Remember The Titans Essay -- Movies, Film, Coach Herman Boone

In 1971 Coach Herman Boone replaced a popular, successful white coach at T.C. Williams High School in Alexandria, Virginia, in that community's effort to finally integrate its schools. The school and community were angrily divided by the federal integration order, and the volatility of the situation was heightened by the abrupt demotion of Coach Yoast and Boone's promotion to Head Coach. In this movie Coach Boone is on a mission to try to get the white and black players to unite and play together as a team. He wanted the two races to become a team. Around that time, there was a lot of racism and a lot of schools were segregated, so the players obviously didn't get along with each other at first. A lot changed when Boone replaced Yoast for the head-coaching job for the Titans. The city had a hard time accepting the fact that the Titans now had a Black man as head coach. Coach Yoast agreed to be assistant coach and convince the white players to play with the black players. Now it was t ime for them to go to camp to see what they were really made of. They were ready for camp and ready to get on the bus. At first the busses were separated by Blacks and Whites, but Coach Boone didn't want that he wanted them to sit together. So one bus had the offensive players only and the other had defensive players only. He wanted the players to get along, so he sat one black player with one white player on each set of seats and told them that the player they sit with would be their roommate. It still didn't work out when they got to the camp. They still had their differences and wouldn't get along. When practices began they wouldn't have each other's back. The white player would miss a block just because the person he was blocking for was Whi... ...al speech about being a perfect team, and that got the team ready for the second half. He said "We aren't perfect but this team is perfect, because we haven't lost a game until now." Coach Yoast said, "I don't want the other team to gain another yard." He said that before the second half started. The Titans ended up winning the championship and it was a great success story. In this movie I learned that you can never be quick to judge people based on their color, or the way they look, because their look doesn't tell you if they are nice or good people. This movie teaches you great lessons about life and shows that it takes hard work to succeed and to make a good team. Chemistry is one of the key things. Everyone should get along, and there should be no conflict between teammates. I have also learned that you shouldn't judge someone based on the color of their skin.

Great Gatsby Essay -- essays research papers

A symbol is an object or place used to represent an abstract idea or quality. In the novel The Great Gatsby by F. Scott Fitzgerald there are many such symbols. F. Scott Fitzgerald incorporates each symbol into the plot and structure of the novel. His use of symbolism helps give the reader a better meaning and understanding of the story. The themes of The Great Gatsby are revealed through its use of symbols. Among the most important of the many symbols used in the novel are the green light, the contrast between East Egg and the West Egg, the valley of ashes, and the giant oculist sign. The green light lights up across the bay from Gatsby’s place. This light burned at the end of Daisy Buchanan’s dock. For Gatsby, this green light symbolized the “go-ahead'; sign. Green was the symbol for promise, hope, and renewal. Gatsby’s dream in life was to be with Daisy. The green light on the other side of the bay that Gatsby saw gave him an unyielding hope that his dream would be realized. At the end of the first chapter Gatsby was seen stretching his arms toward the green light appearing as to be worshipping it. Gatsby saw his dream or goal and never gave up. He remained loyal to his quest until death at the end of the novel. Gatsby moved into the mansion across the bay to be near Daisy. The green light symbolized that Gatsby had a hope of winning Daisy. Gatsby asked Daisy to tell Tom that she loved him, but this was too much to ask of her. Dais...

Coretta Scott King Essay -- Biography

Coretta Scott King   Ã‚  Ã‚  Ã‚  Ã‚  Coretta Scott King was born on April 27, 1927 in Heiberger, Alabama. Heiberger was a small segregated town. Coretta’s parents were Obadiah and Bernice Scott. She has an older sister named Edythe and a younger brother, Obie. Coretta was named after her grandmother Cora Scott. Her family was hard working and devoted Christians. Coretta had a strong temper, feared no one and stood up for herself.   Ã‚  Ã‚  Ã‚  Ã‚  Coretta, Edythe and Obie had to walk three miles to an all-black school in Heiberger. Coretta faced many challenges in school and when she would come back from school she would ask her mother why is this happening. Her mother encouraged her to do her best in school and not to worry about anything except education. Remembering what her mother told her, Coretta was able to focus on her education and graduate at the top of her class. When it was time for her to enter seventh grade, both Coretta and Edythe were arranged to go to another black school called the Lincoln School, which was ten miles away in Marion.   Ã‚  Ã‚  Ã‚  Ã‚   Marion was too far to walk back and forth everyday and there was no bus for the black students. The only way for them to get to school was to catch a ride with a black family but they had to pay. By the age of ten, Coretta and Edythe had to pick cotton to get money in the cotton fields.   Ã‚  Ã‚  Ã‚  Ã‚  At the Lincoln School Coretta was taught by white and black teachers. She learned that white people from the North treated blacks equally. Coretta was an...

The Well Paid Receptionist

The Well Paid Receptionist Values, Attitudes and Work Behaviour from Johns, G. & Saks, A. M. (2010). Organizational Behaviour. Pearson Education: Toronto. Case Study The Well-Paid Receptionist Harvey Finley did a quick double take when he caught a glimpse of the figure representing Ms. Brannen’s salary on the year-end printout. A hurried call to payroll confirmed it. Yes, his receptionist had been paid $127 614. 21 for her services last year. As he sat in stunned silence, he had the sudden realization that since his firm was doing so well this year, she would earn at least 10 to 15 percent more money during the current fiscal year. This was a shock, indeed. Background Harvey began his career as a service technician for a major manufacturer of copy machines. He received rather extensive technical training, but his duties were limited to performing routine, on-site maintenance and service for customer. After a year’s experience as a service technician, he asked for and received a promotion to sales representative. In this capacity, he established many favourable contacts in the business community of Troupville and the surrounding towns. He began to think seriously about capitalizing on his success by opening his own business. Then, seven years ago, he decided to take the plunge and start his own firm. He was tired of selling for someone else. When he mentioned his plan to his friends, they all expressed serious doubts; Troupville, a city of approximately 35 000 people located in the Deep South, had just begun to recover from a severe recession. The painful memories of the layoffs, bankruptcies, and plummeting real estate values were too recent and vivid to be forgotten. Undeterred by the skeptics, Harvey was optimistic the Troupville’s slow recovery would soon become a boom. Even though his firm would certainly have to be started on a shoestring, Harvey thought his sales experience and technical competence would enable him to survive what was sure to be a difficult beginning. He was nervous but excited when he signed the lease on the first little building. A lifelong dream was either about to be realized or dashed forever. Troupville Business Systems was born. While he has managed to borrow rent, lease, or subcontract for almost everything that was absolutely necessary, he did need one employee immediately. Of course, he hoped the business would expand rapidly and that he would soon have a complete and competent staff. But until he could be sure that some revenue would be generated, he thought he could get by with one person who would be a combination receptionist/secretary and general assistant. The typical salary for such a position in the area was about $30 000 per year; for Harvey, this was a major expense. Nevertheless, he places what he thought was a well-worked ad in the â€Å"Help Wanted† section of the local newspaper. There were five applicants, four of whom just did not seem quite right for the position he envisioned. The fifth applicant, Ms. Cathy Brannen, was absolutely captivating. Ms. Brannen was 27 years old with one child. Her resume showed that she had graduated from a two-year office administration program at a state university. She had worked for only two employers following graduation, one from five years and the most recent for two years. Since returning to her hometown of Troupville two months ago, following her divorce, she had not been able to find suitable employment. From the moment she sat down for the interview, Harvey and Ms. Brannen seemed to be exactly the same wavelength. She was very articulate, obviously quite bright, and most importantly, very enthusiastic about assisting with the start-up of the new venture. She seemed to be exactly the sort of person Harvey had envisioned when he first begun to think seriously about taking the plunge. He resisted the temptation to offer her the job on the spot, but ended the hour-long interview by telling her that he would check her references and contact her again very soon. Telephone calls to her two former employers convinced Harvey that he had actually underestimated Ms. Brannen’s suitability for the position. Each one said without equivocation that she was the best employee he had ever had in any position. Both former employers concluded the conversation by saying they would rehire her in a minute if she were still available. The only bit of disturbing information gleaned from these two calls was the fact that her annual salary had risen to $32 900 in her last job. Although Harvey thought that the cost of living was probably a bit higher in Houston, where she had last worked, he was not sure she would react favourably to the $30 000 offer he was planning to make. However, he was determined that, somehow, Cathy Brannen would be his first employee. Ms. Brannen seemed quite pleased when Harvey telephoned her at home that same evening. She said she would be delighted to meet him at the office the next morning to discuss the position more fully. Cathy Brannen was obviously very enthusiastic about the job as outlined in the morning. She asked all the right questions, responded quickly and articulately to every query posed to her, and seemed ready to accept the position even before the offer was extended. When Harvey finally got around to mentioning the salary, there was a slight change in Cathy’s eager expression. She stiffened. Since Harvey realized that salary might be a problem, he decided to offer Cathy an incentive of sorts in addition to the $30 000 annual salary. He told her that he realized his salary offer was lower than the amount she has earned on her last job. And he told her he understood that a definite disadvantage of working for a new firm was the complete absence of financial security. Although he was extremely reluctant to guarantee a larger salary because of his own uncertainty regarding the future, he offered her a sales override in the amount of two percent of sales. He explained that she would largely determine the success or failure of the firm. She needed to represent the firm in the finest possible manner to potential customers who telephoned and to those who walked in the front door. For this reason, the sales override seemed to be an appropriate addition to her straight salary. It would provide her with incentive to take an active interest in the firm. Cathy accepted the offer immediately. Even though she was expecting a salary offer of $32 500, she hoped the sales override might make up the difference. Who knows,† she thought, â€Å"two percent of sales may amount to big money someday. † It did not, however, seem very likely at the time. Troupville Business Systems began as a very small distributor of copy machines. The original business plan was just to sell copy machines and provide routine, on-site service. More extensive on-site service and repairs requiring that a machine be removed from a customer’s premises were to be provided by a regional distributor located in a major city approximately 100 miles from Troupville. Troupville Business Systems did well from the start. Several important changes were made in the services the firm offered during the first year. Harvey soon found that there was a greater demand for the leasing of copy machines, particularly the large expensive models that he originally planned to sell. He also soon discovered that his customers wanted to be able to contract directly with his firm for all their service needs. Merely guaranteeing that he could get the machines serviced was not sufficient in the eyes of potential customers. In attempting to accommodate the market, he developed a complete service facility and began to offer leasing options on all models. These changes in the business all occurred during the first year. Growth during that year was steady, but not spectacular. While sales continued to grow steadily the second year, it was early in the third year that Harvey made what turned out to be his best decision. He entered the computer business. Harvey had purchased a personal computer soon after Troupville Business Systems was founded. The machine and its capabilities fascinated him, although he knew virtually nothing about computers. He was soon a member of a local users club, was subscribing to all the magazines, and was taking evening computer courses at the local university- in short, he became a computer buff. Harvey recognized the business potential of the rapidly growing personal computer market, but he did not believe that his original business was sufficiently stable to introduce a new product line just yet. During his third year of operations, he decided the time was right to enter the computer business. He added to his product line a number of personal computers popular with a small business in the area. This key decision caused a virtual explosion in the growth of his firm. Several key positions were added, including that of a comptroller. By the fourth year of operations, computers produced by several other manufacturers had been added to Harvey’s product line, and he had developed the capability of providing complete service for all products carried. His computer enterprise was not limited to business customers, because he quickly developed a significant walk-in retail trade. Rapid growth continued unabated. During the first seven years of the company’s existence, Cathy Brannen had proven truly indispensable. Her performance exceeded Harvey’s highest expectations. Although her official position remained that of secretary/receptionist, she took it on herself to learn about each new product or service. During the early years, Harvey often thought that she did a better job than he did whenever a potential customer called in his absence. Even after he acquired a qualified sales staff, Harvey had no concerns when Cathy had to field questions from a potential customer because a regular salesperson was not available. The customer never realized that the professional young lady capably handling all inquiries was â€Å"only† the receptionist. Cathy began performing fewer sales functions because of the increased number of professional salespersons, but her secretarial duties had expanded tremendously. She was still Harvey’s secretary, and she continued to answer virtually every telephone call coming into the business. Since her office was in an open area, she still was the first to greet many visitors. Cathy took a word-processing course at a local business school shortly after joining the firm. As she began working with Harvey’s first personal computer, she, too developed into a computer aficionado and became the best computer operator in the firm. The Current Situation Harvey was shaken by the realization that Cathy Brannen had been paid over $127 000 last year. As he wondered what, if anything, should be done about her earnings, he began to reflect on the previous seven years. Success had come almost overnight. It seemed as though Troupville Business Systems could do nothing wrong. The workforce had grown at a rate of approximately 15 percent per year since the third year of operations. Seventeen people were now employed by the firm. While Harvey’s dad acknowledged that some of this success was due to being in the right place at the right time, he also had reason to be proud of the choices he had made. Time had proven that all his major decisions had been correct. He also could not overestimate Cathy’s contribution to the success of the firm. Yes, certainly, one of the most important days in the life of the firm was the day when Cathy responded to his ad in the newspaper. Success had brought with it the ever-increasing demands on his time. He had never worked so hard, but the rewards were certainly forthcoming. First, there was the new Jaguar, then the new home on Country Club Drive, the vacation home on the coast, the European trips†¦Yes, success was wonderful. During these years Cathy, too, had prospered. Harvey had not thought much about it, but he did remember making a joking comment the first day she drove her new Mercedes to work. He also remembered commenting on her mink coat at the company banquet last December, Cathy had been dazzling. Now that Harvey realized what he was paying Cathy, he was greatly disturbed. She was making almost twice as much money as anyone else in the firm with the exception of himself. The best salesman had earned an amount in the low nineties last year. His top managers were paid salaries ranging from the high sixties to the mid-seventies. The average salary in the area for executive secretaries was no probably between $30 000 and $35 000 per year. A good receptionist could be hired for under $28 000, and yet Cathy had been paid $127 614. 21 last year. The sales override had certainly enabled Cathy o share in the firm’s success. Yes, indeed. As Harvey thought more and more about the situation, he kept returning to the same conclusion. He felt something had to be done about her compensation. It was just too far out of line with other salaries in the firm. Although Harvey was drawing over $200 000 per year in salary and had built an equity in the business of more than $1 million, these facts did not seem relevant as he pondered what to do. It seemed likely that a number of other employees did know about Cathy’s compensation level. Harvey wondered why no one ever mentioned it. Even the comptroller never mentioned Cathy’s compensation. This did seem quite odd to Harvey, as the comptroller, Frank Bain, knew that Harvey did not even attempt to keep up with the financial details. He relied on Frank to bring important matters to his attention. With no idea of how to approach this problem, Harvey decided to begin by making a list of alternatives. He got out a piece of paper and, as he stared at the blank lines, overheard Cathy’s cheerful exchange with a customer in the next room. The Well Paid Receptionist Analysis of â€Å"The Well Paid Receptionist† Harvey Finley is in quite the predicament. He his company’s net profit should be approximately $107, 614. 21 greater than he expected for this year. The problem is that his secretary/receptionist is making six to seven times the amount of an average â€Å"good† secretary/receptionist in the local market and has been for a few years. There’s a few ways this issue can be addressed. One way would be to talk to Ms. Brannen and advice her that there has been an oversight in her salary over the past few years and for the upcoming year the oversight will be corrected and her salary will be adjusted to $25,000 per year with no percent of sales bonus. Another way to address the issue is to fire the manager who should have reported this oversight to Finley and promote Ms Brannen to his position while adjusting her salary to $55,000 per year and explaining the oversight to her as well. One more solution to this issue would be to let things be the way they are since the company has been doing great and growing the way things currently are. The two most important value drivers to consider in establishing the Value Over Time maximization are â€Å"individual employee values† and â€Å"owner values†. Let’s start identifying the specific aspects of the first value driver, the individual employee values. The facts remain that the reason Finley hired Ms. Brannen was mainly based on her individual values and performance at her two previous jobs. She held a two year office administration degree, she was very articulate, bright and most of all she was enthusiastic about assisting in launching this start-up company with Finley. She also had two extremely positive feedbacks from her previous employers that said â€Å"they would rehire her in a minute if she were still available. † The problems lie with her not being satisfied with the initial salary offer for this position. Salary was the only issue with Ms. Brannen other than that she was perfect for this new position at Troupville Business Systems. A few potential problems with Ms. Brannen would be that she only moved from Houston was because she was going through a divorce. What would happen if she were to get back together with her husband? Another potential problem ith her would be the fact that she has a small child. If the child is sick then she will not be able to come into work. This would be an issue since at the moment she would be the only other employee. Also Ms. Brannen has two very good references and if she accepts this position and continues to look for another position elsewhere that may pay better and she can potentially leave Troup ville Business Systems. The potential positive impacts on Value Over Time for Ms. Brannen is that she will continue to shine and prosper as a great striving employee the company will grow. She is the front line and the first person the customer see’s or speaks to when they make the first contact to Troupville Business Systems. She has already proven herself since the launch of this company as being a key player in the success of this start-up company. A few potential negative impacts maybe that Ms. Brannen gets comfortable at the salary she is at and realizes that in her hiring package the terms and agreement were that she was to receive $14,000 salary plus 2% of sales. There was no clause to when this would be removed and she can just put herself on cruise control and still make six figures. I expect her effect to be a positive one over time since this is the person Ms. Brannen is. You can tell a lot by looking at a person’s past performance history and we know she is a person who not only strives to be the best at her job position but also picks up on other job position duties and can perform them just as well if not better than others. We know she is able to handle sales calls if no sales person is available and the client/customer has never noticed. There are ways to turn something negative into something neutral or even better into a positive effect. In the event that Ms. Brannen was offered a better paying position with another firm, Finley would be able to evaluate her for the time that she was working for him to see if she is worth the difference in salary. He would have also had time to make some sales and see how the potential sales market is doing and instead of offering her 2% in sales which obviously we now know was a bad strategy, can offer her more upfront in salary. A person that likes the job they are doing will not leave for one or two thousand dollars more. So Finley can be true to her and make a counter offer in hopes that she would accept and stay. As for the other negative aspect of her getting back together with her husband in Houston and move back there, Finley would either have to offer her a significant more salary or find her husband a position at Troupville Business Systems. The other important value driver to consider in establishing the Value Over Time maximization is â€Å"owner values†. As the owner Finley’s main concern is to keep his business running. Another concern is to make more and more profit each year. Owners need to worry about reputation risk as well and the well being of each of their employees. Some problems Finley is facing with his company, Troupville Business Systems, is that he is paying his secretary more than double what his highest paid manager is making. The problem Finley is facing is not knowing what should be done about this or how to approach the issue. The potential problems that may arise if the current situation is not addressed is that it will cause an up roar with the manager & salesman to find out that a secretary/receptionist is making much more than they are. Managers as well as other employees not knowing her hiring benefits will demand a raise. Another potential problem is that rumors will most likely be started that they are having relations and that’s why a secretary is making six figures. A potential positive impact would be that other employees will see that being a hard worker and sticking through the highs and lows of a business really pays off. This may motivate all other employees to be outstanding or above average performers. The employees have witnessed the value over time with Ms. Brannen and have seen the long-term effects on her salary. A negative impact would be that employees who have already been at Troupville Business Systems and have not seen the value over time in the bonus or benefits will demand a raise or quit. Salary is always a delicate situation to deal with and this is why it is not considered acceptable talk in the office. Another negative impact is over time if the company grows and does not have an increase in sales then Ms. Brannen will still be making more than Finley since he has more overhead to pay for. There are steps that can be taken to negate a potential negative effect. First of all no one should be discussing compensation at all inside or outside the office. Second in case it does get out then there should be a one on one sit down with each employee to discuss their performance, not Ms. Brannen’s. Finley does not need to justify his actions to his employees; he only needs to treat them fairly. Now let’s evaluate the case where the company’s expense gets higher and the sales stay the same and Ms. Brannen is making more than Finley. In this case Finley will have to renegotiate Ms. Brannen’s contract to reflect expenses as well if he does not decided to give her a base salary and no bonus that is. I believe the interactive effect these value drivers will have over time will be positive. During the maturity of Troupville Business Systems we can seen that Finley is a successful leader and Ms. Brannen is an outstanding employee who goes above and beyond her expected duties. These two make a good successful team. Over the years you can see that she has proven herself and should be promoted to a higher ranked position. She deserves the 2% sales bonus because she was with this company from the start and has stuck through the toughest times thus far. The best alternative solution for both effects would be for both Finley and Ms. Brannen sit down and review her contract, salary and bonus and come to an agreement on a fair salary and a possible promotion since she and proven her loyalty and performance to Troupville Business Systems. I’m sure Ms. Brannen realized that this day would come. And as long as the compensation is fair she will not leave since she is so invested in the company. In conclusion I would consider the best course of action would be to offer Ms. Brannen a managerial position within Troupville Business Systems. This will make her happy to get a respectable and long overdue promotion as well as a fair competitive salary of $60,000 a year with no percent bonus in sales. And if she is more motivated by a percent in sales then offer her $50,000 plus 1% of sales with a minimum of $5,000 annual or $20,000 maximum cap. This is fair for both value drivers for Finley as the owner and Ms. Brannen as the Individual employee. If I were Finley the first step would be for me to evaluate her performance and hard work since the start of Troupville Business Systems. I would bring her into my office and have a one on one with her. I would start off by saying how much off an asset she is to the company and how much appreciate her hard work is and has paid off in the success of the company. Then I would proceed by offering her a managerial position within the company. I would advise her that she will need to be trained for managerial duties and will be on an evaluation period as a manager for 3 months. Depending on the decisions made by her and how well she can manage a team she will be offered the permanent position. After she is given the formal offer she will have to decide whether she prefers being a secretary/receptionist or taking on new exciting role as a manager with Troupville Business Systems. Now the difficult part, this is where Finley should bring up the current compensation and offer Ms. Brannen a new compensation package. Advise her that the old compensation will be reduced to an above average rate for a secretary/receptionist and that this new opportunity will be a much better move for her career path. He will need to talk her up a bit like saying that she is management material and how good this is for her career path. Most likely she has been expecting this day to come and will choose to be a manger rather than go with a different company as a secretary. It’s a win/win move on parts of both parties.

Simple Linear Regression Model

This article considers the relationship between two variables in two ways: (1) by using regression analysis and (2) by computing the correlation coefficient. By using the regression model, we can evaluate the magnitude of change in one variable due to a certain change in another variable. For example, an economist can estimate the amount of change in food expenditure due to a certain change in the income of a household by using the regression model.A sociologist may want to estimate the increase in the crime rate due to a particular increase in the unemployment rate. Besides answering these questions, a regression model also helps predict the value of one variable for a given value of another variable. For example, by using the regression line, we can predict the (approximate) food expenditure of a household with a given income. The correlation coefficient, on the other hand, simply tells us how strongly two variables are related.It does not provide any information about the size of the change in one variable as a result of a certain change in the other variable. Let us return to the example of an economist investigating the relationship between food expenditure and income. What factors or variables does a household consider when deciding how much money it should spend on food every week or every month? Certainly, income of the household is one factor. However, many other variables also affect food expenditure.For instance, the assets owned by the household, the size of the household, the preferences and tastes of household members, and any special dietary needs of household members are some of the variables that influence a household’s decision about food expenditure. These variables are called independent or explanatory variables because they all vary independently, and they explain the variation in food expenditures among different households. In other words, these variables explain why different households spend different amounts of money on food.Foo d expenditure is called the dependent variable because it depends on the independent variables. Studying the effect of two or more independent variables on a dependent variable using regression analysis is called multiple regressions. However, if we choose only one (usually the most important) independent variable and study the effect of that single variable on a dependent variable, it is called a simple regression. Thus, a simple regression includes only two variables: one independent and one dependent. Note that whether it is a simple or a multiple regression analysis, it always includes one and only one dependent variable.It is the number of independent variables that changes in simple and multiple regressions. The relationship between 2 variables in a regression analysis is expressed by a mathematical equation called a regression equation or model. A regression equation, when plotted, may assume one of many possible shapes, including a straight line. A regression equation that g ives a straight-line relationship between two variables is called a linear regression model; otherwise, the model is called a nonlinear regression model. Simple Linear Regression Model This article considers the relationship between two variables in two ways: (1) by using regression analysis and (2) by computing the correlation coefficient. By using the regression model, we can evaluate the magnitude of change in one variable due to a certain change in another variable. For example, an economist can estimate the amount of change in food expenditure due to a certain change in the income of a household by using the regression model.A sociologist may want to estimate the increase in the crime rate due to a particular increase in the unemployment rate. Besides answering these questions, a regression model also helps predict the value of one variable for a given value of another variable. For example, by using the regression line, we can predict the (approximate) food expenditure of a household with a given income. The correlation coefficient, on the other hand, simply tells us how strongly two variables are related.It does not provide any information about the size of the change in one variable as a result of a certain change in the other variable. Let us return to the example of an economist investigating the relationship between food expenditure and income. What factors or variables does a household consider when deciding how much money it should spend on food every week or every month? Certainly, income of the household is one factor. However, many other variables also affect food expenditure.For instance, the assets owned by the household, the size of the household, the preferences and tastes of household members, and any special dietary needs of household members are some of the variables that influence a household’s decision about food expenditure. These variables are called independent or explanatory variables because they all vary independently, and they explain the variation in food expenditures among different households. In other words, these variables explain why different households spend different amounts of money on food.Foo d expenditure is called the dependent variable because it depends on the independent variables. Studying the effect of two or more independent variables on a dependent variable using regression analysis is called multiple regressions. However, if we choose only one (usually the most important) independent variable and study the effect of that single variable on a dependent variable, it is called a simple regression. Thus, a simple regression includes only two variables: one independent and one dependent. Note that whether it is a simple or a multiple regression analysis, it always includes one and only one dependent variable.It is the number of independent variables that changes in simple and multiple regressions. The relationship between 2 variables in a regression analysis is expressed by a mathematical equation called a regression equation or model. A regression equation, when plotted, may assume one of many possible shapes, including a straight line. A regression equation that g ives a straight-line relationship between two variables is called a linear regression model; otherwise, the model is called a nonlinear regression model.

Care-Giver Burden Essay

Healthcare in America is an issue of finances. Healthcare is an issue, especially for the financially strapped family. The following paper will focus on the care-giver burden of a patient who cannot afford to be taken care of because of lack of insurance or lack of funds in general. In the following pages care-giver burden will be addressed using several articles concerning care-giver burden and three theorists; Martha E. Rogers, Imogene King, and Dorothy E. Johnson. The articles are in design stressing the issue of guilt and depression when a family decides they don’t have the time or the money to keep a loved one at home and must face putting them in a care facility (Sanders article Shouldering the Burden of Care). Other articles address the issue of keeping a family member at home (child) and the upkeep cost that entails such as home health aid cost, medications, or leaving a job (Wilson, Leslie S. et al. The Economic Burden of Home Care for Children with HIV and Other Chronic Illnesses). Also, the review of patient care for nurses and the burden of lack of authority in administration this presents is another form of care-giver burden (Welchman, Jennifer & Glenn G. Griener, Patient Advocacy and Professional Associations: Individual and Collective Responsibilities). Each of these issues involves a direct relationship to the patient and their concerns for the burden they may become for their family, or for themselves in regards with money and insurance. There are many facets to unravel in the primary care system but for this paper, care-giver burden is the primary concept in terms of money. Three Approaches to the Concern Approach of Martha E. Rogers. Roger’s theory involves four postulates: energy fields, openness, pattern, and pandimensionality. (Barrett et. Al 2000). Each of these postulates involves the client’s concern over their health and the relationships they form with not only the nurses but with their own families. Rogers goes on to explain that power is at the core of each of these relationships, â€Å"(power)†¦is the capacity to participate knowingly in the nature of change characterizing the continuous patterning of the human and environmental fields. The observable, measurable pattern manifestations of power are awareness, choices, freedom to act intentionally, and involvement in creating change† (Barrett et al. ) Most care-giving authority is given to nurses; both in a hospital setting and during stay at home cases. The preceding concept or the patient is its important to have a strong trusting relationship with the care-giver in order for them to feel more comfortable and also feel their issues and concerns are being heard. If the patient does not feel comfortable then the care-giver burden becomes apparent in scowling-unreceptive-to-therapy patients. However, in Welchman and Griener’s article, Patient Advocacy and Professional Associations, a rising concern over nurses’ burden when taking care of patients begins to be seen, â€Å"†¦nurses are being taught to be patient advocates and both nurses and patients are the worse for it. The nursing profession’s redefinition of the nurse’s role from loyal handmaid to patient advocate in the 1980s was supposed to protect patients by empowering nurses to think and act autonomously in their dealings with other health professionals. †¦individual nurses have been burdened with a responsibility that most professions assign†¦to their professional associations. It is not a responsibility that individuals can readily fulfill. Unless or until the duty of advocacy is taken off the shoulders of individual nurses and returned to the professional bodies that represent them, nurses and patients will continue to suffer unnecessarily†(2005). The nurses’ role in patient care involves everything a patient needs or may potentially need (feeding, bathing, bathroom visits, company) and according to Rogers’ theory making the patient part of the active choice of their own health. Therefore, in the context of this theory there is no control, because control is not held one over the other (nurse over patient) but power is shared, as Rogers’ theory states, â€Å"†¦people can knowingly participate in creating their reality by actualizing some of their potentials rather than others. In this theory there is no control; control is an illusion since other persons or groups and their environments are likewise simultaneously also participating in what is being created†. Each of these duties cannot be accomplished without proper support from family/administration, and without this support and the lack of performance in a nurse’s duty a patient will lapse in trust. This is the contention in the make-up of care-giver burden; nurses cannot fulfill their role to maximum potential without the backing of the hospital rules. The burden is twofold for the nurse and the patient. As Welchman and Griener state in a final cul-de-sac, â€Å"Advocacy for improvements in access to and deliver of health care is best viewed as a collective responsibility of health professions owed to society as a whole, not as the sole province of individual practitioners†(2005). Approach Imogene King. King’s theory lies in the clients’ perception of self. This perception ranges from their body image to their own growth and development before and after surgery or during care-giver visits. As such, the crux of King’s theory is that of communication. Her theory subsists of human beings as, â€Å"†¦open systems interacting with the environment† (Williams, Imogene King’s Interacting Systems Theory, 2001). Throughout the relationship of nurses and clients communication is the key to better health. This occurs through the patient forming several relationships with different people around them; these include personal systems, interpersonal systems, and social systems. Thus, King’s ultimate goal stated in the theory is goal attainment. However, there are outside factors that stand in the way of working and healthy relationships. In Wilson et al. ’s study of patient care for ill and HIV children the stats for financing reflects a tremendous burden, â€Å".. in-home care for ill children (ranging from approximately $19,000 to $36000) is higher than that of hiring caregivers for healthy children (approximately $10,000)† (2005). This burden is further emphasized for the family if they are not equipped to pay a professional care-giver and are dependent upon themselves for such care; this issue raises the other issues of job attendance (some families pass up promotions, decline extra working hours, or quit their jobs entirely in order to care for the ill which makes the financial burden that much more potent). These numbers also reflect the elderly who are put in homes or whose family members choose to have them stay at home. Thus, it is important within King’s theory that each relationship remains free from outside stress factors in order for the recovery of the patient to be successful. The dyad of the nurse and the patient must remain free from concerns of money, otherwise the nurse is seen as merely a worker and not a concerned care-giver and the patient is stressed because they may not have coverage for certain operations or insurance to properly cover the care-giver’s assistance. In King’s theory, communication led to recover, â€Å"King believed that interactions between the nurse and the client lead to transactions that relate in goal attainment. Furthermore, King proposed that through mutual goal setting and goal attainment, transactions result in enhanced growth and development for the client† (Williams). Therefore, the issue of money cannot come between the dyad.

Lsi – Gm591 Leadership and Organization Behavior

LSI GM591 Leadership and Organization Behavior September 9, 2011 According to my LSI, my Primary personal thinking style is avoidance at 80% and my back-up personal thinking style is affiliative at 75%. I agree with my primary personal thinking style, avoidance and my back-up personal thinking style, affiliative. With the avoidance style, I can live life more positively and I can confront the people that cause my distress. With the affiliative style, I can acquire stronger interpersonal skills that will help form healthy relationships. Some of the statements about avoidance are true about me, while others aren’t. Example of true statements are: having few strong interests, having difficulty making decisions, uncomfortable discussing feelings and self-doubting and self-blaming. Some of the false statements are: lacking initiative, having difficulty establishing relationships, preoccupied with my own concerns, recently experienced something traumatic and feeling overwhelmed by circumstances. If you tally the true and false statements up, then you would see that I have more false statements than true ones, which tells me that I am less avoidance-oriented now. However, if you look at the definition of avoidance, as avoiding situations that may cause distress, then I would be a more avoidance-oriented person. When I get upset with a friend or family member, then I tend to shut down completely and avoid them for a few days till I am able to discuss what is wrong with me. I also agree with the affiliative style being my back-up personal thinking style because I don’t have a hard time meeting people, I don’t lack effectiveness at work, I don’t avoid group activities, I am able to relax around people and I don’t feel unimportant or disliked. I might feel lonely sometimes, but everyone does at one point or another. Being in the affiliative style benefits me with being liked and feeling a sense of belonging. I would identify achievement as limiting personal thinking style because it was my lowest scoring percentile at 21%. Being achievement-oriented involves recognizing where your efforts make a difference, deciding on a desired outcome, and setting specific goals to help you accomplish it. I would say that my achievement style is lowered because I feel like my efforts makes little differences, I on’t set goals, and I lack interest. However, I don’t lack initiative at work, I take responsibility for my actions and I don’t blame other people for my problems. In school I don’t do homework to achieve or excel, I just do it to get it done and hopefully pass. My dependent, approval, and conventional personal thinking styles all being at 69% percentile could be preventing me from being an achiever. Fo r me to become more achievement-oriented I need to start pleasing myself and stop focusing on what I think I should be doing and instead do what is important to me. I am not a manager yet, but I am pursuing that degree and field now. After reviewing my LSI and learning what it all means, I am going to have a hard time achieving a manager type persona. I think that a manager needs to be encouraging and have a high percentile in the humanistic-encouraging style and mine is only at 25%. I am not uncomfortable with interacting with others, nor do I lack close relationships, nor do I have a problem working in groups. However, I do have a difficult time communicating in terms of speaking in public and telling people what do to or how to do something. Improving my humanistic-encouraging style will improve my ability to lead, manage and teach. Looking back now, it’s weird to see some connections with my growing up strategies with certain personal thinking styles. I remember my mom never making me do any homework or bribing me with rewards if I got all A’s or anything like that, so I have a feeling that had an affect on why I don’t feel a big need to be more achievement-oriented. When my mom got upset with my brother, and me she would just run to her room and I guess, â€Å"avoid† us. So, now when I am upset with a friend, I â€Å"run† away and let it just pass by. My mom was always encouraging me to do things and always said that I can do whatever I put my mind to, so I don’t know why my encouraging style is in the lower percentile. I have learned a lot about myself while taking and reviewing my LSI results. This exercise made me aware of knew things about myself, while letting me admit to myself some other things. For example, I had a feeling I had avoidance problems, but taking this survey and it finding out that information made me think that it is actually real and hurting me more than I thought. I would love to improve my avoidance personal thinking style.