New Cases Of Tb Health And Social Care Essay

More than 8 million of new occurrences of TB are found and about 1.5 million perishes came about because of TB yearly, TB has pronounced figure one infective slayer. [ 1 ] [ 2 ] Generally, TB ( TB ) is characterized as a contracting infective malady cause by Mycobacterium TB. An individual can contaminated when the person breathes in a proceedingss aggregate of septic mucus of air. Terbium is non getting by direct contact with array or upsetting authorities with individual who has Terbium. Terbium is spread through the outer breath of the septic air during close contact. There is other than another kind of untypical TB, transmitted when guzzling unpasteurised milk. Related bacteriums, Mycobacterium bovis which are found in unpasteurised milk are mindful to do this signifier of TB [ 23 ] . The indications of TB are non evident until the illness is fairly cutting-edge. The early side effects of TB are normally mistaken for other basic manifestations of a febrility, including exhaustion , loss of appetency, a profitable hack, febrility, weight reduction and dim exercise suits. The contamination of the TB is more much of the time than non seen in the upper bit or flap of the lungs. It typically takes months ( hatching ) from the get bringing down purpose of beginning lung disease for side effects to be perceptible. The exacerbate disease in the lungs can other than result in manifestations like chest harming, hacking ceaselessly, hacking out mucus of stuff from the lungs and blood and inconvenience in take a breathing ( gasping for breath ) . Incidence1 Commonness 2 Mortality WHO part no. In 1000s % of planetary entirety rate per 100 000 pop3 no. In 1000s rate per 100 000 father no. In 1000s rate per 100 000 father Africa 2 828 30 % 351 3 809 473 385 48 The Americas 282 3 % 31 221 24 29 3 Eastern Mediterranean 675 7 % 115 929 159 115 20 Europe 425 5 % 48 322 36 55 6 South-East Asia 3 213 34 % 183 3 805 216 477 27 Western Pacific 1 946 21 % 109 2 007 112 261 15 Worldwide entirety 9 369 100 % 139 11 093 164 1 322 20 1Incidence is the figure of new examples beginning during a characterized period. 2Prevalence is the figure of examples ( new and previously happening ) that exists at a given point in cut. 3Pop shows populace. Graph 1: Estimated TB occurrence, pervasiveness and mortality, 2008 hypertext move convention:/www.who.int/mediacentre/factsheets/fs104/en/ Graph 1 shows the assessed TB frequency and pace of perish in 2008. South-East Asia and South-East Asia have the most noteworthy figure of frequency, pervasiveness and ethical quality pace of TB. These are low pay states. Terbium is a destitution related infection which will be talked about therefore in this examination. ( 436 words )SolutionCocktail of medications hypertext move convention:/physicianjobster.com/wp-content/transfers/2010/01/inactive tuberculosis-rules and-diagram.pngTB is sorted into two boss gathering dependent on the pharmacologic intercession for a few stage, idle contamination and dynamic sickness. Around 90 % of patients who tainted with essential TB will hold no farther clinical indication and will retouch without the acknowledgment of the illness. Simply roughly 5 % of the patients will make a trip on to form the malady into an increasingly dynamic and dynamic sickness including spread TB ( TB microbes tainted pieces of the natural structure other than lungs ) . Dormant contamination happens when the pneumonic macrophages can join the bacteriums however non douse them. C: UsersdantesDesktop blatent-tuberculosis-rules and-diagram.png Chemoprophylaxis During the period of inert contamination of TB, in spite of the fact that the indications of the sickness are non showed however inactive disease can form into the dynamic stage. In this way, chemoprophylaxis can be started to pull off the status. Chemoprophylaxis is the remedy of specific drugs in the motivation behind hindering a contamination. Ordinarily, two medications are associated with this routine. Isoniazid which is a typical medication will be endorsed to patients with inactive disease. For the most part, 300mg day by day of Isoniazid ( INH ) will be allowed for 9 months in adults. On the off chance that there are any instinct of restriction of bacteriums strain to INH or narrow mindedness of patients to INH ( unfavorably susceptible response ) , INH can be supplanted with Rifampin ( RIF ) . Ordinary medication of RIF of 600mg for 4 months is a fit stage [ 22 ] . Medications intercession treatment ( 698words ) While for the period of dynamic illness of TB, the standard routine Isoniazid, Rifampin, Pyrazinamide ( PZA ) and ethambutol ( EMB ) for 2 months followed by INH and RIF for 4 months is managed [ 7 ] [ 9 ] [ 22 ] . The result of the mucus development TB of patients is utilized to discover the vulnerability of the bacteriums to the medications. It in twists chooses which medications to be utilized in the mediation. The even exhibit 2 underneath is a rule for the solution of the intercession. Graph 2: Prescription for mediation of TB hypertext move convention:/www.cdc.gov/mmwr/see/mmwrhtml/rr5211a1.htm ( 753 words ) On the off chance that the bacterium become sedate invulnerable, multi-medicate safe TB ( MDR ) , different medications are to be given. For outline, Ethionamide, Streptomycin, Cycloserine and the rundown goes on. Medication restriction ought to be associated in the undermentioned state with affairss: Patients who have gotten front treatment for Terbium Patients from geographic nation with high predominance of resistance ( Mexico and Southeast Asia ) HIV patients Patients known to be presented to MDR-TB occasions Patients who despite everything have corrosive quick bacilli-positive mucus criticisms following 2 months of treatment Patients who despite everything have positive human progress for TB following 2 to 4 months of treatment Specific intercession ought to be given to a specific populace relying upon their status for case, HIV patients, pregnant grown-up female, kids, extrapulmonary TB. In populace of pregnant grown-up female, the medications utilized are non to introduce a risk to the embryo each piece great with respect to the female parent. RIF is non given since it is identified with appendage reduction and cardinal sensory system injuries in baby. Ethionamide might be related with untimely bringing, congenitial deformities and Down ‘s disorder. The medications endorsed must be observed cautiously to hinder any drawn out symptoms to the patients [ 7 ] [ 22 ] . The plain exhibit in graph 3 show the main two gatherings of medications used to deal with TB, first line and second line drugs. On the off chance that the principal line drugs neglect to deal with TB as the TB bacteriums strain gets resistant, second line drugs are utilized. ( 992 words ) Chart 3: The first and second line drugs for TB ( hypertext move convention:/www.cdc.gov/mmwr/see/mmwrhtml/rr5211a1.htm ) ( 1005 words ) Adequacy Outline 4: Treatment result and clasp from beginning of mediation to progress of sputum human progress among 39 patients ( http:/www.biomedcentral.com/1471-2334/8/6/table/T2 ) C: UsersdantesPicturesTB.jpg The entirety of the patients abdominal muscle initio got everyday treatment that involved INH, RIF, EMB, and PZA. Treatment was effectively finished in 36 patients ( 92 % ) , and 35 ( 90 % ) were restored. This shows a high achievement pace of intercession using the medications above. ( 1067 words ) Direct perception of Therapy To amplify the consummation of mediation class, direct watched treatment ( DOT ) is presented. This technique will propel connection to the intercession. Clinical officials ought to direct DOT. This technique guarantees the intercession class of the patient is finished. hypertext move convention:/www.cdc.gov/mmwr/review/mmwrhtml/rr5211a1.htmhttp:/www.health-res.com/EX/08-01-20/r211a1b14.gif hypertext move convention:/www.health-res.com/EX/08-01-20/r211a1b14.gif ( 1122words ) Chart 5: the mediation achievement of TB ( % ) under DOTs in Albania, Ecuador and HaitiEffectiveness Chart 6: the mediation achievement of TB ( % ) under non-DOTs in Albania, Ecuador and Haiti hypertext move convention:/apps.who.int/globalatlas/includeFiles/generalIncludeFiles/toolOptions.asp? displayType=chart ( 1146 words )The DOTS program in China, the biggest DOTS program known to man, forestalls around 30 000 perishes a twelvemonth. More than 90 % of patients rewarded are restored.( hypertext move convention:/www.who.int/inf-new/tuber2.htm ) Outline 7: Terbium cases human passing rates ( % ) with or without DOTS in 2009 in China ( http:/www.who.int/inf-new/tuber2.htm ) Based from grounds from outlines 5, 6 and 7, it is indicated that the TB intercession achievement rate expansion with the execution of DOTS. In outlines 5 and 6, the informations in Ecuador shows that the mediation achievement rate under DOTs is a lot higher than those under non-DOTs by around 75 % . In outline 7, the human demise rate from TB is decline by around 15 % if DOT is executed. In my supposition, DOT is efficacious in light of the fact that most patients did non follow the doctor ‘s proposals and they will in general cover to take prescriptions regularly.DOT gives a way to ensure that all the patients are following their medications. ( 1296words )DeductionsEconomic finding One monetary issue that I have experienced while convey oning this exploration is that the immature states have the most noteworthy paces of TB. Furthermore, they do non hold monetary help to determine course to the anti-microbial mediation. â€Å" Tuberculosis ( TB ) †a preventable sickness connected to destitution †was proclaimed an exigency in Africa in 2005. Every twelvemonth it kills a large portion of a million Africans, numerous juvenile and in their most beneficial mature ages. In the previous 15 mature ages, in general rates have multiplied in Africa and significantly increased in high HIV nations. Africa has the most noteworthy per capital occurrence of TB known to man ( 28 % ) , with the vast majority of the most noticeably awful influenced states situated in sub-Saharan Africa. †( African Medical and Research Foundation, 2005 )The territory of exigency is a result of enormous monetary heap of the low-pay states as the interventi

Inaugural speech Essay Example for Free

Debut discourse Essay Throughout the entire existence of the United States, it has been a convention that the President, delivers a debut discourse, when he starts his Presidential expression. The principal such debut discourse was made by George Washington, on 30 April 1789. (Halsall Paul ). This exposition makes a top to bottom explanatory examination of one of the notable and significant debut addresses-he one made by President John F. Kennedy, in 1961. He was he thirty-fifth President of The Unites States, and the most youthful President to expect this renowned office. He was the most youthful president to pass on too. He moved on from Harvard University, and spent numerous years in the US naval force. He was an excellent author additionally, and before accepting the Presidency, he was granted the esteemed Pulitzer prize ever. ( John Kennedy) His instruction gave him the vision of a solid America taking a stab at worldwide harmony, his maritime foundation gave him the overwhelming soul of testing the foe and his strict greatness helped in drafting a paramount debut discourse throughout the entire existence of the United States. His experience is unequivocally reflected in his debut discourse. This debut discourse was conveyed when world was at a significant point in its history. The foreboding shadows of the subsequent universal war had just evaporated, the conditions of intensity had changed, Germany and Japan were going underground, yet USSR had ascended to the degree of a solid super force, continually compromising the super force status of the USA. Extraordinary Britain, France, and China were in the same class as impartial not having any desire to go up against with both of the super powers. Both USA and USSR compared the force balance so that neither can make a progression. The remainder of the world vigorously depended on the guide of these to countries, to endure and support themselves. Globalization was an unheard word and every country had its own autonomous economy. Markets of every country were shut to outsiders. The virus war between the USA and the USSR for incomparability had quite recently started, when President John Kennedy made this location. In a restricted setting this discourse is proposed for the Congress of the USA. Be that as it may, in the more extensive setting, President Kennedy wishes to address the Population of America, southern America specifically, in light of the fact that he takes the torment to make a unique notice of them in his discourse, and guarantees them equity and fairness. The canvas of his discourse is considerably bigger, and crosses the limits of the United States. He is by all accounts tending to the whole populace of this world. He alerts the solid countries to practice restriction and guarantees help to he more vulnerable ones to create themselves. The legislature of the USSR is a unique objective of this discourse. In a well mannered yet harsh and firm way, he stretches out an aberrant notice to the USSR, to be mindful in their dealings with universal issues. President Kennedy expects to give three clear messages in his discourse. One, he weights on the opportunity of each individual. He talks about opportunity not just at national level inside the United States, however to every single individual. He plainly imparts his psyche in one sentence, â€Å"And yet a similar progressive convictions for which our progenitors battled are still at issue around the globeâ€the conviction that the privileges of man come not from the liberality of the state, however from the hand of God. † Undoubtedly, Kennedy solidly accepts that opportunity is a fundamental right of individual, not given by the state, however by God. At the end of the day, all men are brought into the world free and no state has any option to deny this fundamental right to anybody. He demonstrates his duty to this opportunity to the locals of southern states, which have encountered a past loaded with savagery and fierceness. The second point he makes is regarding the matter of harmony and help to the more vulnerable countries. Both at national level and at worldwide level. â€Å" To that world get together of sovereign expresses, the United Nations, our last best expectation during a time where the instruments of war have far outpaced the instruments of harmony, we restore our vow of supportâ€to keep it from turning out to be simply a gathering for invectiveâ€to reinforce its shield of the new and the weakâ€and to develop the region wherein its writ may run†, (John F. Kennedy ) he comments regarding the matter of worldwide harmony and says that. â€Å" To those people groups in the hovels and towns over the globe battling to break the obligations of mass wretchedness, we vow our earnest attempts to assist them with helping themselves, for whatever period is requiredâ€not on the grounds that the Communists might be doing it, not on the grounds that we look for their votes, but since it is correct. In the event that a free society can't help the numerous who are poor, it can't spare the rare sorts of people who are rich. † ( John F. Kennedy ). Regarding the matter of helping the more fragile nations. His third point is a proposition to the ‘adversaries’ of the USA, in particular, USSR, to take a stab at shared co-activity which can profit both he countries and the whole mankind. â€Å"Finally, to those countries who might make themselves our foe, we offer not a promise but rather a solicitation: that the two sides start over again the mission for harmony, before the dull forces of pulverization released by science overwhelm all humankind in arranged or inadvertent implosion. † ( John F. Kennedy ) He comments. This discourse has two significant inclinations. President Kennedy, however exceptionally neighborly, is completely certain. His certainty is obvious from one sentence of his discourse. â€Å"And let each other force realize that this Hemisphere expects to remain the ace of its own home. † (John F. Kennedy). Second, while proposing shared co-activity to the enemies, he likewise demonstrates at some measure of doubt towards their aims. This is obvious from the announcement, â€Å"remembering on the two sides that thoughtfulness is anything but an indication of shortcoming, and truthfulness is constantly liable to evidence â€Å". ( John F.Kennedy ). The structure of this discourse is likewise exceptionally solid and has a characteristic stream. Starting with the issue of opportunity of Liberty and of every single individual, he switches over to the issue of helping the more vulnerable segments of the American culture and the poor countries of this world. He at that point makes a short notice of the UN, and promises American help in its undertakings. Surprisingly, a significant bit of his discourse is dedicated to the issue of shared co-activity between the two super powers. It is an away from of the significance Kennedy provided for this subject. Be that as it may, the unavoidable issue is, did this subject merit that quite a bit of need in the predominant worldwide situation around then? This ought to be a theme for history specialists to investigation into. He additionally reminds the residents, with a legitimate tone, that they likewise need to satisfy their obligations towards the country. † From the phonetic perspective, this discourse is only a showstopper of cautious craftsmanship. It's anything but a basic and an immediate discourse. The outside gleam of neighborliness is loaded up with propensities of fearlessness and doubt towards the perspectives and expectations of others. Hyperboles, in particular redundancy and allegory are uninhibitedly utilized all through the discourse, go about as a trimming. One of his announcements in this discourse has gotten popular, and will be recollected by all. This is, â€Å" And along these lines, my kindred Americans: ask not what your nation can accomplish for youâ€ask what you can accomplish for your nation. † ( John F. Kennedy ) President Kennedy completely prevails with regards to conveying the three primary messages which he expects to disregard. He succeeds due to his style. A style which has the same old thing to state, yet everything is new. The word ‘peace’ has extraordinary power to pull in masses of humankind, and Kennedy has utilized this word viably in his discourse. His responsibility to harmony and self pride for his country, were, maybe the explanations behind his enormous ubiquity, not inside America however around the globe. So ground-breaking is the effect of his discourse, that it tends to be securely presumed that Kennedy conveyed this location not as the President of USA however as a worldwide pioneer, to a global network. References : 1. Halsall Paul, [July 1998], History of debut addresses, Retrieved on 29 Sept 07 from: http://www. fordham. edu/halsall/mod/presidents-debuts. html 2. John Kennedy, The White House, Retrieved on 29 Sept 07 from: http://www. whitehouse. gov/history/presidents/jk35. html 3. Burton Grideon O. , Basic inquiries for explanatory investigation, Brigham Young University, Retrieved on 29 September 2007 from: http://talk. byu. edu/Pedagogy/Rhetorical%20Analysis%20heuristic. htm 4. John F. Kennedy, [ 20 February 1961] Inaugural location, Retrieved on 29 September 07 from: http://www. bartleby. com/124/pres56. html .

Venrock

Venrock INTRODUCTIONMartin: Hi, today we are in beautiful Palo Alto in the Venrock office. Hi, who are you and what do you do?Brian: I am Brian Ascher, partner here at Venrock.Martin: What is Venrock doing?Brian: So, Venrock is an early stage venture capital fund. It is one of the longest standing VC firms in the country and probably in the world. It got started actually in the 1930s as the VC arm of the Rockefeller family and we are in our timeline room where you can see some of the early investments back in the day when Laurence Rockefeller led companies back then the hot technology space, aerospace and rocketries, so Eastern Airlines, McDonald Aircraft, Piasecki Helicopter, Alaska airlines, they all got seed funding from Laurence Rockefeller and his advisors.Martin: Tell us about your story. So you have been quite long at Venrock, what did you do before?Brian: So before becoming a VC I was product manager at Intuit, responsible for the Quicken product family back in the early days of that product.Martin: And what made you become a venture capitalist?Brian: That’s a good question. I had some exposure to the industry while at business school and prior to that and it always seemed like an intriguing thing to do. So when I was wrapping up my work as a product manager I decided to apply to the Kauffmann fellowship which places folks early in their career into venture firms and I thought , “If I get in, I’ll see what that’s like and if not I will keep doing startups or something”. And I got in and I loved it and I consider a privilege to work with entrepreneurs, so I keep doing it.ABOUT VENROCK VCMartin: Can you briefly walk us through the typical investment due diligence process? S once a startup comes into your office in the beginning of the funnel,how it is proceeding?Brian: We try to be very flexible and really tailor the approach to the specifics of that company. I like to simplify it into three phases.So the first phase is we will have a meeting and I cons ider it a sniff test. Is there a mutual interest after a meeting and maybe a phone call or two and discussing it internally.If yes, then it moves into the second phase which I like to think of as the high order of it. This is kind of the most phases because it is when we will drill down on the most important critical few issues. So whatever that could be, it might understanding the competitive dynamics, better understanding the technology, understanding the market need, what have you. We try to do it quickly, a couple of weeks, sometimes faster. And it is really being efficient by getting through our network or through the company to the heart of the matter.And then the third phase is more of ‘Let’s leave no stone unturned ‘, let’s do management reference check, let’s make sure we have spoken to all of the customers, let’s go through the financial model, lets start to discuss what a deal might look like, let’s examine the cap table, let’s meet the whole partnership a nd we will decide and move towards a close.But really it is that second phase that the high order bid or the ‘bang for the buck’ phase where you try to really zero in on a does this make sense as an investment for Venrock and for you to have us as your partner.Martin: What is the typical conversion rate from phase 2 to phase 3?Brian: I’d say if it passes phase 2 it is reasonably high. We don’t tend to look at numbers very often but I’d say it’s the most important phase so maybe half.Martin: Ok, cool. And what is the typical time span or range of deals so maybe like form four weeks to ten months in terms of the whole process?Brian: Well, ten months would certainly be more of a case where it wasn’t right at that time, so we or they agreed, “Hey, we are going to revisit this several months down the road, six months down the road”. It happens quite a bit where for whatever reasons the company decides not to raise then or maybe they raised small round and they come to s ee us as with a status update, but rarely it takes us you know six months of rigorous analysis to get to an answer, that just doesn’t happen. We have done deals in as quickly as a week. It is not the most comfortable thing to do and I’d say it is not great for either side because it is a very important decision for the entrepreneur to know who they are getting hitched with for a long haul. And it is also really hard to really understand the business that quickly so I’d say the comfort zone starts at two weeks and maybe goes four to six weeks. But the difference, at least the way we do it is, once you have a term sheet we are really, really interested to invest and it is just legal due diligence from there and that almost never uncovers a problem.Martin: Brian, what is the sweet spot for an investment in terms of sizing or maybe business model industry?Brian: As far as size we are flexible.There is really no lower limit. It’s not that we have such a large fund, unless you can take a lot of money from us we are not interested. We could seed something for 500K, but a small check for a proper series A might be 3 or 4 million, but we have written checks as large as 10 or 11 or 12. That is a big check for us. And then our expectation is that over the life of the company we may have to double the investment or even triple it sometimes. Really depends on how the capital intensive the business is and what we think the future fundraising looks like.As far as sectors we are quite broad in our coverage of both life science and that is everything from healthcare IT, the biotech and diagnostics and medical devices. And then on the IT side it is everything from infrastructure like security or virtualization to enterprise applications, whether horizontal SaaS like a marketing technology company or vertical solutions in finance or retail or healthcare on up to consumer place.Martin: What health industries or sectors do you find very interesting or promising for the nex t two or three years? Seeing that the SaaS market was very hot over the last two or three years for example.Brian: I have a theme that is most interesting to me and it is the notion that the software is becoming intelligent. And what I mean by that is you are taking data technologies or approaches rather, like machine learning, predicative analytics, artificial intelligence, although that word is probably overused, and using it to actually answer a business problem or use the computer to provide an actual recommendation to an end user. Because if you think about what software has historically been is really a database with a UI on top. That is what salesforce.com is or CRM is or has been because they are changing, trying to add more intelligence to their app. It is a place that stores customer records and it has got an UI customized to that task and to get the value you have to run a report or look at the records and decide up in your brain what inference you would make, what action you would take and how to drive that through the organization. Quicken was really the same thing; it was a place you stored transactions and we had a checkbook metaphor and you can run reports and look up a pie chart and figure out where your spending in going and then decide, “Oh I should spend less, I should create budget and do all of that.” Whereas now with machine learning and artificial intelligence you can have the app decide, “I am going to recommend for you ways for you to save money or achieve your financial goals, send your kid to college, retire comfortably. Or in the B2B setting the software can actually tell you which prospective buyers are out there, showing intent in the marketplace that you are not even aware of. Here is how they much they are going to buy, what they are going to buy, when they are going to buy it and here is the message you should deliver to reach out to them, based on the interest that the software is seeing either on your electronic channe ls or across the web through various data sources.So I think there is a profound difference what software will do, not just in terms of how it is deployed or delivered which is the advantage for taking it from off premise to cloud but really the value. I think it is creating more value for the end user, requiring them to do less work to get the value.Martin: When you look at predictive analysis apps are you more looking at infrastructure companies or are you looking at SaaS models who are just solving some unique niche problems for some companies for example? Or are you looking at a company that owns really exclusive data sources for example?Brian: So there are definitely infrastructure opportunities. It is not where I focus my efforts. I am focused on the app. And really the key to the app is often times really understanding the domain and the problem and the customer need well enough to know what data you would want and then how to create the answers coming out of that data. It is rarely about cutting edge math. The math isn’t easy and it is sophisticated but no one is inventing new math to come up with the answer. It is really all in problem definition, there is often a lot of data cleansing work that goes on there is a lot cleverness you need and sourcing the data. Sometimes there may be unique and proprietary data. A lot of times that is more of a business model and a biz dev kind of advantage. If you can create a networkeffect even better, so you have more data than the competitors. But really it is so much more about understanding the domain and then presenting it to user experience that lets the business user or the consumer solve their problem in a quick and delightful way.Martin: What kind of interesting stories did you experienced over the last 18 years with entrepreneurs where you say, “Wow, this was very interesting, this was a problem and entrepreneur occurred and that is how he racked it or I and some of my partners gave them some helpful ad vice”?Brian: Great question. I’d say that the big observation is just how rare the true force of nature entrepreneur is. And by force of nature we mean that person for whom failure is just not an option and they will keep coming at the problem and modifying their approach if they need to and just make a much bigger outcome or company than the innate market suggested was possible.And so when you are in the presence of a truly great entrepreneur who just exudes that sort of drive and energy and creativity and combines this optimism for the future with the pragmatic sense of what it is going to take to get moving today. You don’t want to overthink your way out of doing those kinds of investment based on “Oh, well what if this goes wrong or that goes wrong”, because that great entrepreneur will figure it out, hopefully it will help as well. But it is remarkable how there is so much that is possible that you might envision at the outset and so it is a great entrepreneur that ta kes you there.Martin: Many people think that we are currently at the brink of a bubble bursting. What is your perspective on that?Brian: I don’t feel like it is a bubble that we had in let’s say in 2000 or even 2008. I think the public markets have remained largely disciplined on valuation. You have some late stage private valuations that have gotten crazy but fundamentally the basis of innovation is incredible right now.There is so many technology catalysts, social catalysts, industries willing to adapt cloud or technology based solutions that I feel really good at the real innovation, real value that is being created. And so if the late stage private markets cool off a little bit that is ok, that is not going to create some huge explosion and nuclear winner like we had in 2000, 2001, 02, 03. I think there is a little bit of market cycle on the late stage stuff but the early stage I think hasn’t gotten quite so overheated because there is still so much risk in the beginning, particularly because it is obvious that there is still a lot of traction. I don’t spend that much time worrying about timing the market as far as our investments go.Martin: When you look at an entrepreneur coming to you and pitching for an idea and you are an early stage investor, how do you balance the evaluation of the founder or the founder team with the business idea or the business model that is currently “The plan”?Brian: It comes back a little bit toâ€" if you really hate the idea it is hard to meet someone who is so compelling you are going to follow them into the idea you is just don’t believe in. But if the idea seems a little small, but generally ok, like a good idea you’re just not sure how big, a good entrepreneur is worth backing his idea. You really can never tell just how big an opportunity will be because there are always opportunities that present themselves once you get into the market and the customers start telling you what else they want, etc. But for us we are really people centric so it is more people first and market second. There is a school of thought the opposite approach is ‘Give me a huge market and I will find a team’. It is just really hard to match a great team and pull one together and make sure that they are cohesive and was it their initial idea or not.I think there is something special about a founding team that came up with the idea, feels ownership in every fiber of their body and it is going to walk through walls or through fire to make it successful and passing by that by bringing in professional management I think kills some of the magic. So ideally you are starting with a great team in an interesting market and then it gets even more exciting as they find their way to the sweet spot.Martin: Brian, imagine you have 10 entrepreneurs in front of you. How do you really identify the great entrepreneur and also identify the not so great ones?Brian: It is really hard and there are always surprises and I don’ t think anyone had had it figured out perfectly. But so common traits areâ€" smart is a given, there are a lot of smart people around the world and so it is highly necessary but insufficient.I think the great entrepreneurs have a personal energy and enthusiasm and it doesn’t necessarily mean that they are the life of the party with the lampshade on their head, but you can just tell that their conviction and passion around an ideaand it permeates everything they do and every conversation you have. Then, I think they also have pragmatic sense of “I face a lot of challenges right now, but where I am going is great. And they are kind of diametrically opposed in a way because you don’t want someone who is just dismissive of all the challenges they have today, “All is great, oh we have this problem solved, we have nothing else to learn.” That is probably not a healthy attitude, nor is a one that is constantly worried about, “We are going to fail, this is wrong” and they are shooting to a nice safe outcome, not a big outcome. So if you can do both â€" be abundantly optimistic about the future and really pragmatic and disciplined about the present, that is important.The best entrepreneurs have this mental agility or flexibility to be constantly taking in feedback and adjusting. And it is not a big pivot, so to speak, but just all those little adjustments that you need to find your way to the sweet spot of a market and a solution.I guess the last thing I would say is the best entrepreneurs tend not to get defensive. They can take tough questioning and respond appropriately or with good answers or admission that, “Hey, that is a risk. I don’t know. We are going to figure that over time but that is a risk you as an investor need to be willing to accept along with me”. Because I think however hard questions coming from an investor might be, the challenges that the market throws at you, competitors throw you, the key executive throws at you, those are m uch harder problems than a venture capitalist questions. And I think that great entrepreneurs realize that and take them in stride and respond with their best shot at an answer or an answer which says, “I don’t know yet. I will figure it out.”ADVICE TO ENTREPRENEURS FROM BRIAN ASCHER In Palo Alto (CA), we meet Partner at Venrock, Brian Ascher. Brian talks about how he became a venture capitalist and what his major learnings for entrepreneurs are.INTRODUCTIONMartin: Hi, today we are in beautiful Palo Alto in the Venrock office. Hi, who are you and what do you do?Brian: I am Brian Ascher, partner here at Venrock.Martin: What is Venrock doing?Brian: So, Venrock is an early stage venture capital fund. It is one of the longest standing VC firms in the country and probably in the world. It got started actually in the 1930s as the VC arm of the Rockefeller family and we are in our timeline room where you can see some of the early investments back in the day when Laurence Rockefeller led companies back then the hot technology space, aerospace and rocketries, so Eastern Airlines, McDonald Aircraft, Piasecki Helicopter, Alaska airlines, they all got seed funding from Laurence Rockefeller and his advisors.Martin: Tell us about your story. So you have been quite long at Venr ock, what did you do before?Brian: So before becoming a VC I was product manager at Intuit, responsible for the Quicken product family back in the early days of that product.Martin: And what made you become a venture capitalist?Brian: That’s a good question. I had some exposure to the industry while at business school and prior to that and it always seemed like an intriguing thing to do. So when I was wrapping up my work as a product manager I decided to apply to the Kauffmann fellowship which places folks early in their career into venture firms and I thought , “If I get in, I’ll see what that’s like and if not I will keep doing startups or something”. And I got in and I loved it and I consider a privilege to work with entrepreneurs, so I keep doing it.ABOUT VENROCK VCMartin: Can you briefly walk us through the typical investment due diligence process? S once a startup comes into your office in the beginning of the funnel,how it is proceeding?Brian: We try to be very flex ible and really tailor the approach to the specifics of that company. I like to simplify it into three phases.So the first phase is we will have a meeting and I consider it a sniff test. Is there a mutual interest after a meeting and maybe a phone call or two and discussing it internally.If yes, then it moves into the second phase which I like to think of as the high order of it. This is kind of the most phases because it is when we will drill down on the most important critical few issues. So whatever that could be, it might understanding the competitive dynamics, better understanding the technology, understanding the market need, what have you. We try to do it quickly, a couple of weeks, sometimes faster. And it is really being efficient by getting through our network or through the company to the heart of the matter.And then the third phase is more of ‘Let’s leave no stone unturned ‘, let’s do management reference check, let’s make sure we have spoken to all of the cust omers, let’s go through the financial model, lets start to discuss what a deal might look like, let’s examine the cap table, let’s meet the whole partnership and we will decide and move towards a close.But really it is that second phase that the high order bid or the ‘bang for the buck’ phase where you try to really zero in on a does this make sense as an investment for Venrock and for you to have us as your partner.Martin: What is the typical conversion rate from phase 2 to phase 3?Brian: I’d say if it passes phase 2 it is reasonably high. We don’t tend to look at numbers very often but I’d say it’s the most important phase so maybe half.Martin: Ok, cool. And what is the typical time span or range of deals so maybe like form four weeks to ten months in terms of the whole process?Brian: Well, ten months would certainly be more of a case where it wasn’t right at that time, so we or they agreed, “Hey, we are going to revisit this several months down the road, six months down the road”. It happens quite a bit where for whatever reasons the company decides not to raise then or maybe they raised small round and they come to see us as with a status update, but rarely it takes us you know six months of rigorous analysis to get to an answer, that just doesn’t happen. We have done deals in as quickly as a week. It is not the most comfortable thing to do and I’d say it is not great for either side because it is a very important decision for the entrepreneur to know who they are getting hitched with for a long haul. And it is also really hard to really understand the business that quickly so I’d say the comfort zone starts at two weeks and maybe goes four to six weeks. But the difference, at least the way we do it is, once you have a term sheet we are really, really interested to invest and it is just legal due diligence from there and that almost never uncovers a problem.Martin: Brian, what is the sweet spot for an investment in terms of si zing or maybe business model industry?Brian: As far as size we are flexible.There is really no lower limit. It’s not that we have such a large fund, unless you can take a lot of money from us we are not interested. We could seed something for 500K, but a small check for a proper series A might be 3 or 4 million, but we have written checks as large as 10 or 11 or 12. That is a big check for us. And then our expectation is that over the life of the company we may have to double the investment or even triple it sometimes. Really depends on how the capital intensive the business is and what we think the future fundraising looks like.As far as sectors we are quite broad in our coverage of both life science and that is everything from healthcare IT, the biotech and diagnostics and medical devices. And then on the IT side it is everything from infrastructure like security or virtualization to enterprise applications, whether horizontal SaaS like a marketing technology company or vertical solutions in finance or retail or healthcare on up to consumer place.Martin: What health industries or sectors do you find very interesting or promising for the next two or three years? Seeing that the SaaS market was very hot over the last two or three years for example.Brian: I have a theme that is most interesting to me and it is the notion that the software is becoming intelligent. And what I mean by that is you are taking data technologies or approaches rather, like machine learning, predicative analytics, artificial intelligence, although that word is probably overused, and using it to actually answer a business problem or use the computer to provide an actual recommendation to an end user. Because if you think about what software has historically been is really a database with a UI on top. That is what salesforce.com is or CRM is or has been because they are changing, trying to add more intelligence to their app. It is a place that stores customer records and it has got an U I customized to that task and to get the value you have to run a report or look at the records and decide up in your brain what inference you would make, what action you would take and how to drive that through the organization. Quicken was really the same thing; it was a place you stored transactions and we had a checkbook metaphor and you can run reports and look up a pie chart and figure out where your spending in going and then decide, “Oh I should spend less, I should create budget and do all of that.” Whereas now with machine learning and artificial intelligence you can have the app decide, “I am going to recommend for you ways for you to save money or achieve your financial goals, send your kid to college, retire comfortably. Or in the B2B setting the software can actually tell you which prospective buyers are out there, showing intent in the marketplace that you are not even aware of. Here is how they much they are going to buy, what they are going to buy, when they ar e going to buy it and here is the message you should deliver to reach out to them, based on the interest that the software is seeing either on your electronic channels or across the web through various data sources.So I think there is a profound difference what software will do, not just in terms of how it is deployed or delivered which is the advantage for taking it from off premise to cloud but really the value. I think it is creating more value for the end user, requiring them to do less work to get the value.Martin: When you look at predictive analysis apps are you more looking at infrastructure companies or are you looking at SaaS models who are just solving some unique niche problems for some companies for example? Or are you looking at a company that owns really exclusive data sources for example?Brian: So there are definitely infrastructure opportunities. It is not where I focus my efforts. I am focused on the app. And really the key to the app is often times really understa nding the domain and the problem and the customer need well enough to know what data you would want and then how to create the answers coming out of that data. It is rarely about cutting edge math. The math isn’t easy and it is sophisticated but no one is inventing new math to come up with the answer. It is really all in problem definition, there is often a lot of data cleansing work that goes on there is a lot cleverness you need and sourcing the data. Sometimes there may be unique and proprietary data. A lot of times that is more of a business model and a biz dev kind of advantage. If you can create a networkeffect even better, so you have more data than the competitors. But really it is so much more about understanding the domain and then presenting it to user experience that lets the business user or the consumer solve their problem in a quick and delightful way.Martin: What kind of interesting stories did you experienced over the last 18 years with entrepreneurs where you say , “Wow, this was very interesting, this was a problem and entrepreneur occurred and that is how he racked it or I and some of my partners gave them some helpful advice”?Brian: Great question. I’d say that the big observation is just how rare the true force of nature entrepreneur is. And by force of nature we mean that person for whom failure is just not an option and they will keep coming at the problem and modifying their approach if they need to and just make a much bigger outcome or company than the innate market suggested was possible.And so when you are in the presence of a truly great entrepreneur who just exudes that sort of drive and energy and creativity and combines this optimism for the future with the pragmatic sense of what it is going to take to get moving today. You don’t want to overthink your way out of doing those kinds of investment based on “Oh, well what if this goes wrong or that goes wrong”, because that great entrepreneur will figure it out, hopef ully it will help as well. But it is remarkable how there is so much that is possible that you might envision at the outset and so it is a great entrepreneur that takes you there.Martin: Many people think that we are currently at the brink of a bubble bursting. What is your perspective on that?Brian: I don’t feel like it is a bubble that we had in let’s say in 2000 or even 2008. I think the public markets have remained largely disciplined on valuation. You have some late stage private valuations that have gotten crazy but fundamentally the basis of innovation is incredible right now.There is so many technology catalysts, social catalysts, industries willing to adapt cloud or technology based solutions that I feel really good at the real innovation, real value that is being created. And so if the late stage private markets cool off a little bit that is ok, that is not going to create some huge explosion and nuclear winner like we had in 2000, 2001, 02, 03. I think there is a litt le bit of market cycle on the late stage stuff but the early stage I think hasn’t gotten quite so overheated because there is still so much risk in the beginning, particularly because it is obvious that there is still a lot of traction. I don’t spend that much time worrying about timing the market as far as our investments go.Martin: When you look at an entrepreneur coming to you and pitching for an idea and you are an early stage investor, how do you balance the evaluation of the founder or the founder team with the business idea or the business model that is currently “The plan”?Brian: It comes back a little bit toâ€" if you really hate the idea it is hard to meet someone who is so compelling you are going to follow them into the idea you is just don’t believe in. But if the idea seems a little small, but generally ok, like a good idea you’re just not sure how big, a good entrepreneur is worth backing his idea. You really can never tell just how big an opportunity will be because there are always opportunities that present themselves once you get into the market and the customers start telling you what else they want, etc. But for us we are really people centric so it is more people first and market second. There is a school of thought the opposite approach is ‘Give me a huge market and I will find a team’. It is just really hard to match a great team and pull one together and make sure that they are cohesive and was it their initial idea or not.I think there is something special about a founding team that came up with the idea, feels ownership in every fiber of their body and it is going to walk through walls or through fire to make it successful and passing by that by bringing in professional management I think kills some of the magic. So ideally you are starting with a great team in an interesting market and then it gets even more exciting as they find their way to the sweet spot.Martin: Brian, imagine you have 10 entrepreneurs in front o f you. How do you really identify the great entrepreneur and also identify the not so great ones?Brian: It is really hard and there are always surprises and I don’t think anyone had had it figured out perfectly. But so common traits areâ€" smart is a given, there are a lot of smart people around the world and so it is highly necessary but insufficient.I think the great entrepreneurs have a personal energy and enthusiasm and it doesn’t necessarily mean that they are the life of the party with the lampshade on their head, but you can just tell that their conviction and passion around an ideaand it permeates everything they do and every conversation you have. Then, I think they also have pragmatic sense of “I face a lot of challenges right now, but where I am going is great. And they are kind of diametrically opposed in a way because you don’t want someone who is just dismissive of all the challenges they have today, “All is great, oh we have this problem solved, we have noth ing else to learn.” That is probably not a healthy attitude, nor is a one that is constantly worried about, “We are going to fail, this is wrong” and they are shooting to a nice safe outcome, not a big outcome. So if you can do both â€" be abundantly optimistic about the future and really pragmatic and disciplined about the present, that is important.The best entrepreneurs have this mental agility or flexibility to be constantly taking in feedback and adjusting. And it is not a big pivot, so to speak, but just all those little adjustments that you need to find your way to the sweet spot of a market and a solution.I guess the last thing I would say is the best entrepreneurs tend not to get defensive. They can take tough questioning and respond appropriately or with good answers or admission that, “Hey, that is a risk. I don’t know. We are going to figure that over time but that is a risk you as an investor need to be willing to accept along with me”. Because I think howev er hard questions coming from an investor might be, the challenges that the market throws at you, competitors throw you, the key executive throws at you, those are much harder problems than a venture capitalist questions. And I think that great entrepreneurs realize that and take them in stride and respond with their best shot at an answer or an answer which says, “I don’t know yet. I will figure it out.”ADVICE TO ENTREPRENEURS FROM BRIAN ASCHERMartin: Brian, you have seen so many entrepreneurs. What type of learnings that youhave seen them make and based on this what type of advice could you give them to avoid some unnecessary mistakes?Brian: I think some of the best entrepreneurs are constantly upgrading their team. And that sounds obvious, “Oh everyone does that”, but the reality is the following; you have a founding team of co-foundersand early team members who go through some really, really tough days, long, long nights, weekends, setbacks all the time. And so there i s a lot of loyalty that develops there. As you are growing and maybe things are going great or they are going well but there are problems, the thought of taking that person who was there from the beginning and bringing someone in top or even letting them go is actually pretty hard. And if they are doing a pretty good job you are even less likely to make that change because you feel the sense of loyalty or “I have got bigger problems to solve than the fact that my VP of sales is a B+ and not an A.” But I think the reality is that you constantly have to be striving to have all A players in every single position around your leadership table because any one weakness can have a ripple effects and lead to problems that sneak up on you. They are not glaring problems immediately, those you actually act on but it is the problem that, “Oh, boy, we felt like we didn’t need a CFO until we were planning an IPO and as a result we are in all these contracts that have all these weird clause s and our margins are all completely off and we are drowning in complexity.” And these are the problems that just sneak up on you after a couple of years without ever screaming, “Solve me now!” And that is one of the problems that good entrepreneurs intuitively know and many people have to learn the hard way.Martin: What other kind of advice can you share?Brian: I see another area that I feel really strongly about is the manner in which an entrepreneur approaches true partnership with their investors or their board. And by true partnership I mean way beyond just taking their money and then keeping them off your back which I think is sometimes what an entrepreneur would default to doing but rather creating this true partnership of trust. And I think there is a virtuous circle that develops if you do that well. And then unfortunately there is a negative circle of mistrust which can also develop if you don’t do it.So the positive trust loop is you as an entrepreneur recognize t hat, “My board is here to make me successful. They want this company to succeed and the same goes for my investors. And they realize that there will be problems and if I bring the problems to them early they will hopefully help me solve those problems. But even if they don’t, they will at least know that I am aware of them and I am working hard at finding solutions. And so the next time they have a question in their mind, they will know that they can ask me or they can have confidence that it is going to be addressed.” This way there is more and more positive trust going back and forth.The negative loop is really, really insidious which is, “I have a problem as an entrepreneur, I am worried to tell my board so I keep it to myself in the hopes that I will solve the problem and it will go away before I have to admit it to anybody.” The board usually senses, “Oh, there is something going on here”, and you can either see it in their numbers or even if it doesn’t show up in the numbers yet you just get a sense that something is just not quite right but the CEO is not telling me so I have to dig harder to find what is really going on and once I do I say “Ah-ha I knew it, there was a problem and you didn’t tell me and now I trust you even less. So I start to wonder if there are other problems I don’t know about “. And then you start asking your CEO, or digging on your own and they get even more paranoid and the whole thing spirals out of control in a very unproductive way.So I think it really incumbent on the board and the investors to react constructively when problems are brought to them because that is what you want. So I am of the mindset which does not say, “Don’t bring me a problem unless you also have a solution. No, no bring me problems early and often. That is my job; it is to help you solve problems. We can celebrate victories but we are going to do this amount of time and most of the time is going to spend on how do we get even better.Martin: And how do you define the significance level of problems that should be shared and problems that are so minor that should not be shared?Brian: There is really no bright line or rule or dollar amount or anything like that. So I don’t mind if they over communicate. I’d say the judgment call is around; what would be the strategic significance in the short, medium or long term. If it is going to be a short strategic issue, like a big partner just cancelled, absolutely. But you can even take problems that “Hey, it is ok now but I think it could turn into a problem, let’s talk about it”. If it is something like, “The lunch was delivered late today” or “the employees are leaving the kitchen too messy”, I don’t need to know about that.Generally, it is a calibration exercise. Bring the problems early and often and then you could together figure out what really needs to come and also what you get value from me. If you are bringing small problems but I am hel pful keep bringing them as long as you find value. I will probably never say, “Hey, don’t bother me with that. That is like beneath me”. In venture capital is kind of messy, and so I will help with anything you need help with. As long as I can be helpful, I’ll do it for you.Martin: Are there any more advices you can give especially on the investment side for entrepreneurs?Brian: My advice on fundraising would really be two things:One is it has become more popular to not use a deck presentation when pitching investors and I think there are certain circumstance like we may be meeting six months ahead of when you plan to fundraise and we want just to get to know you. Do we have some chemistry? Can we talk about the business in a free form way? Just exchange of ideas and if we are doing that, its fine, no need to come with a PowerPoint, that would be weird. But if you are actually In a fundraise mode where you are going to try and drive investment groups to make a decision as qu ick as possible I think it is really helpful to have a guided roadmap to the discussion, keeps you on track, makes sure to get me the information I need in the manner that you want me to have. And most importantly there is a lot of data, like if you want a strong financing and a strong valuation you are probably going to have some element of traction in there and even if you haven’t launched yet you are going to want me to have details of the team or the technology, there is almost always numbers and you just can’t talk through a complex graph of numbers. So you have to have some way to communicate with numbers and quantification and that is going to be with the deck. You could say, “I will send you the deck later” but there is a golden opportunity. We have each carved out 60 minutes from our schedule, so put the best foot forward right there in the meeting. It doesn’t mean it has to be a long deck or that you have to hand me your entire financial model, just a really well -crafted argument, point by point, at the end of which I applaud and am begging you to take my money. That is my philosophy on having a great presentation and the beauty is there is never a wrong time to have a great presentation because as an entrepreneur you are not only pitching investors but you will have opportunities to talk to the press, to present at conferences, to tell your story to executives you are recruiting, so having a well-crafted story line and summary deck is always useful, never a bad time to have that perfected.The second thing would be this notion of a combination of optimistic and pragmatic is to come in and not lose credibility by appearing naïve. Showing financials that are the best financials anyone has ever achieved in the world or a market size that is trillions and trillions of dollars even though your addressable piece is much smaller but you are promoting the trillions and trillions of spending that goes on in this category, not even for technology bu t for everything. Just really showing the balance and demonstrating that you really understand the domain extremely, extremely well even if you are not from it but you are coming in as an outsider just to disrupt it. You have done your homework, you intimately understand your customers’ pain and you have a pragmatic sense of all the challenges that it will take to solve this problem and being open about that. Because again it comes back to the trust loop, the investor can say, “Oh this person really knows their stuff”, not “This person is crazy, they have no idea how hard this is going to be”. Show me you know how hard it is going to be but then compel me you are going to get there anyway. That is an interesting business.Martin: Great! Brian, thank you so much for your time.Brian: Thank you for your interest. This was fun.Martin: Next time you are thinking about pitching to an investor craft your story very neatly so Brian or other investors are really happy to invest in y our business. Thank you so much.

Film Industry Case Study - 1692 Words

The main objective of this case study is to analyze the policy of co-production in screen industries between Australia and China based on the nation’s situation and the history of film industry. The main problem is how to utilize this policy to enhance government cooperation and business model to apply those policies into the cooperation procedure. The other problem is the shortage of sustainability of film business and to find out the solutions to develop a model to be used as a best practice framework for the successful integration of film tourism in a Destinations Marketing Strategy (DMS). These can be further broken down into: 1. Analyze the coproduction policy and evaluate the level of economic value of this policy. 2. Analyze film†¦show more content†¦Main organization Screen Australia s Head of Business and Audience Sydney films Production Company Joint investmentï ¼Å'Shared Copyright What is the Co-production refund policyï ¼Å¸ Australia and China Co-production refund policy from 2007. Filmmaking requires a lot of manpower, material resources and financial resources, if investor cannot obtain the expected return, it will bring heavy pressure to producers. Therefore, in order to attract increasing Chinese directors entre to Australia for shooting and film framing and editing, August 2007ï ¼Å'the chief of China s state administration of radio, film and television and the Australian Ambassador to China represented the government of Australia and the government of the people’s republic of China sign a film co-production agreement. According to this agreement, the Australia government provides three-promotion refund policy: 1. China and Australia co-production are received 40% refund. 2. 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Cloud Storage And Raid Solutions Essay - 755 Words

section{Review-Cloud Storage and RAID solutionslabel{CC:SEC:5:cloudWithRAID}} Several researchers have addressed the issue of depending on a single cloud storage service, such as cite {AbuLibdeh2010} cite {Scalia}, and they believe that adopting multiple cloud storage services is a useful approach to tackling the problems associated with the dependence on a single cloud provider. Simply, This method combines several independent cloud services and considers them as one cloud. Although the distribution of data among several cloud storage services increase availability, performance, and reduces the probability of losing data, it may increase the amount of storage and bandwidth used and as a result, the cost rises. Scalia cite {Scalia} introduced a cloud brokerage solution that continuously adapts the placement of data, based on files access statistics among several cloud storage services to minimise the storage cost, improve the data availability, and eliminate vendor lock-in risk. 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If You Were a Manager How Would You Motivate Your Employees Free Essays

What motivates employees? Motivation is the inner power or energy that pushes toward acting, performing actions and achieving. Motivation has much to do with desire and ambition, and if they are absent, motivation is absent too. The topic of motivating employees is extremely important to managers and supervisors. We will write a custom essay sample on If You Were a Manager How Would You Motivate Your Employees or any similar topic only for you Order Now Motivation strengthens the ambition, increases initiative and gives direction, courage, energy and the persistence to follow one’s goals. A motivated person takes action and does whatever it needs to achieve his/her goals.Motivation becomes strong when you have a vision, a clear mental image of what you want to achieve, and also a strong desire to materialize it. In this situation motivation awakens and pushes you forward, towards taking action and making the vision a reality. A great place to start learning about motivation is to start understanding your own motivations. The key to helping motivate your employees is to understand what motivates them. Each person is motivated by different things and in different ways.Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. A positive motivation improves productivity, quality and service and it helps people to gain a positive perspective, create the power to change, it build self-esteem, capability and manage their own development and help others with theirs too. To have successful business managers must keep motivation standards amongst their employees at a high level.The following specific steps can help you go a long way toward supporting your employees to motivate themselves in your organization: 1. Salaries: some people work for personal fulfilment, others work for love of what they do. Others work to accomplish goals and to feel as if they are contributing to something larger than themselves. The bottom line is that we all work for money. A good salary every month keeps employees happy, so that they can satisfy their basic needs like food, clothing and shelter.So managers should pay sufficient amount of salary and also be able to increase that amounts on a yearly basis too. 2. Safety at work and good work environment: working conditions are very important to employees because they influence the way they feel about the place they work in. Employees should work in humane conditions so they can feel good and comfortable. In this way they can apply themselves better to the work they are asked to do and therefore they can achieve more. It is also equally important that employees feel to be safe and protected in a good, modern office building, rather than an old one. . Offering training: one thing employee’s demand from the organisation, especially younger employees, is the opportunity to sharpen or add to their skills. Offering training as a perk for a job well done can be very beneficial. It makes them happy because they can learn more skills and they become more employable down the road. The type of training you can offer depends on the type of business you have, but it should certainly include computer courses as technology nowadays has developed so much that it makes business life easier. Such courses are more suited to today’s younger employees.Older employees may appreciate courses offering management skills, financial planning and so on. You can offer in house trainings or send your employees off-site. Or you can offer video and internet-based trainings. What matters is to design such a job related training programme that will not only be job related but also to develop personally the employee. 4. Recognition: Positive recognition is one of the mightiest of motivating factors at work. When employees accomplish what they have been asked to do at high standards, they feel the sense of achievements. Your recognition is appreciation for that achievement.I believe that most managers don’t give enough recognition to their employees because they don’t get enough themselves. By taking notice of an employee’s efforts and letting the employee know when he or she is doing an especially good job, you’ll reinforce that behaviour and the employee is likely to repeat and build on the traits you want to encourage. It is worth panting out that recognizing and rewarding an employee’s good work has little or no cost. This recognition and rewarding of excellent performance can take several forms like a gift, a new job title or a bonus. Also, after an employee has worked hard to complete a project or dealt with successfully an especially stressful situation, you might give to that employee an afternoon or a day off with full pay, of course. Verbal rewards are very important too. To receive a praise from managers makes the employees very happy and gives them the satisfaction that their work is recognised and appreciated. 5. Flexible hours and time offs: employees should provide, if their business activity allows it, flexible hours of work to employees.The number of working hours per day cannot change but the employee can choose after agreement with his manager the time he can start and finish his work. Furthermore, instead of paying the employees for extra hours they worked on, they can be granted time off. 6. Promotions: Another important factor that encourages the employees to work hard and diligently is to know that their efforts will be rewarded and will rise up in hierarchy in the organisation they work for. Therefore, employees expect that their performance will be evaluated objectively and that they will be promoted accordingly.Not all motivation theories apply to all employees. Nowadays, employees are very demanding and therefore depending on their perception of life they get influenced differently about what they expect from their employers. Having studied these theories I have isolated the following specific theories that I think they have real impact on today’s demanding employees. Foremost is the Two-Factor theory of Herzberg’s and sometimes also called motivation-hygiene theory that explain the two ways between the Extrinsic and Intrinsic. In the belief that an individual’s relation to work is basic and that one’s attitude toward work can very well determine success or failure. Certain characteristics tend to be consistently related to job satisfaction such as work itself, responsibility and achievement and others to job dissatisfaction such as company policies, salary, supervision and working conditions. Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent.Numerous studies have concluded that for people with satisfactory salaries, means some non-financial motivators are more effective than extra cash. For example, McKinsey Quarterly survey underscores the opportunity. The respondents view three managers with satisfactory salaries are more effective than cash bonuses or increased base pay by leadership attention and a chance to lead projects or task forces in order to â€Å"makes employees feel like they’re part of the com pany’s future. † As a sequence, this way making employees feel that their companies value them, take their wellbeing seriously and strive to create pportunities for career growth in order to go above and beyond expectations. The company has reframed the incentives issue by putting the focus on â€Å"recognition† instead of â€Å"reward† in order to inspire a more thoughtful discussion about what motivates people. This company associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility and achievement. These are the characteristics that employees find intrinsically rewarding.Other general accepted theories nowadays are the Hierarchy of Needs of Maslow’s and similarly ERG theory of Clayton Alderfer’s that there are three groups of core needs such as existence, relatedness and growth. Several studies have supported ERG theory, but there is also evidence that it doesn’t work in some organizations. However, this theory represents a more valid version of the need hierarchy. For example, the hotels Ritz-Carlton engages its staff to increase employee satisfaction and i mprove customer service. The hotels offer food and residence for staff and every day, employees of every department in every Ritz-Carlton hotel around the world gather for a 15-minute staff meeting where they share â€Å"wow stories. † Managers encouraged speaking up during staff meetings and also they don’t focus on what employees have done wrong, but instead seek to help them improve on a given task as a result reinforces a customer service skill. Most important, it gives an employee â€Å"local fame. † Employees want to be recognized in front of their peers.Giving them public recognition is a powerful motivator. Furthermore, moods are contagious. Managers who walk around with a smile on their face and demonstrate passion for their jobs have an uplifting effect on others. The hierarchic theory is often represented as a pyramid, that unsatisfied needs motivate or that a satisfied need activates movement to a new need level. This company associated by safe and pleasant working conditions, public recognition and achievement in a work. Similarly, my strongly belief is that the most hotels using these theories.REFERENCEShttp://www. hpl. hp. com/news/2010/jan-mar/pdf/HPL_AnnualReport_2009_ScreenRes. pdfhttp://www. forbes. com/2010/04/07/motivating-employees-rewards-leadership-dewhurst. htmlhttp://managementhelp. org/guiding/motivate/basics. htm How to cite If You Were a Manager How Would You Motivate Your Employees, Papers

Robinson Crusoe free essay sample

Crusoe, His Faith, and the Outside Worlds Influences Many struggle with religion, either in its entirety, or with specific aspects such as its exclusionary process, or its supposed rules and regulations. Some people who were previously skeptical of religion experience a life altering event which alters their perception of previous events and causes them to veer towards a religious belief. Robinson Crusoe, while a fictional character, is one such example. A mere sailor tale, based on potentially several true occurrences, is one of the best known novels of all time. Many classic and fantastic interpretations of this work exist of the novel itself, as a statement about society, and also, specific messages contained within its pages. The author, Daniel Defoe, viewed as a master of his craft, or alternatively as a bumbling turncoat, undeniably secured his place in history when his story was originally published. The questioning of faith by Defoes Robinson Crusoe mirrors the religious conflict throughout England and Scotland at the time. We will write a custom essay sample on Robinson Crusoe or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page During the time that Robinson Crusoe was published, England and Scotland were in a constant state of lux. A significant step away from the middle ages and even the Renaissance, England and subsequently Scotland, moved quickly toward a more modern sense of thinking, understanding, and experimentation. Frank Smitha, a self proclaimed but highly educated historian, speaks of the time as a real breakthrough for Britain due to its productivity and developmental proposals that would eventually become the building blocks of modern society, and the idea of worldwide trade opening up with other countries and colonies causing new ideas and products to be implemented and mproved upon (Smitha). This flow of fresh substance almost gave a Jumpstart to the stagnating England, causing a refresh on ideas and inventions that quickened the minds of society at the time. However, alongside these new and enlightening ideas came the reality of mortality with occasional outbreaks of the plague. The plague during this time period was still a huge menace and although it was not on the same level as the Black Plague, it was still catastrophic. James Sutherland, in a biography about the time and Robinson Crusoes author, writes in particular about how the lague caused much distress and turmoil, stating for years there was talk of the Plague among those who had survived it (10). This sense of ever looming death and mortality caused many to turn towards or flee from what they had relied upon prior to the plague -ideals previously viewed as archaic were brought back into such as religion. Religion was a sensitive subject however, due to its precarious nature of the past and its presence in both the intellectual and political world of the time. Although open to new trade and experimental schemes, England was still consumed ith a religious fight. Smitha speaks of the domination of the Church of England (also known as Anglicans) which was considered the orthodox faith. This was due in part to the Church of England being a favorite of the landowners and the House of Lords considered an Anglican preserve (Smitha). A common theme throughout history is that of the citizens with the most money wield the most power. These wealthy and influential people disliked the idea of different interpretations of the same faith and Dissenters- to gather; often they would even ban them from meeting to worship Smitha). Sutherland talks about London, and how it was full of people with differing ideas, the Town was filling up with clever young men who took a perverse delight in shocking the Godly with their extravagant and dissipated behavior (3). Sutherland further explains how these ideas were used against those who were particular about their religion and their beliefs; these young men were testing the waters from both a political and religious standpoint. These young men soon became a commonplace thing, knowledge and intelligence being constantly challenged and questioned. Vast quantities of knowledge and good ideas come from these processes and as such, the age was rife with change, and there was a new outlet for people to express themselves: print available to the common man due to literacy levels skyrocketing. The more people were capable of reading, the more they read, thus opening their minds towards differing religions and differing stances on religion as a whole. These changes led to religious turmoil throughout this period of history causing prejudices and hardships for believers in God. Robinson Crusoe starts out as a mere passenger n a boat but by the end of the tale his prospects in life completely change. Initially running from his familys chosen path for him, Crusoe ends up stranded and as such, taking an internal Journey towards faith and spirituality. In an essay about religion in Robinson Crusoe, William Halewood states Crusoes warmest and most characteristic emotion, his anxiety for his soul, is first fully glimpsed in the vivid account of his Vision early in his stay on the island (79). Halewoods statement further alludes to the sense of humanity in Crusoes desperation and willingness to believe in a higher ower in a time of strife; for in a sense of urgency or survival, a person will cling to nostalgia driven ideas, such as morals and ideals accepted early on in childhood. This particular instance is that of Crusoe trying to find a sense of the menial through religion. Crusoes acceptance of his previously ignored faith talks about such topics in an essay alongside the symbolic elements in Robinson Crusoe by Edwin B. Benjamin, who discusses the hardships Crusoe goes through and parallels Crusoes physical conquest of nature [with] his struggle to conquer himself and to find God (35). In addition to Crusoes struggles to build a safe place to live and prosper, he struggles within himself, trying to come to terms with his fate. His solution is his faith in God. Benjamin states as well that The final stage is his realization that his deliverance from the island is unimportant in comparison with his deliverance from sin through the mercy of God (35). Crusoes mental toil illustrates his struggle in coming to his ultimate conclusion: a respect for God is manageable when one comes to terms with his own sins alongside his previous life. Robinson Crusoes Journey towards his faith and spirituality is similar to both England and Scotlands knowledge of mortality. This terrifying knowledge of death led many towards rediscovering or denying their faith and religion, regardless of the governments preference of their official religion or that of the Dissenters. The masses of people found comfort in the Christian symbols present throughout Robinson Crusoe and many drew parallels to their own times of personal strife. A relatable example of Christian symbolism found within Robinson Crusoe is that of the shipwrecks. The shipwrecks would have symbolized the shipwreck of a wayward soul and that of a spiritual shipwreck. His initial symbol of adrift as well (Christian Symbolism). These symbols rang true with many people from England and Scotland, people Just wanted to be more informed about the future and how their eternal state of being would be. Crusoes lot in life is similar: his whole existence upon the deserted island is a constant state of unknown and initially, of fear. As Crusoe works towards his conversion of faith, he continues to fght with imself over Gods existence, using previous facts and data to back up his island findings. This struggle within oneself is common among people who have recently undergone strenuous life changes. Crusoe struggles at first against himself and his originally accepted idea of God. As his trials and tribulations continue, he makes amends and eventually finds himself becoming free from his spiritual burden by accepting responsibility for his spiritual wrongs and places more faith in God. He also follows his faith far enough to convert Friday to Christianity, and to continue on owards the path to spirituality by himself and the Bible.