Living with Damage to the Hypothalamus Essay -- Brain Neurology Medica

Living with Damage to the Hypothalamus Living with some-one who has a tumor or lesion; caused by an accidental trauma to the head, a stroke or a penetrating projectile, ect., can affect many aspects of normal life. Damage to the hypothalamus can produce many different problems in the body. According to James Kalat; the hypothalamus is a small area near the base of the brain just ventral to the thalamus. It has wide spread connections with the rest of the forebrain and the midbrain. The hypothalamus contains a number of distinct nuclei. Partly through nerves and partly through hypothalamic hormones, the hypothalamus conveys message to pituitary gland, altering its release of hormones. Damage to a hypothalamic nucleus leads to abnormalities in one or more motivated behaviors, such as feeding, drinking, temperature regulation, sexual behavior, fighting, or activity level (Kalat, 2004). Some of the most predominant diseases that affect the family and the home life are; neurophysical diseases, adenohypophysical diseases, and other hypothalamic syndromes. The most common neurophysical diseases affected by damage to the hypothalamus are: Diabetes Insipidus, (SIADH) Syndrome of Inappropriate ADH Secretion and Cerebral Salt Wasting. Adenohypophysical diseases include: Panhypopituitarism (Simmonds Disease), abnormalities in growth and Cushing Disease and Cushing Syndrome. Other Hypothalamic syndromes that would affect family life include: Precocious Puberty, Adiposogenital Dystrophy (Froelich Syndrome), disturbances in regulation of temperature, appetite and sleep, lastly the Pineal Gland and Melatonin (Bostrom, 2003). The Hypothalamus serves as the â€Å"head ganglion† of bo... ...ontributing to a healthy relationship. Open communication may help family members deal with feeling of guilt, self-esteem, anxiety, and empathy towards the victim. Also, support for the spouse in planning the patient’s care regarding the specific issues and problems is extremely important for both parties. References Boller, Francois. (1982). Sexual Dysfunction in Neurological Disorders. New York, New York; Raven Press. Bostrum, Donald. (2003). Psychiatric Nursing. St.Louis; Mosbey Publishing. Engel, Jerome., Williamson, Peter. (1997). Fundamental Mechanisms of Human Brain Function. New York; New York; Raven Press. Kalat, James W. (2004). Biological Psychology. (8th ed.).Belmont; Wadsworth/Thompson Learning. Ropper, Allen H., Victor, Maurice. (2002). Manual of Neurology. (7TH ed.). International Edition, McGraw-Hill Companies, Inc.

Functions of Management Essay

Most businesses are guided through some type of philosophy that may increase in profit and to ensure the business success and growth according to (Bateman & Snell 2007). This paper will demonstrate the following four functions of management; planning, organizing, leading and controlling. These types of functions must be performed by the management teams depending on the level of industry, title or the amount of obligations or task within the company. The four types of functions will define the roles and responsibility of each team. This paper will explain those four functions and how they currently apply in my workplace. First function is planning, this type defines as being able to set some type of goal or deciding the course of action, it is developing rules and regulations, developing plans on both the organizations and people that actually work in it as well as forecasting on what the future holds for the company. For example, in my current company that I work for Vynapse LLC, I was recently promoted to become the new Project Manager. The company just recently moved its biggest account from one of our locations in Windsor to our Napa office. As a Project Manager it is my responsibility to ensure that the process of the move on this account will run smoothly as it can be and to ensure that this happens I will need game plan to get this account into our building. This is just an example of what a planning function would be. Second function is organizing, this type defines the identity of the jobs that are required to be done, which means hiring the right team, being able to establish departments and delegating or pushing authorities to subordinates and establishing communication according to (Bateman & Snell 2007). As a Project Manager moving this account to our facility, I now have the responsibility to hire an entire crew for operations for instance, developing a whole department of Inventory, Customer Service and a warehouse team. As a Project Manager I would need to be organized and ensure all these steps happen in a timely manner especially having a deadline of when the move will take place. Third function is leading, this type of defines on influencing other people to ensure the job gets done, it is maintaining morale, managing conflict and the key as always is communication. As the new Project Manager it is my role to be that example or have that leadership to show my team that I am able to managed this account and that the process will run smoothly without it having to fall through the cracks. The key to leading is having that communication with my team members especially for the new team I will be hiring. I want to be that example and show that I am able to do the job in a timely fashion. Fourth function is controlling, this type defines the performance standards. No matter how the project can be really difficult, I still have to set standards for every task. As a Project Manager, I have to be sure that I set standards and ensure that for any performance that may happen during the process of the movement to our location that I may be able to solve any of the issues that may come towards me. Learning to have the control in the workplace is such an important aspect because you always want to set that goal or that standard towards your fellow employees or coworkers. In closing, â€Å"Controlling Function of Managment,† 2011 management is such an important role in the business world. Understanding the key roles of each function of planning, organizing, leading and controlling will help an individual to become a better manager. As a new Project Manager to the company, it is very challenging, but at the same time understanding or knowing these four function has helped me to ensure that the account that is being transferred to our location will help me to become a good manager. References Management: The New Competitive Landscape (7th ed.) T.S. Bateman and S.A. Snell McGraw-Hill/Irwin, 2007 New York, NY. Controlling Function of Managment. (2011). All about economics, (1), 5. Retrieved from http://www.sayeconomy.com/controlling-function-of-management/

Donahoo Western Furnishing Company Essay

1. What did Donahoo’s balance sheet look like at the outset of the firm’s life? According to the text, at the start of the business, all of the firm’s capital was held in cash. This is represented by the $1,500,000 in cash current assets, which we can see are comprised of a $500,000 long-term loan and $1,000,000 in equity. 2. What did the firm’s balance sheet look like after each transaction? In the following balance sheet, we see that cash has been reduced by $500,000 that went towards the new $1,000,000 in inventory. The remaining $500,000 was financed by a short-term payable. In the next balance sheet, we can see that inventory decreased by $200,000 but that accounts payable increased by $250,000. Thus, retained earnings increased by $50,000. On Jan. 15, Donahoo increased inventory by $200,000 adding this value to short-term liabilities: Here, we see inventory decrease $400,000 but other current assets increased $500,000 (with $50,000 going in to cash and $450,000 into A/R). Rather than moving the $100,000 to retained earnings, the company used $100,000 in cash to pay a dividend. The company then took an additional $250,000 from cash and paid down long-term debt: 3. Ignoring taxes, determine how much income Donahoo earned during January. Prepare an income statement for the month. Recognize an interest expense of 1 percent for the month (12 percent annually) on the $500,000 long-term debt, which has not been paid but is owed. Unfortunately, the data that is provided does not include the operating expenses for January 2011 for the Donahoo Western Furnishings Company. Therefore, we can see what the Net Profit is before Operating Expenses. That is, this number is overstated and would likely be dramatically reduced once Operating Expenses were included. The graph on the right represents an illustration of what the furniture company’s real next income might be (i.e. operating income was estimated, incorporating rent, utilities, salaries, etc.).

Budgetary Process Essay Example for Free

Budgetary Process Essay â€Å"Identify and describe the key features that a budgetary process should achieve to achieve managerial goal congruent behaviour. However if budgets are over emphasised myopic behaviour may be observed where a manager (or groups of managers) takes action(s) that improve budgetary performance in the short term but may cause long term harm to the organisation† Discuss. A budget is a short term, often one year, business plan, usually expressed in financial terms (Atrill, Mclaney, 2011, p.314). There are three broad functions of budgeting, these are: quantification of plans, help in financial planning, and monitoring and controlling scarce resources through performance measurements. Throughout this essay I shall be discussing these three areas, breaking them down into seven more specific features of budgeting. Furthermore I shall discuss how myopic behaviour can cause long term harm to an organisation. Goal congruence means developing and maintaining the various activities within the enterprise in proper relationship to each other (Welsch, Hilton, gordan, 1988 p.50). From a managerial point of view this is better explained by making sure they are aware of the different goals set by multiply departments within the organisation; as well as making sure their own goals are in line with the organisations overall plans. There are seven key features that a budgetary process should achieve in order to achieve managerial goal congruent behaviour. The first key feature is authorization, this makes managers accountable for their actions/spending and helps prevent fraud in an organisation (Atrill, McLaney, 2011). For an organisation it is important to make the right choice between a centralised control of the budget, where the organisations overall aspirations are at the heart of any decision making, or to delegate the responsibility to subordinates who will have a better understanding of their local environment. Usually a mixture of centralised and delegated control is chosen, giving some responsibility to subordinates to maintain motivated (Berry, Broadbent, Otley, 2005 p.108). Goal congruence is best achieved by using authorization in the budgetary process to keep Managers / Subordinates clear on what is expected of them from a financial point of view. The next four functions come into effect when planning a budget. Forecasting is critical in preparing an organisation for what is to come in the future, â€Å"looking ahead must be better than moving forward with eyes closed† (Garrett, 2010). It involves calculating many variables in order to predict future economic conditions as well as how governments and competitors will behave. On top of this, the company needs to forecast how the relationship between price and demand will change. Planning links in closely with forecasting as both use secondary data to help organisations determine what to do next. Drury (2004) states that managers are encouraged to plan whilst preparing the budget so that they can consider what changes may occur and how they can respond. An organisation needs to plan out how they are going to treat upcoming circumstances, for example seasonal changes, trends in the market and the likely hood of the company incurring growth or decline. A combination of forecasting and planning enables managers to remain goal congruent as they are aware of what is expected from them and what is expected to happen to the market or organisation in the future. This allows them to have a better understanding of how they are going to achieve their goals and helps keep them focused and in line with the organisation. Berry, Broadbent, Otley, (2005) states the budgetary process provides, in different ways, a focus for forecasting and planning, whilst serving as a channel for communication and coordination. Communication is a critical part of the budgetary process as it is vitally important that each area of the organisation is given a budget that is relevant to the overall goals of the organisation as well as to their specific needs. It is extremely difficult to keep every area of the business content with the budgetary targets and goals set. Individual areas in a business will be competing with each other when relating to funding, resources etc. Goal congruence is achieved through communication by making sure communication is efficient between the different hierarchical levels and between each department. Most organisations form a budgetary committee which includes the senior management that are responsible for designing the strategy; they also receive the initial budgets from each functional man ager (Weetman, 2010, p.319). This will enable swift and clear transparent communication when negotiating the budget, resulting in the best possible budget for each area of the business, whilst achieving the organisations overall aspirations. The final feature of a budget that comes into effect during the planning stage is control / coordination. I have touched upon coordination in the budget process whilst talking about communication as there cannot be effective control/coordination without effective communication and vice versa. Control is critical in planning budgets, as it is important to make sure each area of the business is accountable for its actions, as well as being able to link the budget/targets for each area together to compensate for possible weaknesses in the organisation. Such weaknesses arise when one area of the organisation is relying on another area that cannot commit to what is needed (Weetman, 2010, p.325). Having coordinated budgets allows superiors in the organisation to realise where there are weaknesses early on and counteract the negative effect. An example of this would be out sourcing if the work load for one area of the business is more than it can handle. Budgetary control is often implement ed through cost centres or profit centres. Profit centres allow centralised responsible for revenue, expenses and profit. Whereas a cost centre enables responsibility for mainly costs (expenses) (Welsch, Hilton and gordan, 1988 p.597). These again support goal congruence as the business as a whole is able to see how each specific sections of the organisation is financially performing and whether or not they are helping to achieve the company’s aspirations. Motivation and evaluation are features of budgets that come into effect once the budgets are active. Motivation in budgeting can make or break how goal congruent managers are as motivation in budgeting is an extremely tricky procedure. It has been proven that budgetary targets can indeed improve staff motivation. However too soft a target will make it too easy for staff to achieve and therefore staff performance may fall, whereas setting targets that are deemed unachievable are also likely to decrease performance. Geert (1968) reached the conclusion that provided the budget does not exceed the highest target acceptable to an individual; the results will increase in line with increasing difficulty. A budget allows organisation to set targets and goals that are then compared with actual performance and evaluated. When using budgets (that have been used for motivational purposes) for evaluation, managers need to be careful not to look on small deviations to harshly. A motivational budget is harder to achieve as it is there to improve performance and efficiency in the organisation (Drury, 2004, p.595). Managers should remember that the budget is financially based and evaluating areas such as innovation, corporate social responsibility, staff moral and customer satisfaction are also important to the organisation when evaluating good performance. â€Å"In the context of dynamic demand analysis, habit formation is defined to be â€Å"myopic† when in each period the individual takes into account his consumption history but does not recognise the impact of his present consumption decisions on his future tastes,† (Pashardes 1986).Myopic behaviour is where individuals, organisations or managers focus solely on the short term. In an accounting context this can be extremely detrimental to an organisation’s long term goals, as managers are more focused on achieving their short term budgetary plans than looking at the company’s overall targets. A myopic mind can bring many problems to an organisation’s none financial goals. If managers are too focused on ach ieving there budgetary targets it can stifle the creativity and risk taking culture of the organisation (CIMA, ICAEW, 2004). This intern can have dramatic long term effects on an organisation’s creativity and entrepreneurial ability, as it is critical for them to move forward and develop as an organisation. A prime example of this can be seen with the demise of Woolworths, â€Å"history might have been different had woolworths not clung to its time-served ‘pic and mix’ business model† (Boje, Burnes and Hassard, 2012, p.332). In the retail industry it should be critical for managers to remain focused on keeping their store modern. It is proven that modernised stores can set higher prices, leading to larger profits, due to a higher net value added (Hemashree, 2008). Clearly Woolworth lack of enthusiasm towards modernising their stores and being too focused on cutting costs lead to a negative operating environment, hindering their chance of survival. A myopic approach to budgetary goals leads to a concentration on cost reduction and not value creation for managers. For any retailer like Woolworths, managers know that staff take up a huge amount of the companies costs. In the short term it becomes increasingly tempting for managers to enforce staff redundancies to help achieve those targets set by superiors (Berry, Broadbent, Otley, 2005). The actions of cost cutting by retail managers including Woolworths, for example reducing staff during seasonal change (e.g. after Christmas), would cause long term costs to the organisation. Instead of paying high costs due to seasonal staff redundancies and staff training, organisations could reduce staff hours during low points in trading then increase staff hours in line with increasing sales. As well as hindering the organisations ability to think of new ideas, the budgetary process can also have an effect on future development that is already in the pipeline. New projects are often put on hold by organisations which become more worried about meeting financial targets, than trying to expand the company and launch into new markets or create new products. IBM’s budgetary process became so long during the 1970’s that it took 18 months to complete their ‘annual’ planning cycle (Hope, Fraser, 2003, p.7). IBM’s management were affected by another budg etary related issue; becoming excessively inward focused to the point where they were unaware of competitor’s behaviour. Due to their high planning cost this lead them to be unable to, and lacking the agility and ability, to counteract (CIMA, ICAEW, 2004). Whilst competitors like Apple were becoming innovated and pushing through their new ideas involving personal computers, IBM were too busy focused on how they, as market leaders, were going to launch the next big thing. IBM misread the personal computer revolution and was unable to react to lower cost advanced computers created by competitors (Hope, Fraser, 2003). â€Å"Keeping an eye on the potential risks and changes in the operating environment is essential – as one delegate noted, budgeting may provide you with a map but if you drive with your eyes closed, you will crash anyway,† (CIMA, ICAEW, 2004). There are many methods or remedies that IBM and Woolworths could off used to prevent the budgetary problems associated with myopic behaviour. Beyond-budgeting is a modernised version of the traditional budgeting process that allows botto m up empowerment. This seems to be the best way for organisations to adjust to the fast changing world of the information age (Hope and Fraser, 2003). IBM were affected by being inward focused and unaware of competitors actions. If IBM had been aware of the new beyond-budgeting process they would have been setting their goals in relation to beating their competitors and not the budget (principle 7) (de Waal, 2005). This would of kept them market focused and enabled them to react faster to their competitors actions instead of misreading the market. Driver based planning and budgeting would of, again benefited IBM by helping to shorten their ‘annual’ budgetary process. Incorporating operational drivers would have meant IBM could reforecast on request and would have been agile enough to adapt to uncertain trading conditions (Barrett, 2005). This process as well as enforcing beyond-budgeting principles could off shortened the planning process involving three thousand people that IBM had in place. Woolworth main problem, like many organisations suffering from managerial myopic behaviour, was a lack of innovation. They became too focused with cost cutting practices, trying to achieving budgetary goals. â€Å"Everybody has a sandpit to play in. my sandpit financially is my control plan, If I stay within it, I’m free to play† (Marginson, Ogden, 2005). Keeping innovated and flexible is critical to achieve the organisations long term goals as well as meet short term budgetary targets. In conclusion, traditional budgets are seen as being incapable of meeting the demands of the competitive environment and are criticized for impeding efficient resource allocation and encouraging dysfunctional behaviour such as myopic decisions (deWaal, Hermskens-Janssen, Van de Ven, 2011). I have demonstated how individual beyond budgeting principles can add to traditional budgeting to support organisations, using examples of IBM and Woolworths to demonstrate. De Waal (2005) states that research shows the more beyond-budgeting principles an organisation implements, the better it performs. A combination of budgeting and beyond-budgeting principles allows managers to balance the inherent rigidity of their budgets with the more organic processes of innovation. (Marginson, Ogden, 2005). Using the key principles of beyond budgeting enables managers to focus on achieving long term goals, in line with the organisation’s overall objectives, as well as helping to speed up and modernise the traditional budgetary process. It is however important to remember that the features of a traditional budget are extremely important to most organisations. â€Å"Budgeting provides an overall framework of control without which it would be impossible to manage,† (CIMA, ICAEW, 2004). References Atrill, P., Mclaney, E., 2011. Accouting and Finance for non specialists. 7th ed. Essex: Pearson Education Limited. Barrett, R., 2005. Budgeting and Reforcasting, Financial Management. Berry, A. J., Broadbent, J., Otley, D., 2005. Management Control. 2nd ed. Hampshire: Palgrave Macmillan. Boje, D., Burnes, B., Hassard, J., 2012. The Routledge Companion to Organisational Change. Oxon: Routledge. CIMA., ICAEW., 2004. Better Budgeting. London: Silverdart Ltd. de Waal, A., 2005. Insights from Practice is your Organisation ready for Beyond-Budgeting?, Measuring Business Excellence. Q Emerald Group Publishing Limited, 9 (2) (November) pp. 56-67. de Waal, A., Hermkens-Janssen. M., Van de Ven, A., 2011. The Evolution Adoption Framework. Emerald Group Publishing Limited. Drury, C., 2004. Management and Cost Accounting. 6th ed. London: Thomas Learning. Garrett, K., 2010. Budgeting. ACCA. Geert, H., Hofstede., 1968. The Game of Budget Control. London: Tavistock Publication. Hemashree, A., 2008. A Study on Working of Modern and Traditional Retail Outlets. Dharwad: University of agricultural sciences. Hope, J., Fraser, R., 2003. Beyond Budgeting. United States: Harvard Business School Publishing Corporation. Marginson, D., Ogden, S., 2005. Budgeting and Innovation, Financial Management. Pashardes, P., 1986. Myopic and Forward Looking Behaviour in a Dynamic Demand System, International Economic Review. Wiley, 27 (2) (June), pp.387-397. Weetman, P., 2010. Management Accounting .2nd ed. Essex: Pearson Education Limited. Welsch, G. A., Hilton, R. W., & Gordan, P. N., 1988. Budgeting – Profit, Planning and Control. 5th ed. New Jersey: Prentice Hall. Budgetary Process. (2017, Feb 04).

Lifecycle of a successful nightclub Research Paper

Lifecycle of a successful nightclub - Research Paper Example Nightclub goers seek fun, refreshment, entertainment, food, and accommodation. A successful club should have the potential to attract new club goers and maintain the patronage of the occasional club goers. As such, the nightclub should situate in a secure location and possess the required club and liquor license. At the same time, the nightclub should possess a unique â€Å"club† mood that makes it stand out from the rest. Most importantly, the employees of the nightclub should be hospitable. Notably, several factors affect the nightclub life cycle and nightclubs go through different development stages to become successful. Indeed, some nightclubs are more popular than others are as seen in the Marquee’s case study where Marquee succeeded where other clubs failed. Hence, there is need to understand the basics of the nightclub business and its lifecycle for enhancing a longer profitable life of a club. Body 1 The personnel of operating a nightclub as seen in the Marqueeà ¢â‚¬â„¢s case study involves managers, security people, bar backs, waiters and waiters, door attendants, bartenders, and a DJ (Elberse et al., 2009). For a nightclub owner to establish a successful nightclub, it is necessary for them to try other forms of entertainment like restaurants to understand the entertainment business (Klebanow, 2007). Indeed, Tepperberg and Strauss were initially event promoters where they established a good customer base that later came to Marquee nightclub. Moreover, there is need for clear bar business concept for the nightclub. Additionally, we should do a market research (Earth Bar, 2013) to derive a clear understanding of the nightclub business (Klebanow, 2007) just as Tepperberg and Strauss spent their time in major hotel, restaurant, or club opening in Vegas. More so, for a successful nightclub we should not be mean in spending (Klebanow, 2007) and should strive to create attractive and appealing environments. As such, there is need for adequate spa ce, amenities, lighting, parking, and other club aspects. Indeed, we can see how Marquee stood on a space that was functional and efficiently laid out to accommodate drinking, entertainment, dancing, and special events (Elberse et al., 2009). Notably, a successful nightclub should cater for different types of people as seen in the case of Marquee, which had three separate spaces for professionals, socialites, filler crowd, and bottle service customers who were mostly celebrities. Indeed, the club has seven different kinds of bars located in the main room, the library, and the Boom box area (PartyLasVegas.us, 2013). Notably, to sufficiently carryout these operations, there is need for a well-trained staff (Earth Bar, 2013) to offer hospitable, excellent, and clean services. Indeed, we can see that Marquee had trained staff, which offered exceptional services, which made the nightclub a one-stop shop for hospitality in New York (Elberse et al, 2009). A professional DJ to provide enter tainment and play the right music is also very significant in a nightclub. Marquee had invested heavily on a top class DJ. Most assuredly, any nightclub must offer a wide variety of alcoholic drinks to its different types of customers. Notably, Marquee offered different alcoholic

An exploration of the relationship between learning organisations and Essay

An exploration of the relationship between learning organisations and the retention of knowledge workers - Essay Example The new economy has been defined as one which is technology based. In the new economy, knowledge workers are the most important employees for any organization because they facilitate the creation of knowledge which is critical for maintaining the competitive advantage. Therefore the findings from the paper would enable managers in the new economy to manage turnover intent so that an organization can create a long-term strategic advantage by creating human capital. The importance of knowledge management can be seen in the case of Starbucks, the leading brand in the specialty coffee industry (Pearlson & Saunders, 2008, pp. 56-60). The company has implemented the web 2.0 technology which has enhanced cooperation between employees throughout the organization. Web 2.0 facilitates knowledge management by enabling employees to collaborate online through information sharing. As a result the employees are able to participate in the decision-making process. This increases job satisfaction and decreases turnover intention. The company maintains a continuous process of innovation which is guided by knowledge management. For this reason HR managers have to formulate strategies aimed at motivating knowledge workers who can make the innovation process effective. The managers at Starbucks can apply the findings from the present journal.

Professional Capstone Project Essay Example | Topics and Well Written Essays - 4500 words

Professional Capstone Project - Essay Example To address this issue further clinical trials are essential and preventive health strategies addressing the established causative agents should be implemented. Lung cancer often results from the abnormal growth of the cells lining the passageway of the lungs. They can be dangerous as they can spread and invade other tissues of the body. Because of this it is one of the most common causes of cancer death worldwide. The disease has a very low prognosis, with less than 15% of the diagnosed patients surviving 5 years after diagnosis. The clinical signs and symptoms are often vague and non-specific Radiologic tests such as x-ray and CT scan often provides the usual indication of lung cancer. PET scan has been shown to be important in cancer staging. The role of diagnosis on the staging, treatment and management of lung cancer cannot be overemphasized, thus it is essential to understand the contributions and limitations of each diagnostic procedure. The signs and symptoms of lung cancer are often covert or if not, they mimic other respiratory infections. Radiologic techniques, especially X-ray and CT (computerized axial tomography) scan are the most preferred techniques for initial diagnosis, and yet both offer some advantages and drawbacks. X-ray could not determine small tumors, if detected the patient may be in the late stages thus making treatment more difficult and even impossible. CT scan is more sensitive, having the ability to determine even the smaller tumors and yet lacks the ability to resolve whether the tumor is benign or just an inflammation as a result of respiratory infection. Furthermore, CT scan has not reduced the mortality rate of lung cancer. Furthermore, CAT scans have not decreased the incidence of the disease (Spiro, 2007). Proper screening and diagnosis of any type of cancer is important in the staging and treatment.