “small” to “medium” size and you will be hard pressed to find a decent parking spot in the morning. Before you realize what’s happening, you need a full time person just to handle the staffing issues that arise.It seems simple enough to ‘play it by ear’ and just assign one person the task of handling any human resource needs. Unfortunately, though that method may work in the short term, it will come back to haunt you in the future as your company continues to grow. To effectively manage the growth and success of your company’s staffing needs, you need to design and implement a human resource strategy. Establishing an HR strategy before you actually need o ne will ensure that your company continues to run efficiently and smoothly. What is the best way to develop a human resource strategy that works? © Shutterstock.com | Vector GoddessIn this article, we look at 1) how to define a company vision, 2) establishing the HR department’s role, 3) developing a company overview, 4) investigating company needs, 5) evaluating HR processes, 6) implementing the plan, and 7) measuring success.DEFINE THE COMPANY VISIONTo begin with, develop a concrete vision for the company. Perhaps you have already established a company mission statement, or you have a general idea of the direction the company is going. It is crucial to the development of a human resource strategy to have a clear vision for the company. Knowing where the company is headed will give guidance to how human resources can assist the company in reaching its goals. Communicating those goals to the human resource department will help provide concrete methods that the HR strategy can use. By solidifying the company’s short and long term goals, the HR strategy can be tailored to best help meet those goals. The overall strategic pl an of the company should mandate the direction of the HR strategy. It should be fluid, based on the changing business needs of the company, but directed and always working towards the company’s goal.Need an example?If the organization has social responsibility as one of its key goals, the HR strategy should promote that through the hiring process.If they are a tech startup who values social responsibility, their hiring process will be markedly different from the health food store’s process.The tech company may desire programmers who personally embrace social responsibility, but may only need a few to meet their current programming need. The health food store may be gearing up for a busy season when people are more likely to turn to healthy living, such as at the beginning of a new year, and need a dozen temporary employees. Understanding not only the company’s products/services, but their overall vision will ensure that the HR strategy promotes the company’s vision.ESTABLISH THE HUMAN RESOURCE DEPARTMENT’S ROLEAfter the company’s vision has been clearly identified and communicated, the next step in developing an effective HR strategy is to establish the role of the human resources department. When designing a strategy for the HR department, understanding the specific tasks that HR will handle is essential.Will the HR department handle hiring/firing decisions?Will they develop a pool of potential candidates that will then be interviewed by company executives?Who will manage payroll and benefit concerns?Is this an area that will be outsourced to a payroll company or will it be handled in-house?A concrete plan for handling these employee issues will eliminate confusion later.HR Strategy What is it? Why do we need it?[slideshare id=26075578doc=hrstrategywhydoweneedit-130910153318-phpapp02w=710h=400]DEVELOP A COMPANY OVERVIEWOnce the role of the HR department is clearly outlined, a company evaluation must be completed. In effect, a total workplace plan will be established, giving a picture of where the company currently is and providing a means of reaching their business goals while maximizing human resources. Establishing a strategy that will work must include feedback from people at all levels of the organization. Discussions with the financial department and company executives can determine the staffing needs of the company and ensure that an adequate number of people are hired as needed. The HR manager should meet with key employees in all departments to compile the characteristics of the best employees in each position. Those qualities can then be used to guide recruitment to ensure that incoming employees have similar skills and attitudes.Sometimes labeled ‘Workforce Planning’, the process of identifying the competencies needed to meet the company’s goals gives the HR strategy a framework for making decisions about the human capital needed.It balances budgetary concerns with the number of skilled workers needed and sh ould be an ongoing part of the strategy HR uses. In addition, the total workplace plan should include information about the compensation and reward strategy that the business will offer. Defining the structure of both compensation and reward allow for standardized employee treatment across the company and help eliminate inconsistency. It also allows the company to maximize their payroll budget.INVESTIGATE COMPANY NEEDSSubsequently, the next step in developing an effective HR strategy is to begin seeking out the required human resources. This portion of the strategy includes not only hiring a talented workforce, but determining the methods of attracting that workforce.Would attending a job fair be a useful means of attracting potential employees?Does placing a classified ad generate the type of skilled labor force you require?This may require an evaluation of the demographics of the existing labor force. Aging workforces face employee retirements, typically higher wages and the need for retraining on new methods. Including a plan to bridge the gap between current skills and future needs will help the HR strategy succeed. As older employees reach retirement, companies are losing valued resources that have skills and knowledge. The HR strategy must include a process to allow for the transfer of knowledge between employees.Further, the HR strategy needs to include the areas that provide the competitive advantage within the job market, and find ways to maximize that advantage. Identifying weaknesses among the company staff members as well as providing a framework and timeline for correcting that area is also an important feature of the HR strategy.Will your company offer retraining as needed or allow for department transfers to find a more suitable position if the employee is unable to perform their job adequately?What is the length of time that the employee will have to self-correct any concerns about job performance?As the overall plan emerges, the HR strategy ma y encompass the use of new technologies and business practices such as work-from-home plans, remote access and virtual workspaces. The proper oversight and handling of these additions to the HR strategy do not change the overall goal and direction of the company; they simply add a new facet to the responsibilities of the HR plan.EVALUATE HR PROCESSESAs the HR strategy is put into place, there needs to be an evaluation of the processes used. Consistent redesign and tweaking allows the company’s employees to adhere to the policies and procedures of the HR department, while still exercising creativity and innovation. Design of a training program to develop corporate culture will be beneficial to an effective HR strategy.Implementing measurement tools to evaluate employee job performance is imperative to help shape the company’s human resource department. These evaluations may be done in the form of 360 evaluations, career development reviews, performance reviews or other formats. T he results of employee evaluations can help the strategy realign with company goals, install new training mandates to communicate job responsibilities and goal, as well as give indication of the overall climate of the workplace.IMPLEMENT THE PLANOnce the HR strategy has been developed, the plan must be implemented. Oftentimes, companies spend time and money developing plans that are filed in a drawer and never utilized. By creating a viable HR strategy, businesses can avoid this pitfall and develop a plan that will help their business improve. The HR strategy, while a driving force of the company, needs to be flexible to meet the ever changing needs of the company. Implementing a new strategy can be confusing and tiring. Company executives may be reluctant to ‘rock the boat’ with new methods of human resource planning. It should be noted, however, that the leadership of the company sets the tone for how the employees react to new systems. If the company executives embrace the ne w plan and demonstrate a willingness to utilize the new HR strategy, it is more than likely that the rest of the company will follow suit.A gradual implementation of the strategy may be utilized, focusing on adding one feature at a time to allow current employees to grow accustomed to the new ideals. This may be demonstrated in the evaluation and realignment of compensation packages. Instead of introducing a new pay scale, a new hiring process and new job responsibilities all in the same meeting, it may be more prudent to introduce the new pay scale one week, and the new hiring process a few weeks later.MEASURE SUCCESSFor a HR strategy to be effective, it must be measurable. Determining specific and measurable objectives are necessary to ensure that the strategy is working, and that it is beneficial. These objectives must give clear indication of how the success of a strategy will be measured.Be SpecificIf your HR strategy included the objective of ‘Fulfill hiring needs of company ’ it would be difficult to determine if that goal had been met. By changing the objective to read ‘Filling 5 vacancies with qualified individuals to meet the needs of the sales department’, you have established a base-line for success and it is easy to quantify the success or failure of the objective.Generalized objectives aren’t useful because they are difficult to manage and evaluate. ‘Increase safety measures’ is a valid goal, but impossible to qualify. Do the new fire extinguishers that were installed count? If you replace the batteries in the smoke detector have you increased safety measures? ‘Develop safety awareness through staff training program that all employees will complete by their employment anniversary date’ is both specific and measurable.Evaluate constantlyConstant evaluation of success is imperative to a comprehensive HR strategy. With that regular need for evaluation, you must also consider the potential need for change. Suppose sales figures indic ate a need for increased staff. The HR department puts considerable effort into hiring the extra dozen people needed, and begins their staff training. When the company begins to have trouble making the payroll and it is revealed that sales figures were overstated the HR strategy will need to make rapid changes. Monitoring legal requirements and regulations can also necessitate change through the implementation of new laws or mandates that affect business. An increase in minimum wage may affect the budget and staffing needs of a company, requiring the company to make changes accordingly.Diligence is requiredDesigning and implementing a responsive HR strategy requires diligence and work. Establishing the vision of the company, developing the role of the HR department as well as creating a workforce plan for the company are all part of the ways the strategy is designed. Implementing the plan through seeking out needed employees, ensuring the qualifications of the job are being met and then evaluating the success of the strategy are all elements of developing the HR strategy.An effective HR strategy can benefit a growing company. Used incorrectly, the HR strategy can be fatal to a company’s overall health. Human resource strategies can be useful in developing the goals and initiatives of a company. It’s vital to include the company’s mission in the development of the HR strategy. Trying to develop one without the other can lead to disgruntled and misguided employees. Establishing a workforce plan without the appropriate goals or objectives of the company renders the workforce plan meaningless and weakens the overall company.Don’t shy away from developing an effective HR strategy due to fear. Study best practice methods used by other companies within your industry. Begin with one area of your HR strategy and then slowly add more as your company gets used to the idea. HR strategies are not just a good idea, they’re good business sense.Learn more:We recomme nd some books for those interested in HR and Culture, so dive into them to gain more in-depth knowledge on creating an HR strategy.SHRM Foundation Effective Practice Guideline Series Human Resource Strategy

The Masque Of The Red Death Essay - 1572 Words

Edgar Allen Poe was an American poet and short story writer, who specialized in the genres of horror and gothic writing. Poe’s work became so influential that he is â€Å"†¦credited with refining the short story form and inventing the modern detective story† (Slova ). In eighteen forty, Poe released one of his more well-known gothic short stories, â€Å"The Masque of the Red Death.† In â€Å"The Masque of the Red Death† Poe relies heavily upon the use literary devices such as allegories, symbolism, and narration to convey his overall theme of how death and mortality are inevitable. Poe was considered to have completely mastered the art of Gothic writing. It is believed by many that his inspiration came from the unfortunate events of his life (Miline, 233). At a very young age Poe’s father left, leaving the family in a financially difficult situation. Poe’s mother took up extra acting jobs to support her three children, even though she was ill with tuberculosis; this would eventually be the cause of her death (Slova, ). Unfortunately, Poe’s mother was not the only person lost to by tuberculosis. The disease would go on to killed his brother, William Henry Leonard, and his Cousin/Wife, Virginia Clemm. It would not be a far stretch to say that Poe was most likely â€Å"inspired in some ways† by his personal experience with Tuberculosis while writing the â€Å"The Masque of the Red Death† (Miline, 238). â€Å"The Masque of the Red Death† tells a story about a time during a terrible plague, referred to as â€Å"TheShow MoreRelatedThe Masque Of The Red Death1093 Words   |  5 PagesThe Masque of Allegory Many writers of literature incorporate symbolic references in their works throughout history and today. One romantic poet and storywriter in particular is excellent in the use of allegory in his poems and stories. This unique writer’s name is Edgar Allan Poe and his tale â€Å"The Masque of the Red Death† is one of his most well known pieces of allegoric writing. Although there are numerous symbols in this story, the seven rooms and the fact that death is inevitable are the twoRead MoreThe Masque Of The Red Death1592 Words   |  7 Pagesexcellent example of this struggle in his short story â€Å"The Masque of the Red Death†. While a deadly plague is ravaging his country, a prosperous prince, quite appropriately named Prospero, takes a thousand of his fellow elites into seclusion at an abbey, where he later holds an elaborate masquerade. It is then towards the end of this masque, held in an imperial suite of brilliantly colored but bizarre rooms, that the plague , known as the ‘Red Death’, finally makes its way into the abbey, inevitably killingRead MoreThe Masque of the Red Death2065 Words   |  9 Pagesall up. But before she died she gasped out .’Any excuse will serve a tyrant.’ I chose THE MASQUE OF THE RED DEATH by Edgar Allen Poe as my short story. The theme that I selected from that story is Mortality. Thesis Statement on Mortality: Even though fear of the unknown is scary, should mortality actually be something we fear? Death effects everyone the same. It ends life for all equally and death is life’s only certainty. Some of the literary elements Edgar Allen Poe uses in this storyRead MoreThe Masque of the Red Death914 Words   |  4 Pagesâ€Å"The Masque of the Red Death† by Edgar Allen Poe is an eerie short story about the â€Å"Red Death†, Poe’s twist on the Black Plague. This plague swept across an unknown kingdom killing many people as it went. There were sharp pain, and sudden dizziness, and then profuse bleeding at the pores, with dissolution. Poe had two main themes for readers to think about. These themes were proven through five main symbols: The ebony clock in the black room, Prince Prospero in the abbey with his friends, the colorsRead MoreThe Masque Of The Red Death1788 Words   |  8 PagesDeath is inevitable in the human life cycle, so how does one attempt to avoid it? Symbolism is defined as the use of symbols to represent ideas or qualities. Edgar Allan Poe wrote a short story called, â€Å"The Masque of the Red Death.† The majority of people believe he is referring to the black plague that has struck the kingdom. Prince Prospero decides to let the kingdom â€Å"peasants† take care of themselves while himself, knights, and chosen women isolate themselves in Prospero’s castle. A little whileRead More The Masque of the Red Death879 Words   |  4 Pages â€Å"The Masque of the Red Death† is an extraordinary story of many elements that can grasp any readers attention. This story targets more of the emotions and actions of the characters, creating more of a fathom. Edgar Allan Poe wrote this story from his own perspective and perhaps succeeded in getting the reader to some what relate to the characters focusing on the feelings. The point of view Poe wrote this in makes a clear understanding. The point of view Edgar wrote this in is very effectiveRead MoreThe Masque Of The Red Death1679 Words   |  7 Pages Power in â€Å"The Masque of the Red Death† â€Å"Frail humanity can never escape the ravages of time†. Humans are born and will eventually die; it’s the cycle of life. No one can prevent death, but it does not stop people from trying to prolong life. Fate is inevitably predetermined; death is our predetermined fate. In the allegory â€Å"The Masque of the Red Death†, written by Edgar Allan Poe in 1842, Poe teaches that death is predestined and that you cannot avoid fate. Poe focuses in on an unusual characterRead More Conflict in The Masque of the Red Death920 Words   |  4 Pages Conflicts affect the mood of the main characters in a story, by expressing the insecurities, Death,† a couple of conflicts are exposed throughout the piece. In the story â€Å"The Masque of the Red,† a couple of conflicts are expressed throughout this piece. The conflicts man versus fate and man versus himself are the conflicts that are displayed several times within this story. From major conflicts to minor conflicts, this story clarifies the problems that Prince Prospero faces within himselfRead MoreSymbolism In The Masque Of The Red Death708 Words   |  3 PagesDeath is something everyone frets on a daily basis. Edgar Allan Poe stresses how death is an unavoidable reality in his short story â€Å"The Masque of the Red Death†. Prince Prospero, a lying, cowardly, untrustworthy leader pretends to be helping his town as people are suddenly dying off from the Red Death, when he is actually just protecting himself and leaving his town helpless. This story is shown through the use of many symbols and events. Ultimately Poe utilizes symbolism in order to convey theRead MoreThe Masque Of The Red Death Analysis1117 Words   |  5 Pageshorrorerous descriptions. In â€Å"The Masque of the Red Death ¨, Edgar Allan Poe uses symbolism to portray the mood of death and despair with imagery though his descriptions of time, fear, and obliteration to develop the theme of the story . This is more than just a simple horror narrative. Throughout the story, the Masque of the  ¨Red Death ¨ corresponds with the uses of symbolism to portray the mood of death and despair. To break the title apart, the key image of the  ¨Masque ¨ implies a historic view of a

Typhoid Mary, Who Spread Typhoid in Early 1900s

Mary Mallon (September 23, 1869–November 11, 1938), known as Typhoid Mary, was the cause of several typhoid outbreaks. Since Mary was the first healthy carrier of typhoid fever recognized in the United States, she did not understand how someone not sick could spread disease—so she tried to fight back. Fast Facts: Mary Mallon ('Typhoid Mary') Known For: Unknowing (and knowing) carrier of typhoid feverBorn: September 23, 1869 in Cookstown, IrelandParents: John and Catherine Igo MallonDied: November 11, 1938 in the Riverside Hospital, North Brother Island, BronxEducation: UnknownSpouse: NoneChildren: None Early Life Mary Mallon was born on September 23, 1869, in Cookstown, Ireland; her parents were John and Catherine Igo Mallon, but other than that, little is known of her life. According to what she told friends, Mallon emigrated to America in 1883, around the age of 15, living with an aunt and uncle. Like most Irish immigrant women, Mallon found a job as a domestic servant. Finding she had a talent for cooking, Mallon became a cook, which paid better wages than many other domestic service positions. Cook for the Summer Vacation For the summer of 1906, New York banker Charles Henry Warren wanted to take his family on vacation. They rented a summer home from George Thompson and his wife in Oyster Bay, Long Island. The Warrens hired Mary Mallon to be their cook for the summer. On August 27, one of the Warrens daughters became ill with typhoid fever. Soon, Mrs. Warren and two maids became ill as well, followed by the gardener and another Warren daughter. In total, six of the 11 people in the house came down with typhoid. Since the common way typhoid spread was through water or food sources, the owners of the home feared they would not be able to rent the property again without first discovering the source of the outbreak. The Thompsons first hired investigators to find the cause, but they were unsuccessful. George Soper, Investigator The Thompsons then hired George Soper, a civil engineer with experience in typhoid fever outbreaks. It was Soper who believed the recently hired cook, Mary Mallon, was the cause. Mallon had left the Warren house approximately three weeks after the outbreak. Soper began to research her employment history for more clues. Soper was able to trace Mallons employment history back to 1900. He found that typhoid outbreaks had followed Mallon from job to job. From 1900 to 1907, Soper found that Mallon had worked at seven jobs in which 22 people had become ill, including one young girl who died with typhoid fever shortly after Mallon had come to work for them. Soper was satisfied that this was much more than a coincidence; yet, he needed stool and blood samples from Mallon to scientifically prove she was the carrier. Capture  of Typhoid Mary In March 1907, Soper found Mallon working as a cook in the home of Walter Bowen and his family. To get samples from Mallon, he approached her at her place of work.   I had my first talk with Mary in the kitchen of this house. ... I was as diplomatic as possible, but I had to say I suspected her of making people sick and that I wanted specimens of her urine, feces and blood. It did not take Mary long to react to this suggestion. She seized a carving fork and advanced in my direction. I passed rapidly down the long narrow hall, through the tall iron gate, ... and so to the sidewalk. I felt rather lucky to escape. This violent reaction from Mallon did not stop Soper; he proceeded to track  Mallon to her home. This time, he brought an assistant (Dr. Bert Raymond Hoobler) for support. Again, Mallon became enraged, made clear they were unwelcome and shouted expletives at them as they made a hurried departure. Realizing it was going to take more persuasiveness than he was able to offer, Soper handed his research and hypothesis over to Hermann Biggs at the New York City Health Department. Biggs agreed with Sopers hypothesis. Biggs sent Dr. S. Josephine Baker to talk to Mallon. Mallon, now extremely suspicious of these health officials, refused to listen to Baker, who then returned with the aid of five police officers and an ambulance. Mallon was prepared this time. Baker describes the scene: Mary was on the lookout and peered out, a long kitchen fork in her hand like a rapier. As she lunged at me with the fork, I stepped back, recoiled on the policeman and so confused matters that, by the time we got through the door, Mary had disappeared. Disappear is too matter-of-fact a word; she had completely vanished. Baker and the police searched the house. Eventually, footprints were spotted leading from the house to a chair placed next to a fence. Over the fence was a neighbors property. They spent five hours searching both properties, until, finally, they found a tiny scrap of blue calico caught in the door of the area way closet under the high outside stairway leading to the front door. Baker describes the emergence of Mallon from the closet: She came out fighting and swearing, both of which she could do with appalling efficiency and vigor. I made another effort to talk to her sensibly and asked her again to let me have the specimens, but it was of no use. By that time she was convinced that the law was wantonly persecuting her, when she had done nothing wrong. She knew she had never had typhoid fever; she was maniacal in her integrity. There was nothing I could do but take her with us. The policemen lifted her into the ambulance and I literally sat on her all the way to the hospital; it was like being in a cage with an angry lion. Mallon was taken to the Willard Parker Hospital in New York. There, samples were taken and examined; typhoid bacilli was found in her stool. The health department then transferred Mallon to an isolated cottage (part of the Riverside Hospital) on North Brother Island (in the East River near the Bronx). Can the Government Do This? Mary Mallon was taken by force and against her will and was held without a trial. She had not broken any laws. So how could the government lock her up in isolation indefinitely? Thats not easy to answer. The health officials were basing their power on sections 1169 and 1170 of the Greater New York Charter: The board of health shall use all reasonable means for ascertaining the existence and cause of disease or peril to life or health, and for averting the same, throughout the city. [Section 1169] Said board may remove or cause to be removed to [a] proper place to be by it designated, any person sick with any contagious, pestilential or infectious disease; shall have exclusive charge and control of the hospitals for the treatment of such cases. [Section 1170] This charter was written before anyone knew of healthy carriers—people who seemed healthy but carried a contagious form of a disease that could infect others. Health officials believed healthy carriers to be more dangerous than those sick with the disease because there is no way to visually identify a healthy carrier in order to avoid them. But to many, locking up a healthy person seemed wrong. Isolated on North Brother Island Mary Mallon herself believed she was being unfairly persecuted. She could not understand how she could have spread disease and caused a death when she, herself, seemed healthy. I never had typhoid in my life, and have always been healthy. Why should I be banished like a leper and compelled to live in solitary confinement with only a dog for a companion? In 1909, after having been isolated for two years on North Brother Island, Mallon sued the health department. During Mallons confinement, health officials had taken and analyzed stool samples from Mallon approximately once a week. The samples came back intermittently positive for typhoid, but mostly positive (120 of 163 samples tested positive).   For nearly a year preceding the trial, Mallon also sent samples of her stool to a private lab where all her samples tested negative for typhoid. Feeling healthy and with her own lab results, Mallon believed she was being held unfairly.   This contention that I am a perpetual menace in the spread of typhoid germs is not true. My own doctors say I have no typhoid germs. I am an innocent human being. I have committed no crime and I am treated like an outcast—a criminal. It is unjust, outrageous, uncivilized. It seems incredible that in a Christian community a defenseless woman can be treated in this manner. Mallon did not understand a lot about typhoid fever and, unfortunately, no one tried to explain it to her. Not all people have a strong bout of typhoid fever; some people can have such a weak case that they only experience flu-like symptoms. Thus, Mallon could have had typhoid fever but never known it. Though commonly known at the time that typhoid could be spread by water or food products, people who are infected by the typhoid bacillus could also pass the disease from their infected stool onto food via unwashed hands. For this reason, infected persons who were cooks (like Mallon) or food handlers had the most likelihood of spreading the disease. The Verdict   The judge ruled in favor of the health officials and Mallon, now popularly known as Typhoid Mary, was remanded to the custody of the Board of Health of the City of New York.  Mallon went back to the isolated cottage on North Brother Island with little hope of being released. In February of 1910, a new health commissioner decided that Mallon could go free as long as she agreed never to work as a cook again. Anxious to regain her freedom, Mallon accepted the conditions. On February 19, 1910, Mary Mallon agreed that she was ...prepared to change her occupation (that of the cook), and will give assurance by affidavit that she will upon her release take such hygienic precautions as will protect those with whom she comes in contact, from infection.  She was then released.   Recapture of Typhoid Mary Some people believe that Mallon never had any intention of following the health officials rules; thus they believe Mallon had malicious intent with her cooking. But not working as a cook pushed Mallon into service in other domestic positions which did not pay as well. Feeling healthy, Mallon still did not really believe that she could spread typhoid. Though in the beginning, Mallon tried to be a laundress as well as worked at other jobs, for a reason that has not been left in any documents, Mallon eventually went back to working as a cook. In January of 1915 (nearly five years after Mallons release), the Sloane Maternity Hospital in Manhattan suffered a typhoid fever outbreak. Twenty-five people became ill and two of them died. Soon, evidence pointed to a recently-hired cook, Mrs. Brown—and Mrs. Brown was really Mary Mallon, using a pseudonym. If the public had shown Mary Mallon some  sympathy during her first period of confinement because she was an unwitting typhoid carrier, all of the sympathies disappeared after her recapture. This time, Typhoid Mary knew of her healthy carrier status, even if she didnt believe it; thus she willingly and knowingly caused pain and death to her victims. Using a pseudonym made even more people feel that Mallon knew she was guilty. Isolation and Death Mallon was again sent to North Brother Island to live in the same isolated cottage that she had inhabited during her last confinement. For 23 more years, Mary Mallon remained imprisoned on the island. The exact life she led on the island is unclear, but it is known that she helped around the tuberculosis  hospital, gaining the title nurse in 1922 and then hospital helper sometime later. In 1925, Mallon began to help in the hospitals lab. In December 1932, Mary Mallon suffered a large stroke that left her paralyzed. She was then transferred from her cottage to a bed in the childrens ward of the hospital on the island, where she stayed until her death six years later, on November 11, 1938. Other Healthy Carriers Though Mallon was the first carrier found, she was not the only healthy carrier of typhoid during that time. An estimated 3,000 to 4,500 new cases of typhoid fever were reported in New York City alone and it was estimated that about three percent of those who had typhoid fever become carriers, creating 90–135 new carriers a year. By the time Mallon died over 400 other healthy carriers had been identified in New York. Mallon was also not the most deadly. Forty-seven illnesses and three deaths were attributed to Mallon while Tony Labella (another healthy carrier) caused 122 people to become ill and five deaths. Labella was isolated for two weeks and then released. Mallon was not the only healthy carrier who broke the health officials rules after being told of their contagious status. Alphonse Cotils, a restaurant and bakery owner, was told not to prepare food for other people. When health officials found him back at work, they agreed to let him go free when he promised to conduct his business over the phone. Legacy So why is Mary Mallon so infamously remembered as Typhoid Mary? Why was she the only healthy carrier isolated for life? These questions are hard to answer. Judith Leavitt, the author of  Typhoid Mary, believes that her personal identity contributed to the extreme treatment she received from health officials. Leavitt claims that there was prejudice against Mallon not only for being Irish and a woman, but also for being a domestic servant, not having a family, not being considered a bread earner, having a temper, and not believing in her carrier status. During her life, Mary Mallon experienced extreme punishment for something in which she had no control and, for whatever reason, has gone down in history as the evasive and malicious Typhoid Mary. Sources Brooks, J. The Sad and Tragic Life of Typhoid Mary. CMAJ :154.6 (1996): 915–16. Print. Canadian Medical Association Journal (Journal de lAssociation medicale canadienne) Leavitt, Judith Walzer. Typhoid Mary: Captive to the Publics Health. Boston: Beacon Press, 1996.Marineli, Filio, et al. Mary Mallon (1869–1938) and the History of Typhoid Fever. Annals of Gastroenterology 26.2 (2013): 132–34. Print.Moorhead, Robert. William Budd and Typhoid Fever. Journal of the Royal Society of Medicine 95.11 (2002): 561–64. Print.Soper, G. A. The Curious Career of Typhoid Mary. Bulletin of the New York Academy of Medicine 15.10 (1939): 698–712. Print.

Angels Demons Chapter 98-101 Free Essays

98 The six pompieri firemen who responded to the fire at the Church of Santa Maria Della Vittoria extinguished the bonfire with blasts of Halon gas. Water was cheaper, but the steam it created would have ruined the frescoes in the chapel, and the Vatican paid Roman pompieri a healthy stipend for swift and prudent service in all Vatican-owned buildings. Pompieri, by the nature of their work, witnessed tragedy almost daily, but the execution in this church was something none of them would ever forget. We will write a custom essay sample on Angels Demons Chapter 98-101 or any similar topic only for you Order Now Part crucifixion, part hanging, part burning at the stake, the scene was something dredged from a Gothic nightmare. Unfortunately, the press, as usual, had arrived before the fire department. They’d shot plenty of video before the pompieri cleared the church. When the firemen finally cut the victim down and lay him on the floor, there was no doubt who the man was. â€Å"Cardinale Guidera,† one whispered. â€Å"Di Barcellona.† The victim was nude. The lower half of his body was crimson-black, blood oozing through gaping cracks in his thighs. His shinbones were exposed. One fireman vomited. Another went outside to breathe. The true horror, though, was the symbol seared on the cardinal’s chest. The squad chief circled the corpse in awestruck dread. Lavoro del diavolo, he said to himself. Satan himself did this. He crossed himself for the first time since childhood. â€Å"Un’ altro corpo!† someone yelled. One of the firemen had found another body. The second victim was a man the chief recognized immediately. The austere commander of the Swiss Guard was a man for whom few public law enforcement officials had any affection. The chief called the Vatican, but all the circuits were busy. He knew it didn’t matter. The Swiss Guard would hear about this on television in a matter of minutes. As the chief surveyed the damage, trying to recreate what possibly could have gone on here, he saw a niche riddled with bullet holes. A coffin had been rolled off its supports and fallen upside down in an apparent struggle. It was a mess. That’s for the police and Holy See to deal with, the chief thought, turning away. As he turned, though, he stopped. Coming from the coffin he heard a sound. It was not a sound any fireman ever liked to hear. â€Å"Bomba!† he cried out. â€Å"Tutti fuori!† When the bomb squad rolled the coffin over, they discovered the source of the electronic beeping. They stared, confused. â€Å"Medico!† one finally screamed. â€Å"Medico!† 99 â€Å"Any word from Olivetti?† the camerlegno asked, looking drained as Rocher escorted him back from the Sistine Chapel to the Pope’s office. â€Å"No, signore. I am fearing the worst.† When they reached the Pope’s office, the camerlegno’s voice was heavy. â€Å"Captain, there is nothing more I can do here tonight. I fear I have done too much already. I am going into this office to pray. I do not wish to be disturbed. The rest is in God’s hands.† â€Å"Yes, signore.† â€Å"The hour is late, Captain. Find that canister.† â€Å"Our search continues.† Rocher hesitated. â€Å"The weapon proves to be too well hidden.† The camerlegno winced, as if he could not think of it. â€Å"Yes. At exactly 11:15 P.M., if the church is still in peril, I want you to evacuate the cardinals. I am putting their safety in your hands. I ask only one thing. Let these men proceed from this place with dignity. Let them exit into St. Peter’s Square and stand side by side with the rest of the world. I do not want the last image of this church to be frightened old men sneaking out a back door.† â€Å"Very good, signore. And you? Shall I come for you at 11:15 as well?† â€Å"There will be no need.† â€Å"Signore?† â€Å"I will leave when the spirit moves me.† Rocher wondered if the camerlegno intended to go down with the ship. The camerlegno opened the door to the Pope’s office and entered. â€Å"Actually†¦Ã¢â‚¬  he said, turning. â€Å"There is one thing.† â€Å"Signore?† â€Å"There seems to be a chill in this office tonight. I am trembling.† â€Å"The electric heat is out. Let me lay you a fire.† The camerlegno smiled tiredly. â€Å"Thank you. Thank you, very much.† Rocher exited the Pope’s office where he had left the camerlegno praying by firelight in front of a small statue of the Blessed Mother Mary. It was an eerie sight. A black shadow kneeling in the flickering glow. As Rocher headed down the hall, a guard appeared, running toward him. Even by candlelight Rocher recognized Lieutenant Chartrand. Young, green, and eager. â€Å"Captain,† Chartrand called, holding out a cellular phone. â€Å"I think the camerlegno’s address may have worked. We’ve got a caller here who says he has information that can help us. He phoned on one of the Vatican’s private extensions. I have no idea how he got the number.† Rocher stopped. â€Å"What?† â€Å"He will only speak to the ranking officer.† â€Å"Any word from Olivetti?† â€Å"No, sir.† He took the receiver. â€Å"This is Captain Rocher. I am ranking officer here.† â€Å"Rocher,† the voice said. â€Å"I will explain to you who I am. Then I will tell you what you are going to do next.† When the caller stopped talking and hung up, Rocher stood stunned. He now knew from whom he was taking orders. Back at CERN, Sylvie Baudeloque was frantically trying to keep track of all the licensing inquiries coming in on Kohler’s voice mail. When the private line on the director’s desk began to ring, Sylvie jumped. Nobody had that number. She answered. â€Å"Yes?† â€Å"Ms. Baudeloque? This is Director Kohler. Contact my pilot. My jet is to be ready in five minutes.† 100 Robert Langdon had no idea where he was or how long he had been unconscious when he opened his eyes and found himself staring up at the underside of a baroque, frescoed cupola. Smoke drifted overhead. Something was covering his mouth. An oxygen mask. He pulled it off. There was a terrible smell in the room – like burning flesh. Langdon winced at the pounding in his head. He tried to sit up. A man in white was kneeling beside him. â€Å"Riposati!† the man said, easing Langdon onto his back again. â€Å"Sono il paramedico.† Langdon succumbed, his head spiraling like the smoke overhead. What the hell happened? Wispy feelings of panic sifted through his mind. â€Å"Sorcio salvatore,† the paramedic said. â€Å"Mouse†¦ savior.† Langdon felt even more lost. Mouse savior? The man motioned to the Mickey Mouse watch on Langdon’s wrist. Langdon’s thoughts began to clear. He remembered setting the alarm. As he stared absently at the watch face, Langdon also noted the hour. 10:28 P.M. He sat bolt upright. Then, it all came back. Langdon stood near the main altar with the fire chief and a few of his men. They had been rattling him with questions. Langdon wasn’t listening. He had questions of his own. His whole body ached, but he knew he needed to act immediately. A pompiero approached Langdon across the church. â€Å"I checked again, sir. The only bodies we found are Cardinal Guidera and the Swiss Guard commander. There’s no sign of a woman here.† â€Å"Grazie,† Langdon said, unsure whether he was relieved or horrified. He knew he had seen Vittoria unconscious on the floor. Now she was gone. The only explanation he came up with was not a comforting one. The killer had not been subtle on the phone. A woman of spirit. I am aroused. Perhaps before this night is over, I will find you. And when I do†¦Ã¢â‚¬  Langdon looked around. â€Å"Where is the Swiss Guard?† â€Å"Still no contact. Vatican lines are jammed.† Langdon felt overwhelmed and alone. Olivetti was dead. The cardinal was dead. Vittoria was missing. A half hour of his life had disappeared in a blink. Outside, Langdon could hear the press swarming. He suspected footage of the third cardinal’s horrific death would no doubt air soon, if it hadn’t already. Langdon hoped the camerlegno had long since assumed the worst and taken action. Evacuate the damn Vatican! Enough games! We lose! Langdon suddenly realized that all of the catalysts that had been driving him – helping to save Vatican City, rescuing the four cardinals, coming face to face with the brotherhood he had studied for years – all of these things had evaporated from his mind. The war was lost. A new compulsion had ignited within him. It was simple. Stark. Primal. Find Vittoria. He felt an unexpected emptiness inside. Langdon had often heard that intense situations could unite two people in ways that decades together often did not. He now believed it. In Vittoria’s absence he felt something he had not felt in years. Loneliness. The pain gave him strength. Pushing all else from his mind, Langdon mustered his concentration. He prayed that the Hassassin would take care of business before pleasure. Otherwise, Langdon knew he was already too late. No, he told himself, you have time. Vittoria’s captor still had work to do. He had to surface one last time before disappearing forever. The last altar of science, Langdon thought. The killer had one final task. Earth. Air. Fire. Water. He looked at his watch. Thirty minutes. Langdon moved past the firemen toward Bernini’s Ecstasy of St. Teresa. This time, as he stared at Bernini’s marker, Langdon had no doubt what he was looking for. Let angels guide you on your lofty quest†¦ Directly over the recumbent saint, against a backdrop of gilded flame, hovered Bernini’s angel. The angel’s hand clutched a pointed spear of fire. Langdon’s eyes followed the direction of the shaft, arching toward the right side of the church. His eyes hit the wall. He scanned the spot where the spear was pointing. There was nothing there. Langdon knew, of course, the spear was pointing far beyond the wall, into the night, somewhere across Rome. â€Å"What direction is that?† Langdon asked, turning and addressing the chief with a newfound determination. â€Å"Direction?† The chief glanced where Langdon was pointing. He sounded confused. â€Å"I don’t know†¦ west, I think.† â€Å"What churches are in that direction?† The chief’s puzzlement seemed to deepen. â€Å"Dozens. Why?† Langdon frowned. Of course there were dozens. â€Å"I need a city map. Right away.† The chief sent someone running out to the fire truck for a map. Langdon turned back to the statue. Earth†¦ Air†¦ Fire†¦ VITTORIA. The final marker is Water, he told himself. Bernini’s Water. It was in a church out there somewhere. A needle in a haystack. He spurred his mind through all the Bernini works he could recall. I need a tribute to Water! Langdon flashed on Bernini’s statue of Triton – the Greek God of the sea. Then he realized it was located in the square outside this very church, in entirely the wrong direction. He forced himself to think. What figure would Bernini have carved as a glorification of water? Neptune and Apollo? Unfortunately that statue was in London’s Victoria Albert Museum. â€Å"Signore?† A fireman ran in with a map. Langdon thanked him and spread it out on the altar. He immediately realized he had asked the right people; the fire department’s map of Rome was as detailed as any Langdon had ever seen. â€Å"Where are we now?† The man pointed. â€Å"Next to Piazza Barberini.† Langdon looked at the angel’s spear again to get his bearings. The chief had estimated correctly. According to the map, the spear was pointing west. Langdon traced a line from his current location west across the map. Almost instantly his hopes began to sink. It seemed that with every inch his finger traveled, he passed yet another building marked by a tiny black cross. Churches. The city was riddled with them. Finally, Langdon’s finger ran out of churches and trailed off into the suburbs of Rome. He exhaled and stepped back from the map. Damn. Surveying the whole of Rome, Langdon’s eyes touched down on the three churches where the first three cardinals had been killed. The Chigi Chapel†¦ St. Peter’s†¦ here†¦ Seeing them all laid out before him now, Langdon noted an oddity in their locations. Somehow he had imagined the churches would be scattered randomly across Rome. But they most definitely were not. Improbably, the three churches seemed to be separated systematically, in an enormous city-wide triangle. Langdon double-checked. He was not imagining things. â€Å"Penna,† he said suddenly, without looking up. Someone handed him a ballpoint pen. Langdon circled the three churches. His pulse quickened. He triple-checked his markings. A symmetrical triangle! Langdon’s first thought was for the Great Seal on the one-dollar bill – the triangle containing the all-seeing eye. But it didn’t make sense. He had marked only three points. There were supposed to be four in all. So where the hell is Water? Langdon knew that anywhere he placed the fourth point, the triangle would be destroyed. The only option to retain the symmetry was to place the fourth marker inside the triangle, at the center. He looked at the spot on the map. Nothing. The idea bothered him anyway. The four elements of science were considered equal. Water was not special; Water would not be at the center of the others. Still, his instinct told him the systematic arrangement could not possibly be accidental. I’m not yet seeing the whole picture. There was only one alternative. The four points did not make a triangle; they made some other shape. Langdon looked at the map. A square, perhaps? Although a square made no symbolic sense, squares were symmetrical at least. Langdon put his finger on the map at one of the points that would turn the triangle into a square. He saw immediately that a perfect square was impossible. The angles of the original triangle were oblique and created more of a distorted quadrilateral. As he studied the other possible points around the triangle, something unexpected happened. He noticed that the line he had drawn earlier to indicate the direction of the angel’s spear passed perfectly through one of the possibilities. Stupefied, Langdon circled that point. He was now looking at four ink marks on the map, arranged in somewhat of an awkward, kitelike diamond. He frowned. Diamonds were not an Illuminati symbol either. He paused. Then again†¦ For an instant Langdon flashed on the famed Illuminati Diamond. The thought, of course, was ridiculous. He dismissed it. Besides, this diamond was oblong – like a kite – hardly an example of the flawless symmetry for which the Illuminati Diamond was revered. When he leaned in to examine where he had placed the final mark, Langdon was surprised to find that the fourth point lay dead center of Rome’s famed Piazza Navona. He knew the piazza contained a major church, but he had already traced his finger through that piazza and considered the church there. To the best of his knowledge it contained no Bernini works. The church was called Saint Agnes in Agony, named for St. Agnes, a ravishing teenage virgin banished to a life of sexual slavery for refusing to renounce her faith. There must be something in that church! Langdon racked his brain, picturing the inside of the church. He could think of no Bernini works at all inside, much less anything to do with water. The arrangement on the map was bothering him too. A diamond. It was far too accurate to be coincidence, but it was not accurate enough to make any sense. A kite? Langdon wondered if he had chosen the wrong point. What am I missing! The answer took another thirty seconds to hit him, but when it did, Langdon felt an exhilaration like nothing he had ever experienced in his academic career. The Illuminati genius, it seemed, would never cease. The shape he was looking at was not intended as a diamond at all. The four points only formed a diamond because Langdon had connected adjacent points. The Illuminati believe in opposites! Connecting opposite vertices with his pen, Langdon’s fingers were trembling. There before him on the map was a giant cruciform. It’s a cross! The four elements of science unfolded before his eyes†¦ sprawled across Rome in an enormous, city-wide cross. As he stared in wonder, a line of poetry rang in his mind†¦ like an old friend with a new face. ‘Cross Rome the mystic elements unfold†¦ ‘Cross Rome†¦ The fog began to clear. Langdon saw that the answer had been in front of him all night! The Illuminati poem had been telling him how the altars were laid out. A cross! ‘Cross Rome the mystic elements unfold! It was cunning wordplay. Langdon had originally read the word’Cross as an abbreviation of Across. He assumed it was poetic license intended to retain the meter of the poem. But it was so much more than that! Another hidden clue. The cruciform on the map, Langdon realized, was the ultimate Illuminati duality. It was a religious symbol formed by elements of science. Galileo’s path of Illumination was a tribute to both science and God! The rest of the puzzle fell into place almost immediately. Piazza Navona. Dead center of Piazza Navona, outside the church of St. Agnes in Agony, Bernini had forged one of his most celebrated sculptures. Everyone who came to Rome went to see it. The Fountain of the Four Rivers! A flawless tribute to water, Bernini’s Fountain of the Four Rivers glorified the four major rivers of the Old World – The Nile, Ganges, Danube, and Rio Plata. Water, Langdon thought. The final marker. It was perfect. And even more perfect, Langdon realized, the cherry on the cake, was that high atop Bernini’s fountain stood a towering obelisk. Leaving confused firemen in his wake, Langdon ran across the church in the direction of Olivetti’s lifeless body. 10:31 P.M., he thought. Plenty of time. It was the first instant all day that Langdon felt ahead of the game. Kneeling beside Olivetti, out of sight behind some pews, Langdon discreetly took possession of the commander’s semiautomatic and walkie-talkie. Langdon knew he would call for help, but this was not the place to do it. The final altar of science needed to remain a secret for now. The media and fire department racing with sirens blaring to Piazza Navona would be no help at all. Without a word, Langdon slipped out the door and skirted the press, who were now entering the church in droves. He crossed Piazza Barberini. In the shadows he turned on the walkie-talkie. He tried to hail Vatican City but heard nothing but static. He was either out of range or the transmitter needed some kind of authorization code. Langdon adjusted the complex dials and buttons to no avail. Abruptly, he realized his plan to get help was not going to work. He spun, looking for a pay phone. None. Vatican circuits were jammed anyway. He was alone. Feeling his initial surge of confidence decay, Langdon stood a moment and took stock of his pitiful state – covered in bone dust, cut, deliriously exhausted, and hungry. Langdon glanced back at the church. Smoke spiraled over the cupola, lit by the media lights and fire trucks. He wondered if he should go back and get help. Instinct warned him however that extra help, especially untrained help, would be nothing but a liability. If the Hassassin sees us coming†¦ He thought of Vittoria and knew this would be his final chance to face her captor. Piazza Navona, he thought, knowing he could get there in plenty of time and stake it out. He scanned the area for a taxi, but the streets were almost entirely deserted. Even the taxi drivers, it seemed, had dropped everything to find a television. Piazza Navona was only about a mile away, but Langdon had no intention of wasting precious energy on foot. He glanced back at the church, wondering if he could borrow a vehicle from someone. A fire truck? A press van? Be serious. Sensing options and minutes slipping away, Langdon made his decision. Pulling the gun from his pocket, he committed an act so out of character that he suspected his soul must now be possessed. Running over to a lone Citroen sedan idling at a stoplight, Langdon pointed the weapon through the driver’s open window. â€Å"Fuori!† he yelled. The trembling man got out. Langdon jumped behind the wheel and hit the gas. 101 Gunther Glick sat on a bench in a holding tank inside the office of the Swiss Guard. He prayed to every god he could think of. Please let this NOT be a dream. It had been the scoop of his life. The scoop of anyone’s life. Every reporter on earth wished he were Glick right now. You are awake, he told himself. And you are a star. Dan Rather is crying right now. Macri was beside him, looking a little bit stunned. Glick didn’t blame her. In addition to exclusively broadcasting the camerlegno’s address, she and Glick had provided the world with gruesome photos of the cardinals and of the Pope – that tongue! – as well as a live video feed of the antimatter canister counting down. Incredible! Of course, all of that had all been at the camerlegno’s behest, so that was not the reason Glick and Macri were now locked in a Swiss Guard holding tank. It had been Glick’s daring addendum to their coverage that the guards had not appreciated. Glick knew the conversation on which he had just reported was not intended for his ears, but this was his moment in the sun. Another Glick scoop! â€Å"The 11th Hour Samaritan?† Macri groaned on the bench beside him, clearly unimpressed. Glick smiled. â€Å"Brilliant, wasn’t it?† â€Å"Brilliantly dumb.† She’s just jealous, Glick knew. Shortly after the camerlegno’s address, Glick had again, by chance, been in the right place at the right time. He’d overheard Rocher giving new orders to his men. Apparently Rocher had received a phone call from a mysterious individual who Rocher claimed had critical information regarding the current crisis. Rocher was talking as if this man could help them and was advising his guards to prepare for the guest’s arrival. Although the information was clearly private, Glick had acted as any dedicated reporter would – without honor. He’d found a dark corner, ordered Macri to fire up her remote camera, and he’d reported the news. â€Å"Shocking new developments in God’s city,† he had announced, squinting his eyes for added intensity. Then he’d gone on to say that a mystery guest was coming to Vatican City to save the day. The 11th Hour Samaritan, Glick had called him – a perfect name for the faceless man appearing at the last moment to do a good deed. The other networks had picked up the catchy sound bite, and Glick was yet again immortalized. I’m brilliant, he mused. Peter Jennings just jumped off a bridge. Of course Glick had not stopped there. While he had the world’s attention, he had thrown in a little of his own conspiracy theory for good measure. Brilliant. Utterly brilliant. â€Å"You screwed us,† Macri said. â€Å"You totally blew it.† â€Å"What do you mean? I was great!† Macri stared disbelievingly. â€Å"Former President George Bush? An Illuminatus?† Glick smiled. How much more obvious could it be? George Bush was a well-documented, 33rd-degree Mason, and he was the head of the CIA when the agency closed their Illuminati investigation for lack of evidence. And all those speeches about â€Å"a thousand points of light† and a â€Å"New World Order†Ã¢â‚¬ ¦ Bush was obviously Illuminati. â€Å"And that bit about CERN?† Macri chided. â€Å"You are going to have a very big line of lawyers outside your door tomorrow.† â€Å"CERN? Oh come on! It’s so obvious! Think about it! The Illuminati disappear off the face of the earth in the 1950s at about the same time CERN is founded. CERN is a haven for the most enlightened people on earth. Tons of private funding. They build a weapon that can destroy the church, and oops!†¦ they lose it!† â€Å"So you tell the world that CERN is the new home base of the Illuminati?† â€Å"Obviously! Brotherhoods don’t just disappear. The Illuminati had to go somewhere. CERN is a perfect place for them to hide. I’m not saying everyone at CERN is Illuminati. It’s probably like a huge Masonic lodge, where most people are innocent, but the upper echelons – â€Å" â€Å"Have you ever heard of slander, Glick? Liability?† â€Å"Have you ever heard of real journalism!† â€Å"Journalism? You were pulling bullshit out of thin air! I should have turned off the camera! And what the hell was that crap about CERN’s corporate logo? Satanic symbology? Have you lost your mind?† Glick smiled. Macri’s jealousy was definitely showing. The CERN logo had been the most brilliant coup of all. Ever since the camerlegno’s address, all the networks were talking about CERN and antimatter. Some stations were showing the CERN corporate logo as a backdrop. The logo seemed standard enough – two intersecting circles representing two particle accelerators, and five tangential lines representing particle injection tubes. The whole world was staring at this logo, but it had been Glick, a bit of a symbologist himself, who had first seen the Illuminati symbology hidden in it. â€Å"You’re not a symbologist,† Macri chided, â€Å"you’re just one lucky-ass reporter. You should have left the symbology to the Harvard guy.† â€Å"The Harvard guy missed it,† Glick said. The Illuminati significance in this logo is so obvious! He was beaming inside. Although CERN had lots of accelerators, their logo showed only two. Two is the Illuminati number of duality. Although most accelerators had only one injection tube, the logo showed five. Five is the number of the Illuminati pentagram. Then had come the coup – the most brilliant point of all. Glick pointed out that the logo contained a large numeral â€Å"6 – clearly formed by one of the lines and circles – and when the logo was rotated, another six appeared†¦ and then another. The logo contained three sixes! 666! The devil’s number! The mark of the beast! Glick was a genius. Macri looked ready to slug him. The jealousy would pass, Glick knew, his mind now wandering to another thought. If CERN was Illuminati headquarters, was CERN where the Illuminati kept their infamous Illuminati Diamond? Glick had read about it on the Internet – â€Å"a flawless diamond, born of the ancient elements with such perfection that all those who saw it could only stand in wonder.† Glick wondered if the secret whereabouts of the Illuminati Diamond might be yet another mystery he could unveil tonight. How to cite Angels Demons Chapter 98-101, Essay examples

The Centralized Organizational Structure Of The US Military free essay sample

The Need for Centralization Centralization is the measure of the distribution of authority over decision- making among the top-tier Army leadership and second-level commanders within the organization. Decision-making deals with the formulation of strategy, scheduling appointments, distribution of resources, communication dissemination, and the enforcement of discipline. Second-level commanders can only make such decisions for their part of the organization, while the top leadership can be influential on all of the organizational levels (Sino, 201 1).According to Sino (2011), only centralized organizations can implement pesticides strategies such as divide and conquer, co-option, and hearts and minds, and they are the most effective at enforcing standards and discipline. However, the US military is very inefficient and slow to adapt to change. Centralization Has Its Flaws Fort Riley, Kansas did not have a combat aviation brigade until 2006. As a result, the Army post has always been infantry-centric. The demands placed on the aviation brigade far outpace the other units stationed at Fort Riley. We will write a custom essay sample on The Centralized Organizational Structure Of The US Military or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The 1st Infantry Divisions leadership does not fully understand the diversity of he units in its command, and therefore does not fully realize all of the internal and external requirements placed on the various units. As the RAND study pointed out, The challenge for the U. S. Military is to develop new organizational structures that achieve the efficiencies and creativity businesses have gained in the virtual and reengineering environments, while at the same time retaining the elements of the traditional, hierarchical, command and control system (for example, discipline, morale, tradition) essential for operations in the combat arena. (Price, 2013). While effective in he distribution of information and resources from top-down, the current military structure has many negative impacts on the members of our Armed Forces. At the individual level, the militarys hierarchical bureaucratic structure shuns creativity, impedes empowerment and a sense of ownership, and promotes cynicism and doubt of the organizations decision-making ability (Price, 2013). My flight commander from flight school said it perfectly, the Army measures something with a micrometer, marks it with chalk, and cuts it with an axe. What Can be Done? Although am not an expert in organizational structuring, believe that there deeds to be some form of decentralization throughout the Department of Defense. Decentralization would put more decision-making power in the hands of second-tier commanders, which would make them more flexible on the unit level. This unit flexibility, however may come at the expense of the overall flexibility of the organization (Sino, 201 1).For example, if the battalion commander of the attack helicopter battalion decided to change his mission in order to kill the enemy more effectively, it may have an adverse impact on other units on the battlefield. The top-tier leaderships strategy is eased on the orders given to the subordinate units and their confidence that they will be carried out. Conclusion After spending over twenty years serving the SIS Army, I have always worked in a centralized organization.The nature of our militarys missions require a centralized structure with a definite chain-of-command for decision-making processes, distribution, and enforcing standards and discipline. The Armys strict centralization, however comes at a cost. It shuns creativity, impedes empowerment and a sense of ownership, is inefficient and promotes cynicism. Believe that there needs to be some form of decentralization wrought the SIS Armed Forces, providing more decision-making power in the hands of second-tier commanders without comprising the overall strategic mission of the organization.

The Poems Landscape with the Fall of Icarus and Musee Des Beaux Arts

The History Iran Sanctions - 1979 Through 2017

The History Iran Sanctions - 1979 Through 2017 Although the United States imposed sanctions against Iran for decades, none levered the country into compliance with international rules regarding terrorism or nuclear energy. By early 2012, however, evidence appeared to be mounting that sanctions by both the U.S. and its global allies were hurting Iran. The Joint Comprehensive Plan of Action went into effect in 2015, easing tensions and sanctions considerably. Most of the sanctions cut into Irans oil exports, which account for 85 percent of the countrys export revenue. Irans repeated threats to close the Strait of Hormuz, a vital oil conduit, to international use indicated at one point that Iran was kicking at global oil usage to relieve pressure on its own oil industry. The Carter Years Islamic radicals captured 52 Americans at the U.S. Embassy in Tehran and held them hostage for 444 days beginning in November 1979. U.S. President Jimmy Carter tried unsuccessfully to free them, including authorizing a military rescue attempt. Iranians did not free the hostages until just after Ronald Reagan replaced Carter as president on January 20, 1981. The United States broke diplomatic relations with Iran in 1980 in the midst of that crisis. The U.S. also levied its first round of sanctions against Iran during this time. Carter banned imports of Iranian oil, froze some $12 billion in Iranian assets in the U.S. and later banned all U.S. trade with and travel to Iran in 1980. The U.S. lifted the embargoes after Iran released the hostages. Sanctions Under Reagan The Reagan Administration declared Iran a state sponsor of terrorism in 1983. As such, the U.S. opposed international loans to Iran. When Iran began threatening traffic through the Persian Gulf and Strait of Hormuz in 1987, Reagan authorized naval escorts for civilian ships and signed a new embargo against Iranian imports. The United States also banned the sale of dual-use items to Iran – civilian goods with the possibility of military adaptation. The Clinton Years President Bill Clinton expanded U.S. sanctions against Iran in 1995. Iran was still labeled a state sponsor of terrorism and President Clinton took this action amid widespread fear it was pursuing weapons of mass destruction. He prohibited all American involvement with the Iranian petroleum industry. He banned all American investment in Iran in 1997, as well as what little U.S. trade remained with the country. Clinton also encouraged other countries to do the same. Sanctions Under George W. Bush The United States repeatedly froze the assets of people, groups or businesses identified as helping Iran sponsor terrorism under President George W. Bush, as well as those perceived as supporting Irans efforts to destabilize Iraq. The U.S. also froze the assets of foreign entities believed to be helping Iran in those areas. The United States  also banned so-called U-turn financial transfers involving Iran. According to the U.S. Treasury Department, a U-turn transfer involves Iran but originates and ends with non-Iranian foreign banks. Obamas Sanctions of Iran President Barack Obama has been strident with Iranian sanctions. He banned some imports of Iranian foodstuffs and carpets in 2010, and Congress also allowed him to tighten Iranian sanctions with the Comprehensive Iran Sanctions, Accountability, and Divestment Act (CISADA). Obama could encourage non-U.S. petroleum firms to halt the sale of gasoline to Iran, which has poor refineries. It imports nearly one-third of its gasoline. The CISADA also prohibited foreign entities from using American banks if they do business with Iran. The Obama Administration sanctioned Venezuelas nationalized oil company for trading with Iran in May 2011. Venezuela and Iran are close allies. Iranian President Mahmoud Ahmadinejad traveled to Venezuela in early January 2012 to meet with President Hugo Chavez, in part  about the sanctions. In June 2011, the Treasury Department announced new sanctions against Irans Revolutionary Guard (already named in other sanctions), the Basij Resistance Force, and Iranian law enforcement entities. Obama ended 2011 by signing a defense funding bill that would allow the U.S. to cease dealing with financial institutions that do business with Irans central bank. The bills sanctions took effect between February and June 2012. Obama was given the power to waive aspects of the bill if implementation would hurt the U.S. economy. It was feared that limiting access to Iranian oil would drive up gasoline prices. The Joint Comprehensive Plan of Action Six world powers joined together in 2013 to negotiate with Iran, offering relief from some sanctions if Iran would cease its nuclear efforts. Russia, Britain, Germany, France, and China joined the U.S. in this effort, which finally resulted in an agreement in 2015. Then came the prisoner swap in 2016, with the U.S. exchanging seven imprisoned Iranians in exchange for Iran releasing five Americans it was holding. The U.S. lifted its sanctions against Iran under President Obama in 2016.   President Donald J. Trump President Trump announced in April 2017 that his administration intends to review the countrys history of sanctions against Iran. Although many feared this would potentially eradicate the terms of the 2015 deal due to Irans continued support of terrorism, the review was, in fact, provided for and mandatory under the terms of the 2015 pact.

Geography Research Paper Example | Topics and Well Written Essays - 500 words

Geography - Research Paper Example Indias climate is influenced by mainly the southwest winds. South-west monsoon brings most of the rainfall during a year in the country. In the months of summer temperature rises up to 45 degree centigrade in the day. In the winter, it falls to as low as 1 to 8 degree centigrade in the night. Intensity of the summer season causes rain in plains of the India. The rain fall varies region to region and it is found to be between 500 mm to 1500 mm except desert of Rajasthan and Kutch where precipitation usually remain less than 250 mm. (Climate) Agriculture has always been a back bone of Indian economy since independence until 1990 when agriculture contributed more than one-third in Gross Domestic Product. India has vast arable area of 170 million hectares in 2005 which is the second largest arable area after U.S. India is among the world’s leading producer of rich, wheat, milk, sugar cane. India is either the world leader or the second largest producer in eight top crops. India is the world leader in the production of bananas, mangoes, and spices which are the important part of Indian meals. (India’s Role†¦) Post reform India saw a big surge in industrial activities and the industrial output showed the growth of 8.4 percent in 1994-95 and exports increased by 27 percent. Experts opine that Indian contribution in the world GDP will rise from 6 percent to 11 percent by the year 2025 and it will become the third largest economy after U.S, and China. The contribution of Indian industry in GDP comes to about 26 percent. (India Industry) India has been in limelight due to its software industry – the sector has been a major export earner for the country. As per The National Association of Software & Services Cos (NASSCOM), Indian IT sector is likely to see exports of $59 billion in fiscal 2011, which will show strong revenue growth of 18.7 percent over previous year. The

Multi-Fibre Agreement Impact on the European Economy Essay

Multi-Fibre Agreement Impact on the European Economy - Essay Example There was an agreement among the EU states in the year 1995 to phase out the MFA over a period of ten years. Accordingly the MFA was abolished at the end of the year 2004. The removal of the protectionist measure in the form of MFA has resulted in economic advantages to certain Western European Countries. However certain other European countries like Italy, Spain, Portugal, and Greece have raised serious complaints against the removal of the quantitative restrictions on the plea that such action had largely affected their domestic textile and clothing industry and the workers in the industry. With this background this paper presents a critical assessment of the potential benefits and problems to which European Union is subjected to due to the abolition of MFA. Before the impact of the abolition of the MFA on the European Union can be discussed it is important a background of the causes and circumstances under which MFA was entered and the immediate effect of the abolition thereof. (Jean-Pierre Lehmann) The emergence of China as an economic power had influenced all the other countries of the world to make economic adjustments to grow at the same pace as Chinese economy developed. In the light of these changes in the world economy, the Western European countries had embarked upon an association for peace and prosperity in the form of European Union. The economic and political success of the European Union had made the Eastern European countries to request for accession to the EU. All the European countries and even China opted for accession to World Trade Organization in the wake of economic globalization. (Jean-Pierre Lehmann) The formation of the EU and accession to the WTO had resulted in some over-regulation and un-dynamic inbuilt rigid aspects in some of the European economies especially for the protection of uncompetitive sectors. This had also restricted the provision of the conducive conditions for any creative destruction or innovation. Under these circumstances countries like the Netherlands, Britain, Ireland, Latvia and the Scandinavian countries have reformed their economic structures and adjusted themselves to the changing circumstances. However there are other larger economies like Germany, France, Italy, Spain, and Poland had become less successful due to their industrial sluggishness. One of the anomalies of the international trading system resulted out of such un-dynamic environment basically to protect the domestic industry was to place the textiles and garment out of the General Agreement on Trade and Tariffs (GATT) rules in the Multi-Fibre Agreement (MFA) The agreement was entered into with the intense pressure from the governments of the developed countries since there was a fear in the import-competing firms in such nations that the rise in imports from the cost-competitive developing countries would eventually destroy the viability of their domestic textile and clothing industry.( (Grimwade, 1996) "This was a defence measure initially taken in response to

Unilever Pakistan: Motivation From HRM

Unilever Pakistan: Motivation From HRM Introduction: There is no doubt that organizations in the modern world have placed great importance in the development of the human resource management. This is because organizations seek to select, hire, retain and staff the best talent to the workforce. Rewards strategies are one of the main functions of human resource management. Indeed, these functions are set to increase the motivation of their workforce and avoid any dissatisfaction that may occur to the employees. Different theories of motivation were thought of to explain and analyze the behavior of employees. In addition, many reward strategies were practiced in order to increase the motivation of employees and allure them. The main aim of this paper is the chance to explore how multinational organization of Unilever in Pakistan increases the motivation of their employees and deal with any dissatisfaction through the use of reward systems as Unilever Pakistan facing HR problem of lack of proper reward system for the motivation of employee s and supervisors. Since the constraints of the situation are demanding that the research is conducted through the HR managers of Unilever Pakistan to be included in the research it has been decided that Maslow Hierarchy of Needs is the most appropriate vehicle for testing the impact of rewards. In Unilever Pakistan HR managers are responsible for assessing levels of motivation in the workforce and this will normally be a subjective assessment of levels by groups and not by individuals we feel that this reinforces the choice of Maslows theory for the purpose of the research. Background of Unilever Pakistan: Unilever Pakistan Limited is a multinational organization. Unilever PLC London is its parent group. Unilever is a European based company with command center in London, and their shares are quoted at the stock substitute of several European countries. They deal in all kinds of harvest from animal foodstuff to foods and detergents plus other personal and consumer products. The organizational structure of Unilever Pakistan consists that Unilever has its subsidiaries in over 80 countries of the world, to which it spreads its vast understanding and resources.Unilever has 500 working companies in 80 countries. It has 0.3 million employees and proceeds of sales in 23000 million pounds. Unilever has around 2000 employees in Pakistan. Interventions: The interventions relevant to the situation of reward system in Unilever are as follows: LINK BETWEEN MOTIVATION AND REWARD: To assess the link between motivation and reward of multinational organization of Unilever in Pakistan. The results indicate that there is an enormous link between motivation and reward. At Unilever Pakistan the best way to ensure continuous growth in peoples performance is to constituent a Reward system and the reward system must emphasis on positive reinforcement as it is the most successful mean to motivate preferred behavior. By positive reinforcement at Unilever Pakistan people put in more effort in work so that they may achieve a reward of their hard work and reward system ensure that their hard work doesnt go uncompensated. So it clearly indicates that at Unilever Pakistan there is an enormous link between motivation and reward. A well planned and efficient reward system when managed effectively would result into smooth organizations change process hence positive reinforcement of the desired behavior would enhance the performance which proves our research objective of extensiv e link between motivation and reward. Whenever the word Motivation is used, the first theory that hits the thought is the Abraham Maslows hierarchy of needs. He investigated the human behaviors and pointed out five basic needs of human psychology and existence in a hierarchy. These basic needs (physiological, safety, social, self esteem and self actualization or self fulfillment) can be considered basic goals for any human. These basic needs or goals have been prioritized into ranking and elaborate the pattern in which humans go for these in their lives (Goble, 2004). Mans foremost struggle arises for its existence and as per Maslow, physiological (hunger, sleep, sex etc.) and safety or protection needs reflect the same efforts. As first need is satisfied the demand for the next one arises and gradually the aim is shifted through these needs one by one and finally reaches self actualization. Although, virtually all of these five needs exist in every one, but the realization of the need only comes when the human fulfils the general criteria to get qualified for that specific need. In-fact, the real variable that builds the ground for the qualification is the satisfaction of previous needs. According to the study, Job satisfaction of Employees Horticulture Case studies in Michigan, it has been proved that the supervisors and non supervisory employees differ regarding their satisfaction with job components. Supervisors see job security, attainment, interpersonal relations and supervision as the most satisfying factors at workplace. They perceive the job itself and the company as ambiguous factors while the compensation and working conditions as the hygiene factors. Supervisors are apt to be less displeased with their rewards (Sara , Barry Kathleen, 2004). One of the most rejoiced solution of this HR problem is that rewards by the employees at Unilever Pakistan can be awarding them with paid leave by their supervisors as the acknowledgement of their commendable performance. Along with that Supervisors must be rewarded with salary increment within the approved salary range of their positions. Organization at Unilever Pakistan must facilitate their supervisor to have an authority to reward their employees with annual merit increment due to their praiseworthy work which has brought about considerable benefit to the organization or department. Key words: Positive reinforcement, behavior, reward, motivation REWARDS STRATEGIES TO INCREASE MOTIVATION: To assess the extent to which organizations attempt to use their reward strategies to increase motivation of their supervisors at multinational organization of Unilever in Pakistan. Unilever Pakistan implementing performance management process must also not lose track of variables which are critical for its success and evaluate them at pre defines regular intervals. Feedbacks must be depicted in charts in timely manner; performers must be valued through some token of appreciation. Performers reviews must be use as an opportunity to reflect how winning can be possible in achieving goals and which practices must be adopted and these reviews must be as frequent as possible so that the learning is fortified. Always set many closely achievable milestones instead of quarterly achievable milestones and whenever those milestones are attained celebrate them. There must be some other source of feedback other than annual performance appraisals. Keep in mind while designing your organizations pr ogram to be as original and unique as possible and avoid the design to just comprise of forms. (Reference: Pinder. C.:(1984) Work and motivation; University of brutish Columbia;, Foresman and company. ) Three assumptions formulate Adams equity theory. First, beliefs that are developed by people hold that the fair they receive is equitable to the contributions they made for their work. Secondly, the theory suggests that employee compare their input and output with and the benefit they received with other employees input and output. Finally, if an inequality is existed then this will lead to the dissatisfaction of the employees (Pinder 1984). Therefore, this theory gives HR manager some guidelines in to design a reward system that can be perceived as equable by employees and avoid any dissatisfaction (Richard, 2008). Hertzberg provided five motivators in the workplace: recognition, achievement, advancement, responsibility and the work itself. He differentiated motivators and hygiene factors by suggesting that motivators aim achieving job satisfaction in the long run but hygiene factors are focused on short term satisfaction of the employees (GÃ ³mez Crowther, 2007). HR managers use different strategies to reward different class of employees depending upon their job nature, competencies, skills, knowledge, performance and their contribution in the productivity of the organization. In terms of best practice, different policies of HR are only suitable in different circumstances (thrope and Homan 2000). Following are some general practices in this regard: These rewards may be monetary as well as nonmonetary (Nelson, 2005). Longevity pay plans Pay for performance strategies Pay work skills and knowledge Team based pay packages to promote team efforts Individual pay plans Compensation plans for Executives Incentives Profit sharing in terms of merit based bonuses or by giving ownership share through stocks Offering perks and fringe benefits Providing healthy job environment, flexible working hours, interpersonal and recreational activities etc. Rewards are given to emphasize or reinforce the certain attributes like performance and loyalty etc. depending upon the strategic goals of the organizations. The nature of attributes and rewards varies from organization to organization. Key words: Motivation, reward, physiology RECOMMENDATIONS FOR POSSIBLE CHANGES: REWARDING AND MOTIVATION: To make recommendations for possible changes to practice at multinational organization of Unilever in Pakistan. Certain sets of criteria are designed keeping in mind all the salient aspects which are needed to be catered in designing and evaluating programs. Specific: Ambiguity emerges when there are unclear instructions about the rewards and their required actions and this creates a negative sense for the organization in the heart and mind of the people. Keeping it simple, clear and specific helps remove ambiguity and hence strengthening the overall program. Meaningful: Rewarded achievements should carry a significant return over investment for both the performer and the organization. The rewards must be specified for an achievement which has any significant impact on organizational progress as well as performers personal or professional life. Achievable: If goals are unrealistically high to achieve then those propagates negative reinforcement within the employees so while setting the goal for any individual or group of employees it should be kept in mind that those goal must fall within the boundary of achievable. Reliable: The program designed must follow its rules and procedures accordingly. Any Exceptions must be dealt with certain pre-defined steps which are specified in the programs design. Timely: Time factor is very keen in positive reinforcement. The Reward system heavily relies on rewarding the performers at the right time for their hard work so that they can feel esteemed. Certain intervals must be specified onto which the performers would be rewarded. At Unilever Pakistan supervisors appraisal are top of the list when it comes to positively reinforce and motivate the employees. Supervisors at Unilever Pakistan must acknowledge employees contribution both verbally and in written either personally or with an electronic aid although the personal interaction is much more effective and employees feel valued and recognized for their effort and contribution. Another solution is that supervisors at Unilever Pakistan must be provided with opportunity to increase their professional expertise and skills by letting them participate in educational programs and workshops. It is very important for professional growth and development opportunities at Unilever Pakistan. As employees at Unilever Pakistan would develop new skills, organization can have additional benefit from it. (Reference: Bruce, Anne Pepitone, James S.(1998) Motivating employees., McGraw-Hill Professional,.) Bruce and Pepitone (1998) provide that motivation is the inner drive that compels a person to behave in a particular pattern. People have different needs which they require to satisfy through different means. People are motivated when their needs are satisfied. When people are in need they seek opportunities which can satisfy them. The urge to get satisfaction drives a person to achieve something. Therefore, the existence of needs motivates individuals to work hard to achieve goals and objectives. Various theories of motivation explain the influence of rewards on the behavior of individuals and teams (Armstrong 2002). Motivation determines the performance of activities within the organization. The behavior of individuals is shaped by the motivators since people seek factors which improve their work conditions. Satisfaction of one need leads to the demand for another need according to Abraham Maslow (McClelland, 1987). There are both intrinsic and extrinsic factors which motivate an i ndividual to behave in a particular manner. Intrinsic factors emanate from within the person and give a person the will to achieve more. Extrinsic factors originate from the environment in which a person lives (Goble, 2004). Bruce and Pepitone (1998) were of the opinion that there are two categories of motivational factors: Intrinsic and extrinsic factors. Intrinsic factors refer to the inner feeling that a person has about the place of work. Extrinsic factors are the external factors which motivate an employee. Extrinsic factors include rewards, promotion, recognition and others. Employees work harder when their welfare is put into consideration by their managers. According to Bogardus (2009) employees are not only motivated by the wages they receive from the organizations but also motivated by many other factors within the environment of the organization. Therefore, in an organization the employees have different personalities, attitudes, responsibilities and views. Employees require different motivation strategies to ensure they improve their performance and work for a long duration of time (GÃ ³mez Crowther, 2007). Finally, reward systems are developed to cater the requirements of any organization in a specific manner because it is considered that they directly affect the efficiency of employees by motivating or de-motivating them (Sara, Barry Kathleen, 2004). Further to the discussion, the later part of the review will cover the various theories of motivation. Key words: Motivation, reward, performance Conclusion: I analyzed that to achieve Unilever Pakistan goals and to bring out the required results from the employees it is highly necessary that they are kept highly motivated and should be provided with such an environment in which their motivation is not only keep intact but also flourish. To attain this environment and to stimulate their motivation I figured out that positive reinforcement through rewards and performance appraisal system can prove very much beneficial. While above we discuss what kind of rewards could be employed and what criteria should performance appraisal system must abide to enhance motivational environment of the organization, here are list of few steps that a manager can take himself apart from all the organizational process and procedure to keep a clear check, balance and knowledge about the motivating factors of his employees. Dont just stick to theory. Implement it practically because just reading the articles or research wont help until it is put in practice. Analyze your own set of factors that keeps you motivated in the organizations. This would help you understand other employees factors as well. Identify the factors and then take input from the employees. It can also be done through a survey forms. Work with each employee to include their motivational factors into the reward system. Improve your interpersonal relationship with each employee and try to nurture the skill to delegate in every employee. Rewards must not be lingered for long. They must be awarded as soon as the desired behavior or the reward criteria is achieved by the employees. Late rewards have negative impact on motivation of the employees.