Psychology Admission Statement Essay

As one of the aspiring psychologists, it has come to my understanding that such endeavour is never an easy task but is rather a long road of travel and a stage filled with challenges. In this regard, I truthfully believe that receiving formal studies in psychology course would render me to be more prepared in becoming an outstanding psychologist in the near future. Certainly, my interest in psychology has started and is already evident during my younger years wherein I have found my passion in analyzing human behaviour and the human mind. There are different interesting fields that provide me with much motivation to immerse myself in this field. This is the passion which still pushes me to remain in this field and become an expert in such. In light of my personal qualities and characteristics, I would say that a career in such industry is the best place for me as I am the type of person that is not easily disturbed by the actions of other people and is adequately patient in attending the needs of the people. Nonetheless, as an aspirant in this line of work, I am focused with my professional and personal mission, which is to attend and uplift the life of the people through the direct and indirect contributions that I make.

Maxis Essay

Introduction Maxis Communications Berhad is a leading mobile phone service provider in Malaysia. Maxis Communications Berhad was established in the early 1990s and commenced mobile telecommunications operation in August 1995. It was then listed under the first board in Kuala Lumpur Stock Exchange (KLSE). At present Maxis Communication Berhad is the biggest telecommunication provider in Malaysia. The company has total subscribers at 13.95 million as of December 2010. Maxis Communications Berhad, through its subsidiary, Maxis Berhad, engages in the provision of mobile, fixed line, and international telecommunications services in Malaysia. It also provides Internet and broadband services; and wireless multimedia related services, as well as owns, maintains, builds, and operates radio facilities and associated switches. The company was founded in 1995 and is based in Kuala Lumpur, Malaysia. Maxis Communications Berhad is a subsidiary of Binariang GSM Sdn Bhd. It uses the dialling prefix identifier of â€Å"012†, â€Å"017† and â€Å"0142†. In 2002, Maxis purchased TimeCell, a rival mobile service provider, from Time dotcom Berhad. Prior to the purchase, Maxis offered phone numbers beginning with 012, and TimeCell 017. Now, subscribers can choose between the two. Maxis provide a variety of mobile communication products and services. They offer prepaid call plans, monthly subscription plans, global roaming, MMS, WAP (over both GSM and GPRS), Residential Fixed Line services, Broadband Internet plans, and as of early 2005, 3G services to both prepaid and post-paid subscription customers. Maxis Broadband make consumer can enjoy internet access in outdoor or indoor. It can go online at speed over 15 times faster than traditional dial up and do more, much more over the internet. Profile Maxis Berhad, with its consolidated subsidiaries (together, ‘Maxis’), is the leading mobile communications service provider in Malaysia. Maxis were granted licences to operate a nationwide GSM900 mobile network, a domestic fixed network and an international gateway in 1993. It commenced its mobile operations in August 1995 and launched its fixed line and international gateway operations in early 1996. Since its establishment, Maxis has been providing a full suite of services on multiple platforms to fulfil the telecommunications needs of individual consumers, SMEs and large corporations in Malaysia. Maxis’ mobile service is offered on a post-paid basis under the Maxis brand and via a prepaid format under the Hotlink brand. The use of these two distinct brands, underpinned by synergistic values, has enabled Maxis to develop its prepaid business successfully while maintaining growth in its post-paid segment. Maxis has also pioneered and led the Malaysian market in delivering innovative mobile products and services. It was the first to launch 3G services in Malaysia — known as Maxis3G — in July 2005, and in September 2006, it became among the world’s first to use HSDPA, a high-speed upgrade of its 3G network, to provide wireless broadband services. It was the first operator to bring the BlackBerryâ„ ¢ and Apple iPhoneâ„ ¢ smart phones to Malaysia. The company in April 2009 unveiled the first commercial NFC-powered service in Malaysia. Maxis provide enhanced post-paid packages to corporate and SME customers, based on its highly successful consumer post-paid plans. These plans are custom-made to meet the needs of enterprises, especially improved communications within and beyond their compound. Maxis’ international gateway services include termination of traffic into Malaysia from international telecommunications companies, supporting Maxis’ own outbound international direct dial (IDD) traffic, collecting international transit traffic and bandwidth leasing services. Maxis presently maintain bilateral  connections with more than 95 carriers in 38 countries and have capital investments in a number of submarine cable systems to carry its international voice and data traffic. Maxis’ significant growth and strong track record of bringing innovation, excellent customer experience and value to stakeholders has won the company numerous awards over the years. The latest awards include: Malaysia’s Top Ten Companies: Ranked 1 – Asia’s 200 Most Admired Companies, The Wall Street Journal Asia, 2006 Asian Mobile Operator of the Year – Asian Mobile News Award, 2007 Fourth Most Valuable Brand in Malaysia – Brand Finance, 2008 and 2009 Service Provider of the Year (Malaysia) – Frost & Sullivan, 2008 Mobile Data Service Provider of the Year (Malaysia) – Frost & Sullivan, 2009 Recipient of the Asia Pacific Super Excellent Brand Award – Asia Pacific International Brands Summit Malaysia, 2009 Maxis’ vision is to bring advanced communications services to enrich its customers’ lives and businesses, in a manner that is simple and personalised, by efficiently and creatively harnessing leading edge technology, and delivering a brand of service experience that is reliable and enchanting. Analysis of Market Structure Market structure classifies some of the key traits of a market, including: Number of firms Similarity of the products sold Ease of entry into and exit from the market. Comparison of Market Structures Market Structure No. of Sellers Types of Product Entry Conditions Examples Perfect Competition Large Homogeneous Very Easy Small crops, International commodity markets Monopolistic Competition Large Differentiated Easy Boutiques, Restaurants, motels Oligopoly Few Usually differentiated but sometimes homogeneous Difficult Car Making, Tobacco Products, Oil Monopoly One Unique Extremely difficult Public utilities MAXIS TELECOMMUNICATION FIRM. Few Competitors like DIGI, CELCOM, TUNETALK etc.. Entry into Telecommunication is Difficult. It requires a large amount of capital. Perfect Competition Perfect Competition Market has very large number of small firms, which acts independently rather co-coordinating decisions centrally. Perfect Competition is Price takers due to Huge Competition. Perfect Competition mainly deals with Homogenous Products. Homogenous mean Goods from one firm cannot be differentiated from other. Comparing Maxis with Perfect Competition Perfect Competition Maxis 1. It has very large Number of firms. 2. Entry Requirement is very easy. 3. Very less amount of Capital is enough. 1. It has few Competitors in the Market like DIGI, CELCOM, OKTEL etc.. 2. Entry Requirement is Difficult. 3. It requires large amount of Capital. On Comparing Maxis with Perfect Competition market structure. Maxis do not come under Perfect Competition. Monopolistic Competition Monopolistic Competition Firm has many Small Sellers. They involves in differentiated Product. It is free from Price Competition. It has Easy Entry as well as Exit. Comparing Maxis with Monopolistic Competition Monopolistic Competition Maxis 1. It has many small sellers. 2. Entry requirement is easy. 3. It’s free from Price Competition. 1. It has a few Competitors in the Market. 2. Entry requirement is difficult. 3. It has competition in price with their competitor. On comparing Maxis with Monopolistic Competition market structure. Maxis do not come under Monopolistic Competition. Monopoly Monopoly is a Single Seller in the market. It deals with unique product. Entry Barriers is very difficult. Comparing Maxis with Monopoly Monopoly Maxis 1. It has Single Seller in the market (free from Competitors). 1. It has its Competitors in the market. On comparing Maxis with Monopoly market structure. Maxis do not come under Monopoly. Oligopoly It has very few seller (which is dominated by a few large firms).. It deals with Homogenous as well as Differentiated Product. Entry Barrier is difficult. Comparing Maxis with Oligopoly Oligopoly Maxis 1. It has few Sellers in the market. 2. Entry Barrier is difficult. 3. It requires a large amount of Capital. 1. Maxis have few Competitors in the Market. 2. Entry barrier is difficult. 3. It requires the large amount of Capital. On Comparing Maxis with Oligopoly market structure. We came to know that Maxis is an Oligopoly. Behaviour of Maxis The behaviour of Maxis can be identified by considering the number and size distribution of firms (market share in terms of subscribers and revenue) in the market; the extent to which products are differentiated; how easy it is for other firms to enter the market; and the extent to which firms are integrated or diversified. However, as there are only 3 large cellular communication firms (Maxis, Digi and Celcom), individual market shares are used to measure market power. The basic conditions faced by the cellular communication firms are: Demand conditions †¢Price is relatively elastic as seen by huge swings in net additions leadership quarters to quarters as different cellular communication firms took on price-leadership. Source : MALAYSIA TELECOMMUNICATIONS REPORT Q3 2011 Where the actions and the outcomes of these actions are interdependent among several agents and this interdependence is mutually recognized. Neoclassical economics assume perfectly rational agents, perfect information and zero transaction costs under perfect competition. However, due to limited cognitive capability and/or imperfect information, bounded rational agents experience limits in formulating and solving complex problems and in processing (receiving, storing, retrieving, transmitting) information. Routine standard procedures or heuristic approaches to decision-making are employed by bounded rational agents. The sum of the market shares of the n-largest firms. Maxis subscriber net addition dropped to a dismal 120,000 users in 3Q10 before regaining to 274,000 users in 4Q10. The relevant substitutes are provided by fixed-line Telco’s for local city calls (fixed-line rate of RM0.04/minute versus cellular rate of RM0.15/minute) and Voice-over-Internet-Protocol (VoIP) providers for IDD calls. However, these are not of major concerns currently as the mobile services are cannibalizing/substituting fixed-line services while the VoIP providers are competing in a value-conscious segment with an inferior product (i.e. poorer voice quality). Supply conditions The cellular technology adopted is the European GSM standards. However, due to constant technology changes, both Maxis and Celcom have launched 3G services earlier while Digi had its 2.75G (EDGE) services previously and recently added 3G services in order to be able to compete with both Maxis and Celcom. The market structure analysis summary of Maxis is as follows: Data Observations and/or Measurement Analysis/Comment No. of Firms 3 Regulated Oligopoly Market Share Cellular industry subscriber market share (overall) Cellular industry revenue market share (overall) Subscriber/Revenue market share: Celcom: 33% & 36.0% Digi: 25% & 25.3% Maxis: 41% & 42.1% There is no single dominant firm. However, Maxis is the leading firm in both revenue & subscriber market share, followed by Celcom and Digi. Product Differen-tiation Product differentiation based on calling plans and pricing structure to appeal to different customer segments. Value-added services (ring-tones, etc.) are quite homogenously provided by 3rd party provider. Minimal product differentiation as airtime is airtime and VAS contents are widely available across all 3 firms. Entry barriers Licensing and regulations Heavy capital investments & minimum efficient of scale required First-mover advantages: Network & Lock-in effects High entry barriers mainly due to government regulations Due to frequent technology changes, incumbents do incur substantial ongoing capital expenditures and face the dangers of being â€Å"leapfrogged† by potential entrants Numbers portability not implemented yet to counter the lock-in effects of personalized phone numbers. Exit barriers Huge sunk costs Bulk of capital investments are asset specific to Telco operations. Source : MALAYSIA TELECOMMUNICATIONS REPORT Q3 2011 Price competition Using game theoretic model, Telco’s are assumed to provide a homogenous product and have sufficient capacity to serve the market demand. It is a non-cooperative game as there weren’t any enforceable agreements between them as they compete in the marketplace. It is a repeated one-shot simultaneous game as they were driven by quarterly performance accountable to shareholders. As such, they would decide on their pricing strategies independently and aware of rivals’ prices in the market while forming certain expectations about rivals’ pricing strategies. Actions available are Maintain Price and Undercut Price. Payoffs are ranked in order of preference (higher number is preferred). The most preferred outcome by firms is where one undercuts price while its competitors maintains price, leading to market share gain at the expense of its rivals. When all firms maintain prices, there is no change in market-share and profitability. When all firms undercut prices, market-share remains with reduced profitability. The strategic-form representation in a simplified 2-player model is as follows: Telco2 Telco1 Maintain Price Undercut Price Maintain Price 3,3 1,4 Undercut Price 4,1 2,2 Example of Game Theory Solving for Nash equilibrium, both players have Undercut Price as their dominant strategy resulting in a Pareto-inefficient Dominant- Strategy-Equilibrium at (2,2). This is a repeated Prisoners’ Dilemma game and these interactions are witnessed in the current market through an escalating price-war resulting in reduced Average-Revenue-Per-User (ARPU). Example of Starter pack price wars involving Maxis and Digi Launch Date Maxis Hotlink 017 Digi Beyond Prepaid Sep 8, 2005 RM20 to RM10 Oct 27, 2005 RM18 to RM9.90 Nov 25, 2005 RM10 to RM8.80 Dec 10, 2005 RM9.90 to RM8.50 Average Revenue per User Source : Articles from 2009 to 2011, Press release 2009 to 2011, Maxis reports 2009 to 2011, Digi Reports 2009 to 2011, Celcom Reports 2009 to 2011. If this game is repeated infinitely, collusive behaviour through the use of Tit-For-Tat strategy may result in non-competitive/monopolistic-like pricing which reduces public welfare. Though Maxis had a higher ARPU previously according to the above data, Maxis always need to be proactive in monitoring firms’ behaviour to detect possible tacit collusion through price-signaling. Product differentiation The above game theoretic analysis suggests that if the price-war continues,  Maxis and the other two firms will eventually be forced to price at their marginal costs – similar to a perfectly competitive firm. Therefore, it is rational to expect Maxis or the similar firms to soften the intensity of the price competition through product differentiation and customer segmentation. It is important to note that traditional microeconomic theory treats all consumers as homogenous. In reality, this is not the case and these firms are thus offering different calling plans, pricing structures (ON-Net/Off-Net), pre-bundled minutes and services, etc. Due to bounded rationality and heterogeneous consumption, consumers find it difficult to make head-to head cost-benefits comparisons and thus make the products appear to be somewhat non-homogenous and not fully substitutable for one another. These firms are also competing and differentiating through demand stimulation (‘shifting’ the demand curve) by organizing SMS contests, sponsoring shows like ‘Malaysian Idol’ which encourage SMS voting, etc. where the SMS charges are priced much higher than normal SMS charges in order to drive higher non-voice revenue and profitability as illustrated by Maxis, Celcom and Digi’s 2010 announcements below. Source: DiGi AGM 2011 IRwebsite One has to take note that the marginal costs are almost negligible relative to the huge fixed-cost investments required. ON-Net refers to calls within the same provider’s network. OFF-Net refers to calls made from one provider to another provider’s network. Decision-making based on imperfect information (uncertainty about future, costly to acquire perfect information) and/or limited cognitive capability. Through product differentiation, each differentiated product is addressing its relevant market instead of addressing a large homogenous market, thus allowing Telco’s to raise price above marginal cost (and reduce consumer’s surplus) without losing its entire market share. Thus, product differentiation can soften price competition and create a degree of market  power. We find from the above data that Maxis currently have the highest market power and leading company with the highest revenue. However, these type of firms balance between the reductions in welfare caused by product differentiation pricing above marginal costs versus the increased in welfare by allowing disparate consumers’ preferences to be closely met. Each firm also ensure proper ethical behaviour on the part of the Telco’s to ensure that public welfare is protected in SMS contests, SMS voting, etc. to prevent undesirable negative consumption externalities such as encouraging the habit of ‘gambling’, excessive spending, etc. Advertising Maxis often use advertising to create brand and/or product differentiation in order to soften the price competition. To the extent that persuasive advertising create customer loyalty through perceived differentiation over essentially identical products, they create market power in the sense that consumers may be willing to pay more for preferred brands, thus allowing these type of firms to raise prices above marginal costs. Following the previous assumptions with payoffs ranked in order of preference (higher number is preferred), the most preferred outcome by firms is where one advertises while its competitors don’t, leading to market share and profitability gain at the expense of its rivals. When all firms don’t advertise, there is no change in market-share and profitability. When all firms advertise, market-share remains with reduced profitability. Maxis uses similar strategy by advertising less gaining market share and more profit at expense of its rivals which we can see below: Advertising Expense of 2005 by Malaysian cellular communications industry Communications Sector: Mobile Line Services RM (million) Communications Sector: Mobile Interactive Services RM (million) Total RM (million) Celcom 52.3 Celcom 6.6 58.9 DiGi 37.7 DiGi 5.1 42.8 Maxis 47.8 Maxis 1.9 49.7 Source : www.mcmc.gov.my, Reports by Maxis, Celcom and Digi 2005 Customer Satisfaction Source : SKMM Consumer Survey 2007 at www.mcmc.gov.my The Customer-Satisfaction-Index (CSI) for the three firms are almost similar. We find that Maxis’ performance is satisfactory in the market and can be considered as a leading oligopoly firm among the three. Conclusion Maxis is one of the Malaysian oligopoly cellular communications industry with high entry barriers, mainly due to government licensing restrictions; and high exit barriers due to huge capital investments (sunk costs). However, frequent technology changes could potentially allow â€Å"leapfrogging† by competitors or potential entrants. The market share is with intense price-competition as the market gets more saturated. Non-price competition  is also intense, mainly through advertising. However, as price-competition escalates, other cellular communication industries are pricing closer to marginal costs as evidenced by the steady drop in ARPU over the past few years. Consumer satisfaction is high for Maxis though consumers are seeking for even lower communications charges and greater geographic coverage. Maxis is currently doing a good job and should continue to push ahead with its plan to allow greater customer choice. Maxis should also monitor for deceptive advertising, SMS contests & voting, etc. and also possible tacit collusive behaviour through price-signaling. It is also recommended that Maxis conducts benchmarking against regional and international cellular communication industries on key areas like profitability and/or returns on equity to determine fair-returns, service quality, technical efficiency, etc. to determine the success of its policies in future. _______ References www.theedgedaily.com Digi gains market share†, The Edge Daily, 5 Dec 2005 www.osk188.com www.digi.com.my www.maxis.com.my www.celcom.com.my Maxis Quarterly 2009 Report Maxis Quarterly 2010 Report DiGi 2009 Report DiGi 2010 Report Celcom Annual Report 2010 Maxis Annual Report 2010 DiGi Annual Report 2010 www.mcmc.gov.my www.mobileworld.com.my/ Profit_expense_2005 www.boardroomlimited.com Dixit, A and Skeath, S (2004): Games of Strategy (2nd Ed), W.W.Norton www.wikipedia.org Rosenberg, E.A. and Clements, M.: â€Å"Evolving market structure, conduct and policy in local telecommunications†, The National Regulatory Research Institute. SKMM Consumer Survey 2007 at www.mcmc.gov.my www.boardroomlimited.com/irdigi/†¦/DiGiAGM2011IRwebsite www.theedgemalaysia.com/†¦/170320-digis-2q-profit-up-187-divide†¦ www.digi.my/aboutdigi/media/mr_press_det.do?id=5240†¦4†¦ www.mysarawak.org/2009/10/30/digi’s-subscriber-base-to-grow.html www.boardroomlimited.com/irdigi/irdigi/FA220709.pdf http://telcoblog.nst.com.my/2009/05/celcom-vs-digi-q1-2009.html http://biz.thestar.com.my/news/story.asp?file=/2008/8/29/business/1910200&sec=business http://biz.thestar.com.my/news/story.asp?file=/2008/11/29/business/2675455&sec=business http://telcoblog.nst.com.my/2009/05/celcom-vs-digi-q1-2009.html axiata.listedcompany.com/misc/axiata_presentation_2Q2011.pdf http://www.theedgemalaysia.com/insider-asia/180047-maxis-and-digi-offer-yields-at-fairly-low-risks.html www.maxis.com.my/†¦/Announcement_04_2009_Financial_Result_†¦ axiata.listedcompany.com/misc/axiata_presentation_1Q2011.pdf www.maxis.com.my/personal/†¦/1Q_2011_IR_Pack_(FINAL).pdf Maxis_4Q10_Presentation_FINAL_2 http://www.maxis.com.my/mmc/index.asp?fuseaction=press.view&recID=452 www.maxis.com.my/†¦/Announcement_02_2010_Press_Release.pdf www.maxis.com.my/personal/about_us/†¦/Anmt-PressRelease.pdf www.maxis.com.my/mmc/index.asp?fuseaction=press.view†¦499 www.maxis.com.my/†¦us/†¦/Maxis_4Q10_Presentation_FINAL.pdf http://www.theedgemalaysia.com/insider-asia/179310-mobile-subscriber-additions-surprisingly-robust.html http://www.thesundaily.my/news/business/celcom-may-pass-service-tax http://www.scribd.com/doc/39862337/Telecommunications-Sector-Update-Sizing-Up-The-Pure-Mobile-Domestic-Players-%E2%80%93-Maxis-vs-DiGi-22-10-2010 http://www.scribd.com/doc/60333044/EN for MALAYSIA TELECOMMUNICATIONS REPORT Q3 2011

Consumer-Directed Health Care and The Disadvantaged

Writing from his aerie as a law professor at Georgetown, M. Gregg Bloche takes a dim view of high deductible coverage, tax-subsidized health savings accounts (HSA’s), recently added to the payment mix for health care in America.   He reasons that the poor and minorities (all too often one and the same) generally earn too little to set aside money in consumer-directed health plans (CDHP), they have imperfect information, they lack access to the best-quality health care, and they may well wind up subsidizing the inpatient costs of the middle and privileged classes.   The author suggests relieving the burden on the poor by providing them more lavish tax subsidies, charging well-off patients more for their health coverage, and giving the poor advantageous prices for â€Å"high-value† care.Where the Case for the â€Å"Disadvantaged† Falls ShortUltimately, Bloche rests his arguments on a shared philosophy of should’s and ought’s, that a civilized soci ety must ensure equal access to the best medical care.   This is a perilous stand, an ideal paradigm of social justice that has extremely elastic boundaries.   As a law teacher, Bloche is concerned chiefly with equity.   Taken to a logical conclusion, such a stand obligates health care leaders to provide addicts disposable needles as the Dutch do (and never mind if they do not want to enter a rehab facility), make injected opioid therapy freely available to heroine addicts (Britain), and permit legal abortion to teenagers without benefit of parental consent (U.S.).   In short, the author may be well-meaning but he presents his case in the realm of political and legal ideology.America has always stood for protection of the oppressed.   Given how minorities have suffered bias, prejudice and outright repression, Bloche argues, their poverty is not of their own making.   They should not be forced to pay for health care by digging into money they need for basic necessities: f ood, shelter, and utilities.   This argument is weak in three respects.First of all, the income disparities are not as wide a gulf as he makes them out to be.   In the 2005 Census, mainstream White households had median incomes of $49,000 (Census Bureau, 2006) compared to $34,000 for Hispanics and $30,000 for Blacks. But the real story is that the fastest-growing minority, Asians, recorded a median income exceeding $57,000.   Here is a minority that has endured prejudice and residential segregation too but has pulled itself up by its collective bootstraps in America.Second, African-Americans may be twice as likely to be unemployed (8%) as Caucasians (4%) but they are only slightly more prone to go â€Å"bare† where health insurance is concerned:In 2004, 55 percent of African-Americans in comparison to 78 percent for non-Hispanic Caucasians used employer-sponsored health insurance. Also in 2004, 24.6 percent of African-Americans in comparison to 7.9 percent of non-Hispan ic Caucasians relied on public health insurance. Finally, in 2006, 17.3 percent of African-Americans in comparison to 12 percent of non-Hispanic Caucasians were uninsured (Office of Minority Health, 2007).While conceding the fact that a good one-fourth of African-Americans rely on public health insurance, the comparable incidence is just 4 percent to 11 percent for Asians and this is notwithstanding the fact that some of the latter are unemployed or live below the poverty line.Third, Bloche also wears blinders in conveniently ignoring the fact that CDHP’s are only one element in the insurance or subsidy mix that include Medicare and Medicaid.   He argues for subsidies and tiering to favor the poor but, in conceding that these will probably not gain traction, he raises a straw man of despairing liberal ideology without offering a workable alternative.Hence, the flaw in his argument ensues: ignoring the fact that CDHP’s are voluntary.   In an analysis conducted at on e multi-choice firm, Greene et al. (2006) revealed that those who elected the high deductible CDHP (there was a low-deductible option) were healthier anyway and were better educated than those going with Preferred Provider Organizations (PPO).One concedes that the promise of marketplace reform in lieu of government-imposed restructuring dating from the Clinton presidency has not succeeded yet (Gordon & Kelly, 1999).   Health care costs continue to spiral out of control and there are quite simply not enough physicians and nurses to render meaningful, high-quality care all around.   And yet, Bloche as outsider can perhaps be forgiven for not knowing about the existence of charity wards (overcrowded through they are) and the fine coordinated care that goes on all the time in teaching hospitals.The latter quickly shows up on the bills of insured and paying patients but may proceed behind the scenes without indigent patients necessarily knowing about it.   For this is, in essence, the most humane of professions.   This is also why Bloche’s fear that those at the frontlines, in emergency and outpatient services, will refuse to at least inform indigent patients about high-value tests and treatments is refuted in daily practice.One can rely on the innate high empathy of medical practitioners to discern when patients decline care due to cost, and hence to counsel patients that certain â€Å"savings† may put them at risk (White, 2006).   In fact, access to high-value preventive care (for e.g., diabetics, the hypertensive, those at risk for stroke) has been addressed by HCA rules that explicitly mandate â€Å"first-dollar coverage† for preventive care.   This includes those needed for control of chronic disease (Baicker, Dow & Wolfson, 2007).That said, talent does go where the money is and paying or well-covered patients have readier access to diagnostic tests and therapies.   Until the government can budget the sums necessary to transf orm the healthcare system to a welfare state like the British NHS or the Nordic nation models, both White and minority citizens must earn their keep with the kind of hard work, business acumen and economic rewards needed to purchase adequate coverage.ReferencesBaicker, K., Dow, W. H. & Wolfson, J. (2007). Lowering the barriers to consumer-directed health care: Responding to concerns. Health Affairs, 26(5), 1328-32.Census Bureau (2006) 2005 census: Household incomes by race. Retrieved March 14, 2008 fromGreene, J., Hibbard, J.H., Dixon, A. & Tusler, M. (2006). Which consumers are ready for consumer-directed health plans? Journal of Consumer Policy, 29(3), 247-262.Gordon, C.G. & Kelly, S.K. (1999) Public relations expertise and organizational effectiveness: a study of U.S. hospitals. Journal of Public Relations Research 11, 143.Office of Minority Health (2007) Asian-American profile. U.S. Dept. of Health and Human Services. Retrieved March 14, 2008White, B. (2006). How consumer-driven health plans will affect your practice. Family Practice Management, 13(3), 71-8.

FINANCIAL AND INVESTMENT (research Vodafone plc and British Telecom Essay

FINANCIAL AND INVESTMENT (research Vodafone plc and British Telecom plc of Telecommunications company in uk) - Essay Example This report identifies the relevant industry-related and economic-related factors which drive today’s strategic decision-making in both companies. Both Vodafone and BT thrive within a very regulated environment. Depending on the nature of the product or services, various regulation exists which dictate pricing limitations and overall service provision. British Telecom recognizes this and routinely expresses the business’ awareness of regulatory issues and how they relate to the long-term stability of the business. The Chief Executive Officer of Vodafone describes regulation as a risk to â€Å"market share, competitive position and future profitability† (Verwaayen, 2007: 27). From a strategic standpoint, regulation is a routine part of business operations, however when various legislation is provided in different, multinational regions the business must consider whether the foreign environment is worth the investment or whether new market opportunities should be researched. Moving either Vodafone or British Telecom presence into different markets which maintain less regulatory activities (such as price controls) w ould allow the company to have autonomy regarding the provision of competitive pricing which best befits the business model and profit expectations. It is clear that both Vodafone and BT must consider regulatory compliance in many varieties of business decision-making. Regulatory activity also comes in the form of litigation, where different foreign taxing powers regularly assess the value of company activities and demand capital gains taxes or other regional taxing expectations. Currently, Vodafone has appealed a case to the Supreme Court in which the business is being requested by the government in Bombay, India to pay approximately  £2 billion in capital gains taxes (Leahy and Betts, 2008). In a situation where both Vodafone and British Telecom have leveraged the

Disaster Risk Management (Vulnerability and Capacity Assessment) Essay

Disaster Risk Management (Vulnerability and Capacity Assessment) - Essay Example The techniques like Vulnerability and Capability Assessment (VCA) would be very effective in identifying local perceptions about the disaster and also in the evaluation of the capability of the community to face during such an catastrophe. Either well structured means - qualitative, quantitative or their combination or unstructured and participative methods could be used for proper identification of interrelationships of the local settings. The utility of using VCA for identification and quantification of vulnerability besides measuring the regional capabilities has been widely accepted. Among the various methods often adopted for undertaking the VCA process, the participatory methods have had considerable success when compared to other means of identifying the exact factors involved in most issues. When a calamity or the disaster strikes a region, the impact of these events are borne by the entire population and hence the potential of vulnerability of entire cross section of the people need to be mapped to understand the magnitude of effect. Also, the perception of the people towards these events which could be frequent would also help the policy makers and support agencies to prioritize the action process. Even in the cases considered the though the common problems perceived in the regions were water shortage. The local community in these countries not only have different perceptions on the risks but also anticipates different type of problems they might have to face due to this. Further , variation in the type of demographic profile and socio-political conditions might make all bureaucratic approaches to identify the priority programme ineffective. As in the case considered, Palestine a small country involved with continuous military interventions with the neighboring country Israel is said to have very poor infrastructure facilities like roads, power supply and also water and waste water management systems. A well structured VCA analysis, conducted using local community and organizational systems, to identify the potential hazard facing them into various aspects of the country have revealed interesting facts. The techniques adopted had a blend of different methods like interviews, focus group discussions, workshops besides separately involving children also. The method had given rich information that have helped to map the vulnerability in the region and also in the identification of their capability. Further, local level workshops to create a base awareness to help them to generate opinions and remarks too shows the extended mechanism present in these approaches for information generation. Similar approached were adopted in t he case of Afghanistan to assess the issues of food security and in the identification of potential hazards in the countries like Albania and Vietnam. In addition to identification of vulnerability spots in the society they would also help the decision makers to identify and envisage the future course of action very effectively. The regional strength of in all the cases considered in the analysis have been identified and ranked appropriately. This would help to identify the prevailing dogma in the region which other wise would have hindered the success of any developmental initiative. Also as assessment of the capability of the people and systems in these places

Gang violence Research Paper Example | Topics and Well Written Essays - 2500 words

Gang violence - Research Paper Example ThÐ µrÐ µ is thÐ µ constÐ °nt dÐ µbÐ °tÐ µ thÐ µ simplÐ µ quÐ µstion whÐ °t is thÐ µ sociÐ °l problÐ µm. ThÐ µrÐ µ Ð °rÐ µ mÐ °ny diffÐ µrÐ µnt options thÐ °t Ð °rÐ µ Ð °nd cÐ °n bÐ µ rÐ µgÐ °rdÐ µd Ð °s thÐ µ sociÐ °l problÐ µm. SociÐ °l problÐ µm is thÐ °t thrÐ µÃ °tÐ µns vÐ °luÐ µs of sociÐ µty such Ð °s lÐ °w Ð °nd ordÐ µr sociÐ °l cohÐ µsion Ð °nd stÐ °bility of sociÐ °l institutions. HowÐ µvÐ µr somÐ µ of sociÐ °l conditions thÐ °t wÐ µ Ð °rÐ µ now ignorÐ µd it is quitÐ µ possiblÐ µ should bÐ µ sÐ µÃ µn Ð °s sociÐ °l problÐ µms in futurÐ µ. SimilÐ °rly somÐ µ of sociÐ °l mÐ µchÐ °nisms thÐ °t wÐ µ bÐ µliÐ µvÐ µ sociÐ °l problÐ µms Ð °rÐ µ not considÐ µrÐ µd in Ð µÃ °rliÐ µr timÐ µs. Methodology GÐ °ng is thÐ µ group of pÐ µoplÐ µ who through orgÐ °nizÐ °tion formÐ °tion Ð °nd Ð µstÐ °blishmÐ µnt of Ð °ssÐ µmbly shÐ °rÐ µ thÐ µ common idÐ µntity. CurrÐ µntly usÐ µd it usu Ð °lly mÐ µÃ °ns thÐ µ criminÐ °l orgÐ °nizÐ °tion or criminÐ °l bÐ °ckground. In Ð µÃ °rly usÐ µ word gÐ °ng rÐ µfÐ µrs to thÐ µ group of workÐ µrs. ... MÐ °ll of Ð mÐ µricÐ ° locÐ °tion is thÐ µ Ð µxÐ °mplÐ µ of how gÐ °ng violÐ µncÐ µ cÐ °n Ð µrupt Ð °nywhÐ µrÐ µ Ð °nd thÐ °t no pÐ °rt of sociÐ µty is immunÐ µ from this problÐ µm. Ð s trÐ °dÐ µ workÐ µr in this Ð °rticlÐ µ rÐ µÃ °ds: "You simply cÐ °n not bÐ µ sÐ °fÐ µ Ð °nywhÐ µrÐ µ. ЕvÐ µry timÐ µ you turn Ð °round somÐ µonÐ µ is rÐ µmovÐ µd or bÐ µÃ °tÐ µn or killÐ µd." Why Ð °rÐ µ Ð µvÐ µnts such Ð °s mÐ °ll shooting up so oftÐ µn? Why thÐ µsÐ µ trÐ °gÐ µdiÐ µs Ð °rÐ µ still occurring? WhÐ °t is motivÐ °tion for pÐ µoplÐ µ to Ð µngÐ °gÐ µ in such immorÐ °l Ð °nd criminÐ °l bÐ µhÐ °vior? PÐ µoplÐ µ who commit such crimÐ µs Ð °s murdÐ µr fit Ð µxÐ °ct stÐ µrÐ µotypÐ µ? (Rush 85–92) SuthÐ µrlÐ °nd thÐ µory of diffÐ µrÐ µntiÐ °l Ð °ssociÐ °tion cÐ °n hÐ µlp to providÐ µ thÐ µ Ð µxplÐ °nÐ °tion to Ð °bovÐ µ quÐ µstion. SuthÐ µrlÐ °nd Ð °rguÐ µs thÐ °t criminÐ °l bÐ µhÐ °vior is not inhÐ µritÐ µd but it is lÐ µÃ °rnÐ µd in sociÐ °l intÐ µrÐ °ctions. It's just thÐ µ coincidÐ µncÐ µ thÐ °t thÐ µsÐ µ suspÐ µcts in Ð °rticlÐ µ bÐ µst friÐ µnds Ð °nd both hÐ °vÐ µ rÐ µpÐ µÃ °tÐ µdly involvÐ µd in criminÐ °l bÐ µhÐ °vior. ThÐ µ pÐ µrpÐ µtrÐ °tors in this study Ð °rÐ µ dÐ µscribÐ µd Ð °s bÐ µst friÐ µnds who hÐ °vÐ µ thÐ µ long rÐ µpÐ µÃ °tÐ µd history of violÐ °tions of lÐ °w sincÐ µ 11 yÐ µÃ °rs. In Ð °pplying thÐ µory of diffÐ µrÐ µntiÐ °l Ð °ssociÐ °tion with this study it is no coincidÐ µncÐ µ thÐ °t two suspÐ µcts to Ð µngÐ °gÐ µ in sÐ °mÐ µ dÐ µviÐ °nt Ð °ctivitiÐ µs. Judging by thÐ µir intimÐ °tÐ µ connÐ µction with pÐ µÃ µr group such Ð °s gÐ °ngs thÐ µy hÐ °vÐ µ put thÐ µmsÐ µlvÐ µs in thÐ µ Ð µnvironmÐ µnt whÐ µrÐ µ it is Ð µÃ °sy to lÐ µÃ °rn to bÐ µcomÐ µ thÐ µ criminÐ °l. ThÐ µ fÐ °ct thÐ °t mÐ µmbÐ µrs of gÐ °ng Ð µngÐ °gÐ µ d in similÐ °r Ð °ctivitiÐ µs is thÐ µ mÐ °jor fÐ °ctor in Ð µxplÐ °ining why thÐ µsÐ µ commÐ µrciÐ °l shooting took

Contemporary social problems paper Essay Example | Topics and Well Written Essays - 500 words

Contemporary social problems paper - Essay Example These concerns are real social problems that the nation faces at present. There have been significant changes in the population growth since 1967 and it has been unevenly distributed, since 1970, with growth in the South and West, and loss in the other areas. This will result in many types of social problems. Already there are many problems like increased traffic congestion, proliferation of foreign language TV channels, expansion in the number of professional teams and so on. These are minor issues compared to the more serious issues connected with environment, education system, health care system, political system and others. The racial and ethnic disparities that the US is facing put the nation in great distress. The difference in these areas can turn up as decisive factor in the making up of the modern civility. The life in the nation is conditioned by the racial and ethnic group one belongs to. There is now a substantial gap between the minority and the White which can result in the social unrest as well. The minority that is growing at a fast rate will hold increasing share of the future work, resulting in the social imbalance.

The China Threat and US Security Research Paper

The China Threat and US Security - Research Paper Example The China threat to the United States has emerged as a result of the United States military support and cooperation to Taiwan and Japan. This sends a message of a stronger military coalition in the region that pose a threat to China, therefore giving room for the development and deployment of a stronger force by the communist republic of China combined with provocative and warning sentiments on the issue (Gertz, 2002, p.8) The China Threat to US security is evolved from the actions of the United States further to the initial 1999 attack of the Chinese embassy in Belgrade and another military build-up along the Chinese border in cooperation with Japan (Gertz, 2002, p.1). The China Threat to US Security is substantial due to the various public statements and report in China that openly oppose the mono-polarity and hegemony of the US in terms of military and economy. Hence China has declared a limited war in the case of a military invasion from the US to support Taiwan (Gertz, 2002, p.9). China has called for its people to follow the thought of Deng Xiaoping and Mao Zedong while moving forward to achieve the goals of China. The Chinese government requires its people to follow the values of social modernization and socialist reform to open up new horizons of prosperity and development. The Chinese leadership appeals to its people to work towards economic globalization and political multi-polarity at the turn of the century. The word multi-polarity is intended to overcome the mono-polarity of the United States and its position as a superpower of the world. The unfriendliness of China towards the US is further clear from the various reports and statements published in the Chinese media (Gertz 2002 p.10).

Article Review II Example | Topics and Well Written Essays - 500 words

Review II - Article Example The second topic is the negative impacts that result from implementation and expansion of Medicaid. The third issues covered in the article high are requirements that are needed for individuals to qualify for the insurance. People with a low income can access federal tax credits thereby subsidizing private health insurance. However, those living below the poverty line will not benefit from the health insurance, Medicaid or other tax credits. The instances of unfairness resulting from the policy have been experienced in a number of states. For instance, The Kansas Medicaid program offers no coverage for adults without children (Robert). The intended audiences for this article are the general public, administration, public and private health care providers as well as all stakeholders in health care. The author has involved the audience in a though provoking way. There could be bias in the article as the author is a Republican and this article may be interpreted as a criticism of the Democrat administration. Although the public might blame President Obama for the current woes in health care, the Republicans are the ones responsible for fighting against the expansion of Medicaid (Health Policy Briefs). In the health care law approved in 2010, Congressional Democrats were determined to expand Medicaid in all states. The administration has been urging people who are in need of health insurance to register on the government website to receive information of the available insurance options. The student should be evaluate the current care policies and establish whether they are effective and fair to all members of society (Virginia Gray, David and Jennifer 135). This article is important since it has the relevant information concerning the roles of various government agencies in health care. It provides explanation on the negative impacts of states’ refusal to develop Medicaid. The article spells out the states that are likely to be marginalized by this policy.

Analysis of Performance Management Term Paper Example | Topics and Well Written Essays - 1500 words

Analysis of Performance Management - Term Paper Example According to US office of personnel management, â€Å"Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals†(US office of personnel management). â€Å"Simply put, performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of the organization, a department, processes to build a product or service, employees, etc† (Performance Management -- Basic Concepts). Planning, monitoring, developing, rating, and rewarding are the five major elements of any performance management system. This paper analyses how a company can use the performance management system to good effect, by taking the American company Macy’s as an example. (US office of personnel management) As in the case of many ot her organizational functions, planning is the first step of implementing an effective performance management system in an organization. At the beginning of each year, the Macy’s managers often meet each employee personally and discuss the strategies to improve their performances. During this meeting, the managers often take notes of the employee feedback and the formulate strategies to improve the individual performances. Macy’s know the difference in attitude and performance abilities of employees and give more attention to formulate strategies suitable for the individuals rather than groups. The Macy’s managers often inform the employees about the expectation of the management about their performance in the coming 12 months. Thus, the employees get a clear idea about what is to be done and what are the expectations of the management about their performances in the coming year well before they start works for the coming year. Macy’s employees can submit their suggestions to improve their performances during their meetings with the managers. Reviews are a critical component of the system. Reviews give timely feedback to the individual. It is important to schedule formal reviews during the course of the year. These can be half-yearly or quarterly depending on the need. Structured mid-term reviews enable the organization to take stock of the performance during the given period. It gives the individual an opportunity to discuss his/her achievements during the given period and to look at areas of improvement. In a dynamic environment, it is important to keep abreast of market situations. Reviews can be utilized to make the midcourse correction (Does performance appraisal benefit anyone?) Monitoring is the second step of any performance management system.

Think of an organization you have worked for or one with which you are Assignment

Think of an organization you have worked for or one with which you are very familiar. Diagnose the need for change and present a plan to transform the organization, utilizing Kotters 8-Step Approach - Assignment Example It is currently one of the leading luxury safari companies in the East Africa region. It is known for providing luxury tours specializing in Kenya, Tanzania and Zanzibar. The company is family owned by the Dharamshi Bhimani family. They began the company in 1969 and boast over 40 years experience in the field of luxury tours (Simba Safaris). It has its head offices located in Arusha, Tanzania. It also has offices in Nairobi, Kenya and Zanzibar. The company has a staff of over 70 people working dedicatedly in the three offices which are staffed 365 days a year, day and night. Most of these employees have 12 years experience in the field and are efficient. The Simba Safaris are popular mainly for their luxury safaris but also the trekking trips on the slopes of Mt. Kilimanjaro and Mt. Kenya. A newly added product is the tailored beach holiday plan mostly on the Zanzibari Island. Simba Safaris has its own customized 4 x 4 Land Cruiser vehicles and the policy is to ensure that every customer gets a window seat. This is in keeping with the luxury theme of comfort and utility. Every customer is also given a pair of binoculars and other complimentary treats from the Simba Safaris office. The company is licensed in both Kenya and tanzia and operates under the East Africa laws. Simba Safaris over the years has been subject to various factors that have affected the performance of the company. A big factor that has hit the Simba Safaris are the growth in terror attacks along the east African shoreline. The rise of Al-Shabaab, which has links to Al-Qaeda, has proven a big threat to the tourism industry in coastal East Africa. There have been attacks on tourists who visited the coast, mainly along the Kenyan coastline (Davids, 2014). This has served to hurt the current set-up and Simba Safaris has also suffered. This affects revenue and unless changes in structure are implemented, it is an area in which

Management of technology Essay Example for Free

Management of technology Essay Explain the term â€Å"Technofact. † How can it be used to define Technology, and Management of Technology? Explain the value and advantage of the term Technofact, compared to other definitions and common agreement about technology. Explain the weaknesses, missing elements, and contradictions in this term. Technofact is a reproducible object created by humans. By reproducible I refer to any product (tangible or virtual) of which the intention of its human creator was to make more of exactly the same, using the same methodology. Once weve defined technofact, we are able to focus the term technology around this entity, and to define it as the capability of creating technofacts (or the human capability of creating reproducible objects). Technology is not the technical object itself but rather the capability of creating it over on over again. Other fields of science concentrate on understanding and gathering knowledge around the entity that is in the center of the science in question while the technology â€Å"science† is a capability, which is more than merely an understanding. On top of the knowledge gathered, the term encapsulates the creation itself, the know-how. The different aspects of the means to establish that capability ought to be coordinated and managed, thus, management of technology can only be defined if we separate the term technology from the objects, the technofacts, as one can not manage objects. Most of the traditional definitions of the term technology are either inaccurate or too broad. Inaccurate when the definition refer to objects (tools, products) as the technology itself. Too broad when the definition refer to any human activity (van Wyk), which might include forms of art that can not be considered as a technology. Another broad approach can be found in definitions that consider any nature manipulation as a technology (is navigation by stars a technology? ). There are three cases in which I find difficulty with the term technofact as the central entity that technology deals with: 1. When the product has an inherited random element: Consider a computer program that creates random melodies (or drawings) pleasant to the human ear (or eye), based on some mathematical rules. The program itself is obviously a virtual technofact, but are the new melodies or drawings created by it can also be considered technofacts? Obviously, they are being created over and over again using the same technology, but each time the program produces something different. 2. When the product is a natural object or resource: For example in agriculture. Carrots cannot be considered technofacts, but there is obviously a technology to grow carrots. The tools which are used in the process (a plow or a combine) are technofacts, which farmers use to produce the crop itself, but they are not the reproducible product the technology deals with. Another examples can be mining technologies. The end product is the extracted material, which can not be considered a technofact. 3. When the product is an action: For example, the capability to lift heavy weights. A crane is a technofact, but it is not the reproducible object this specific technology enable to reproduce. The reproducible object in this case is not an object but rather an action. What is a â€Å"Technology-Based Organization†? Give an example for a TBO and non-TBO. Can a company be a TBO for a limited time? Explain and give an example. A technology based organization is an organization that uses technology to create economic value or to create a competitive business advantage over other competing organizations. The organization can be continuously pursuing technological improvements, manufacturing technofacts or both. This kind of an organization will be perpetually considered a TBO. On the other hand a non-TBO organization can become one for a limited time, if it incorporates a new technology to improve its processes, thus creating an advantage over its competitors. During the process of assimilating the technology and the time that takes other players to use the same technology, a non-TBO organization can be considered a TBO, as it creates economic value using technology. Consider an imaginary traditional dairy that used to produce milk in the old milking fashion, using the farmers hands and a big nice bucket. At some point the farmer decided to acquire a milking machine from his engineer friend that had recently established a milking equipment factory using his own inventions. The farmer installed the machine in his farm and taught his kid how to use it, so he can peacefully retire. During the next couple of years, the farmers kid gained an advantage over his neighbor farmers, bought more cows, made a small fortune and established a new dairy company (which he called after his dad). Few years later, after all the other farmers had done the same, the farmers kid decided to install digital thermometers in the dairy (acquired from the very same milking equipment factory), and became the leading milk provider to the entire region, with the reputation of having the freshest milk around. Again, achieving an economic advantage using new technology. This dairy had become a TBO for short periods of time during its existence, while the milking equipment factory that had invented and manufactured the machinery was a TBO throughout the years. Explain the term â€Å"White Spaces† in the context of technological innovation. How could this term be used in an organization to help planning and decision making about innovation? White spaces are the two optional gaps between technologies and applications. The first gap exists when there is a need in the market but no solution to match it. The second gap takes place when there is a technology out there that has the capability to produce a technofact that no one knows what to do with. A technofact that did not yet find the â€Å"ultimate product† it enables (where theres a way but there is no â€Å"will†). Innovative organization can either fill up the first gap by pursuing new technologies to match the unanswered market needs, or they can focus their efforts around understanding the potential of existing technologies and to use them to develop new groundbreaking applications. Outlines the dangers and risks associated with rapid technological development to society and individuals. Are you pessimistic or optimistic about it? What can and should we do as a society and as individuals to benefit from technology and avoid the risks. The dangers and risks that rapid emerging technologies incorporate can come in many ways, shapes and forms according to the technology domain. From the lose of privacy through health jeopardizing, moral issues and mass destruction weapons, they all have one thing in common – the rate of the technology adoption and development has become faster than the rate of the ability to comprehensively understanding its implications. Successful technologies are spreading swiftly, acquiring life of their own and â€Å"forcing† people to use them in order to survive in the modern society. Even if a certain individual decides to rebel and not to use a specific technology directly, it still might change the environment this person lives in, to affect and endanger im just the same (e. g. cellular phones). The lose of freedom inflicted by some technologies is a big price of its own that society and individuals have to pay. History tells us that panic from new technologies had always existed, and we are probably experiencing the same unjustified fear of the unknown that the car inflicted on society a hundred years ago. But the problem with history is that it can only explain the past, while the present is unlike anything humanity imagined before. I dont believe that governmental regulations aiming to restrain technology can work in the long run, but in order to control at least some of the risks, governments should cooperate globally on some issues to regulate technologies similar to the way new medicines and drugs are treated. As individuals, we must take responsibility for our health and moral values, to deal with it at all times among ourselves, to be aware of the risks we are taking and not to become blind addicts for anything new. Still, Im pessimistic as for the capability of mankind to do that and overcome its basic selfish nature.

Proton Was Incorporated In May Marketing Essay

Proton Was Incorporated In May Marketing Essay Introduction Proton was incorporated in May 7, 1983. Proton is Malaysias first national car maker company. Proton is a Malaysian automobile manufacturer headquartered in Subang Jaya and Shah Alam, Selangor, Malaysia, with a manufacturing plant in Tanjung Malim, Perak. It all began in 1979, Malaysias Father of Modernization, Tun Mahathir Mohamad, (the Deputy Prime Minister of Malaysia), mooted the idea of establishing an automotive assembling and manufacturing industry in our country. Proton successfully produced its Malaysias first car, the Proton Saga, which is commercially launched on July 9, 1985 by our prime minister who had originally conceived the idea of a Malaysian car (History of Proton Malaysia, 2010). Protons objectives include the development of indigenous research and development capabilities, world class manufacturing and production standards, design capabilities as well as a presence in the global market. To further cement their successes, they come out with the new model such as Persona, Exora, New Saga and Preve. According to Prime Minister Datuk Seri Najib Tun Razak, Proton Preve has been developed accordance with global standards of quality and safety (Proton unveils latest car model the Preve, 2012). Today, they are constantly seeking progress that drives PROTON as a brand that encompasses not only making the best cars, but embracing the values that comes with it. Currently, export is one of the mode entries that Proton is using to expand its market. For instance, Proton cars are making their mark internationally as competitive and innovative automobiles. They are now being exported to 50 countries including the highly competitive United Kingdom and continental European markets. In order to reach the commitment from customers, business associates, shareholders, government agencies, and employees, Proton is realizing its goal of being an internationally successful Malaysian automotive manufacturer. It is achieving this by being customer oriented and by producing competitively priced and innovative products. Besides that, Proton has agreed with Chinas carmaker company, Hawtai Motor Group Ltd on Memorandum of Understanding (MoU to gain collaboration in product development and give licensing on its current models to Hawtai Motor Group to be manufactured by Hawtai in China (Proton signs MoU with Chinas Hawtai Motor, 2011). Main purpose for this collaboration is to develop the new models by sharing the cost and joint design. This enables Proton to lower down their cost and discover the potential cross-supplying of components from local Malaysian vendors to China. Proton also has relationship with the Youngman Automobile Group located in China. Youngman Automobile Group has been buying the Gen2 model from Proton since 2007 and selling the model under its own brand name. Proton is an automobile technology that is the pride and symbol of Malaysian innovation and dedication. Proton is preparing ahead now, with a view to globalize throughout the world. They will be breaking new grounds, opening n ew markets, and delighting new customers. Current Expansions Joint Venture Proton Holdings Berhad has a joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. They had come out with an agreement of Memorandum of Understanding (MoU) with Chinas Hawtai Motor Group Ltd to explore collaboration in their product development that allow Malaysian car manufacturer to expand their business to China (Zaharin, 2011). Besides, Proton will also license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group. These two models will only sell in Chinese domestic market and there are under Hawtai brand and maybe with co-naming with Proton because they had joint venture to extend their brand to worldwide so that everyone in different country will know their brand (Zaharin, 2011). According to Proton Group Managing Director, Dato Sri Haji Syed Zainal Abidin, Proton are now concerning into new models that manufactured by Hawtai Motor Group and it is suitable to redevelop to act as the substitut e for existing Proton models so that the development and tooling costs will be shared by both companies (Proton signs MoU with Chinas Hawtai Motor, 2011). Partnership Proton-Lotus engineering is also having partnership with Youngman. Youngman is a family-owned company which is located in Jinhua, Zhejiang and now it has renamed itself as Engineered by Lotus. The car with the brand name of T5 SUV is the production of car upon the partnership between them. T5 SUV is the extended form of Gen-2 platform and it will use engines from Protons CPS upwards and will be priced in the range of RM 50,000 to RM 75,000. In order to going global, they also designed right-hand drive version and also left-hand version so that the model can be acceptable by all the nations and sold worldwide (Vong, 2012). Proton Holding Berhad is also carry out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was found to be failing due to the lack of technology transfer in year 2005. Proton has established a 20 years old relationship with Mitsubishi, but in the end it still broke down (Tan, 2005). However, Proton and Mitsubishi still wish to extend their partnership option in year 2008. Upon the partnership, Mitsubishi will be able to deal with the development and production of all vehicles which is under Proton brand and Proton also allows building new Mitsubishi-based vehicles (Klose, 2008). Export    Since 1983, Proton has established its automotive position consistently in producing and exporting cars. Currently, Proton has risen to a level where it has exported to more than fifty countries which include traditional export markets such as United Kingdom, Asia and South America including Australia, Turkey, Russia, India, Laos, Egypt and Argentina. Other than that, Proton is also aggressively expanding their business in other countries including Middle East and South Africa (Gabilaia, 2001).  However, Proton  does not export cars in the United States because of strict American regulations (Aero, 2012  ). Proton started its international exporting in the late 1980 which exports from Malaysia to other right hand drive markets like New Zealand. However, it was not as success as compared to the United Kingdom so Proton had withdrawn from the New Zealand market in 1990 (Mandalina landy, 2009). When Proton first export of cars in Europe was started in 1988 where it exported to Republic of Ireland and a year later, they expand their export market to United Kingdom. There was a large unit of cars being exported to United Kingdom and Ireland in 1989 since the United Kingdom is the largest export market of Proton. They export the cars through its distributor in UK which is its subsidiary, Proton Cars (UK) Ltd. When Proton decided to export their car in UK, it shows a significantly improvement on the overall sales performance and increase in production units. According to Mandalina landy, Proton somewhat suffered poor quality product has made Protons image in UK being affected included the sale s of the car dropped 14 900 units in  1993  to 4 600 in  1998. In addition, Proton also has suffered for intensive competition from other countries in automotive industry such as Japanese and South Korean carmakers. Therefore, Proton is too rely on its major export market in United Kingdom, Proton can export to other European countries since the company has not much expansion towards European countries. Even though ASEAN Free Trade Area (AFTA) agreements has been reduced the trade of entry to ASEAN country makes Proton decided to make further expansion to ASEAN country (Mandalina landy, 2009) but it just with a small units of car exports to Singapore, Indonesia, Thailand, Brunei, Nepal, Pakistan, Philippines, Bangladesh, and Sri Lanka. Thus, it contributed to lower in term of Protons production and profitability. There are six original members of AFTA: Brunei Darussalam, Indonesia, Malaysia,  Philippines, Singapore and Thailand. Now AFTA has included 4 members which are Vietnam, Laos, Myammar and Cambodia (Gabilaia, 2001). According to Aero, Proton does not officially exported their car to Vietnam. Besides, South Africa is the second country after Singapore where Proton has exported Satria Neo (Thestar, 2006). Proton would still retain its status as a national carmaker, but they will be focusing on its export markets (Choong, 2012). This can help Proton to offset the poor sales pe rformance on other export markets such as european market. Generally, Proton enters into some other countrys market via signing a distributor agreement with local based distributor such as Indonesia, Thailand and Australia. Forward  integration  is one of the strategies in order for Proton to gain the ownership control of its distributor. Thus, through signing distributor agreement that Proton as owner and controller of the distributorship of Proton cars can increases its control over its distributor. Besides, countries with left hand driving culture such as Singapore and Australia, Proton are producing and exporting left-hand car models to enter the market whereas neighboring market such as Thailand and Indonesia, Proton are serving them with right hand drive model of cars. Since car exports  are contributing substantial revenues for Proton. Therefore,  from 2008 onwards, Proton plans to push for annual car exports to 100,000 within the next few years (Neil McDonald, 2006). Acquisition Due to a lack of technology transfer, Proton has ended partnership with its major supplier Mitsubishi Motor in 2004 (Alborz Fallah, 2007). However, it does not affect Proton much regarding the supply of component part since they had been acquired Lotus Cars Company in 1996. Through acquisition, Proton able to obtain an additional source of engineering and automotive expertise since Lotus is well known with its engineering design and technology knowhow. According to Gabilaia, Proton is doing research and development with Lotus engineering and Petronas Formula1 team in order to build their own national car with their own engine without relies on the some component part supplied by Mitsubishi. As Proton was lacking of competitiveness in domestic and international markets, several measures were taken to upgrade the company over the years. The turnaround point was through acquisition of Lotus by Proton, Proton  is gaining the advantages from lotus in term of a major RD house through the well regarded  Lotus  Engineering as well as enter into European market which have been traditionally less responsive to Proton. Since Proton did the usual mistake among late coming automakers exporting from the very start to expand to the most competitive markets in the global North, it had made Proton suffered poor image quality. Thus, Proton regain the opportunity to go after a completely different customer segment without eroding the Proton brand in European market through acquired Lotus (Abdur-Rahman Syed, 2011). Future Expansions Partnership Proton has expanded over 50 countries in the world but they have yet to capture a big presence in Asia nations. As we know, India has the worlds second largest population in nations after China. Proton should target India to expand their operations since Indias market is not as compact as China yet which is still very prospective. As the failure of developing a concrete partnership agreement between German automaker Volkswagen and Proton (Paul Tan, 2006), Proton should gain another partner to broaden their market. Thus, we suggest Proton to pursue a partnership with the Japanese car-maker, Maruti Suzuki, a subsidiary company of Suzuki Motor Corporations which is a carmaker leader in India. Maruti Suzuki is a leading automobile manufacturer and the market leader in India car segment. By having a partnership relationship with Maruti Suzuki, Proton can easily capture the Indian market by the existence of well brand reputation of Maruti Suzuki in India. Maruti Suzuki has established a highly profitable joint venture with the India government that creates nearly monopolistic trade in the Indian automobile market. This is also one of the reason why Maruti Suzuki able to become Indias largest passenger car company. Through this joint venture, Proton can avoid many complex regulatory procedures from government department while entering India market. On the other hand, in order to continually dominate India domestic car market opportunities, Proton can propose to Maruti Suzuki with its multi-purpose vehicle (MPV), Proton Exora to be launched to the India domestic market. Although Maruti Suzuki has its own MPV in India but the price is much higher than Proton Exora. Indias car market does not have much (MPV) with a lower price. Proton Exora can offer a lower price than other MPV cars currently existing in the market. The proposal is likely to be successful because the MPV cars price is much higher than Proton Exora. Besides, Proton can collaborate with Maruti Suzuki in making diesel-powered car. The demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. (Maruti Suzuki may not meet 10% sales growth target in FY13, 2012) The gap between prices of petrol and diesel widening from Rs9.83 to Rs25 now, obviously there has been a shift in demand towards diesel. Proton can support the manufacturing process of diesel car by exporting their technology from Malaysia to India. For example, Lotus Omnivore engine which offers a 10% increase in fuel efficiency compared to stratified direct injection engines. Based on Protons current practices, we know that Proton is exporting their cars to its major countries like United Kingdom. This practice indicates that their exporting strategy is too narrow because they just focus on exporting large units in one country. Proton should focus more in exporting large units of cars to ASEAN country like Indonesia, Thailand, Vietnam, Pakistan and so on. It is because these countries have the lower-cost based locations where it can provide low-rate of warehouse to put their cars (Hills, 2011). Moreover, it can also lower the paid for substantial costs of establishing manufacturing operation compared to United Kingdom (Hills, 2011). Another issue of exporting cars is the transportation costs; in which it requires high exporting cost to export car units to other countries (Hills, 2011). This will lead to low profitability and high expenses. Proton should try another mode entry instead of exporting, they can choose manufacture their car units regionally like wholly owned subsidiaries (Hills, 2011). Recently, Proton has selected a new entry mode like joint ventures with Chinas Hawtai Motor Group Ltd in China (Zaharin, 2011). The disadvantage of this practice is risky because it will reduce Protons controlling power to its partner (Hills, 2011). For example, Proton Exora and P3-21A only can sell in China and it is under Hawtai brand. It shows that Proton has no power to make any decision in China market. In addition, Proton would not have the full control over their partners. A good example, all models will be manufactured by Hawtai Motor Group for redeveloping to substitute Proton models in China (Zaharin, 2011). Furthermore, this practice would lead to battles and conflicts for control between the firms if their main objectives and goals are different and it may arise different point of views. For example, Proton Holding Berhad and Mitsubishi Motors Corporation where the partner give a slow pace of technology transfer and lead to end up their partnership in 2005 (Tan, 2005). This kind of problems would be serious if both of the firms are from different country due to the different views and perceptions. In order to prevent this problem arise, one of their partner must have a full controlling interest (Hills, 2011). Acquisition Acquisition is a good expansion strategy to be implemented but a suitable acquisition is vital in order to make profit. Acoording to Proton Cars Berhad managing director, Dato Syed Zainel, Proton is looking forward to be more export oriented in the future. Protons strategies dovetail particularly in the areas of quality enhancement and improvement, cost improvement and enhancement of production efficiency (Future plan- Proton, 2008). In my opinion, Proton should acquire carmaker which has more similarity of car category as Proton such as Mitsubishi. Instead of partnering with Mitsubishi, Proton should acquire their company since Proton is funded by government and has higher capital compared to Mitsubishi, a fully private owned company. Mitsubishi is also a well recognized carmaker company globally which can help Proton to boost up its brand name. Currently, Proton is already the partner of Mitsubishi Corporation under the partnership with EON Berhad since 2005 (Mitsubishi Motors, 2012). Mitsubishi is making losses in the European countries due to difficult operating environment and in debt-hit continent and is expecting to end manufacturing automobiles in Europe by end of 2012 (Loss-making Mitsubishi, 2012). This condition would be a favorable opportunity for Proton to acquire Mitsubishi. By acquiring Mitsubishi, Proton can gain benefit by sharing Mitsubishis global network to make exportation to uncovered regions such as North and South America, Africa and Oceania which are already the global network of Mitsubishi (Global Network Mitsubishi, 2012). In North America, Proton can export its car to countries like United States, Canada and Mexico which made up of high income (U.S.A), middle income (Canada) and lower income (Mexico) customers. With these varieties of income level, Proton should export cars of different price ranges to fulfill the American requirements. Currently, Proton does not export their cars to United States of America due to strict regulation of their government. By acquiring Mitsubishi, Proton can gain benefit by indirectly scheming into the American market. In Africa, Proton can export its car to countries like Zimbabwe, Nigeria and Kenya which mostly are made up of low income citizens which cannot afford expensive cars. Proton can produce cars which are of lower prices compared to prices of other carmaker companies offering them in the market to capture the African market. Meanwhile, Proton can scheme into customers that are not so fussy in countries like New Zealand and Palau in Oceania. Oceania societies are not very fussy in picking up car brand like Proton may be new to them but able to prosper at the same time. Other than using Mitsubishis global network to do exportation, Proton can get benefit by adopting Mitsubishis Japanese technology which is very innovative, effective and efficient. As we know, Proton often criticized for not being innovative enough in designing their car models. By acquiring Mitsubishi, Proton can gain full ownership of Mitsubishis Research and Development centre. Thus, Proton can send its local engineer to learn the Japanese innovation and technology. Mitsubishis technology also can benefits Proton by enhancing the quality and production efficiency of Protons car and making cost improvement As mentioned in the current expansion, Proton had acquired Lotus which has a strong market branding in the European continent (Lotus Purchased by Proton, 1996). Proton can use Mitsubishi technology to manufacture their cars and at the same time uses the Lotus branding to market their cars to the European continent to reposition both Mitsubishi and Proton among the European countries. By acquiring Mitsubishi in the future not only Proton can improve the production of their car in terms of quality but can also globalize our local brand across all continents. Conclusion In conclusion, Proton is an example of successful national car maker. Due to strong government support, Proton car became an icon of both personal and national success in Malaysia. Proton provides good quality and affordable car in order to encourage local residents to purchase and promote patriotism. There are plenty of ways of expanding a business. Proton has been expanding their business in other countries to fit the customers changing needs and also competing in this highly competitive market. The first current expansion strategy used by Proton is by exporting their product to other countries. Proton had successfully penetrated into United Kingdom, South America as well as Asian countries after meeting a number of challenges in terms of quality problems and regulations of other countries. Subsequently, acquisition is also one of the expansion strategies. Proton had acquired Lotus after ended its partnership with Mitsubishi. Proton is gaining the advantages from Lotus in term of a major RD and expertise to develop its own engine without relies on Mitsubishi. In 2011, proton has joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. Proton will license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group to extend their brand to worldwide so that everyone in different country can recognize their brand. Proton Holding Berhad was carrying out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was a failure due to the lack of technology transfer in year 2005. On the other hand, we recommend Proton to pursue a potential collaboration with the Japanese car maker which is also the car maker leader in India, Maruti Suzuki. Maruti Suzuki is a leading automobile manufacturer, therefore it can easily capture the Indian market by the existence of well brand reputation in India. We also recommend Proton to collaborate with Maruti Suzuki in making diesel-powered car due to the reason of demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. Proton can also use acquisition for their future expansion. We recommend Proton to acquire Mitsubishi and use the Mitsubishi technology which can help in enhancing quality and productivity as well as cost improvement of Protons cars and at the same time uses the Lotus branding to market their cars to around the world. Mitsubishi also has a wide global network which they had already expended to all regions in the world. By acquiring Mitsubishi, Proton can benefit from using their global network to do exportation. To achieve an excellent result, Proton will have to constantly strive to be at the forefront of the industry. Proton also has to persistently improve its products and services in the wake of increasing competition in this market. Their mission is to dominate the pursuit of being the first choice of car making company for Automotive Products Services.

Substance Abuse Treatment Groups Analysis

Substance Abuse Treatment Groups Analysis Patty Stewart Introduction For my assessment, I attended three different substance abuse treatment groups in my local town of Port Huron, Michigan, in the county of St. Clair. The first meeting I attended is at the St. Martin Lutheran Church. The meeting is called the New Horizons Group Discussion and is held every Thursday evening at 7:00 p.m. The Vision of Hope Group meets at the Grace Episcopal Church on Friday evenings where I attended at 7:30 p.m. The final meeting is called Narcotics Anonymous located at the United Methodist Church on Saturday evenings at 8:00 p.m. For the duration of these meetings I observed silently. Description of the New Horizons Group Discussion The New Horizons Group Discussion was held in the cafeteria area of the S. Martin Lutheran Church located on Chestnut Street in Port Huron. I attended this meeting on Thursday, September 22, 2016 at 7pm. There were folding chairs set out in a circular pattern. On one wall there was a chalkboard with the name of a guest speaker written on it. A table at the entrance to the cafeteria held a stack of flyers with names and locations of other Alcoholics Anonymous meetings for the Port Huron area. In the back of the room was a table with coffee, cookies, and donuts. There were 12 people attending this meeting consisting of nine males and three females. The ages of the members ranged from the mid-twenties to approximately mid to late sixties. Components of the New Horizons Group Discussion This was an open group and I was welcomed to join them without any discrimination. They began the meeting by bowing their heads and reciting the serenity prayer. When the prayer was complete the guest speaker was introduced and took the podium. The guest speaker was an older gentleman who appeared to be in his late sixties. He told the group a little bit about himself and proceeded to tell his story of alcohol addiction to finding his path to recovery. He often used humor which seemed helpful in keeping a calm and relaxing atmosphere. In his story of addiction he talked about the first time he turned to alcohol and that it felt like a spiritual awakening. He felt that it changed his outlook on everything, until he realized his drinking was a necessity and not a choice. He spoke of unity within the AA group and the strength it brought to them. The guest speaker described that they were all a part of something instead of being separate. The Big Book was mentioned while he discussed the concept of getting rid of old ideas to bring clarity. Feelings about the New Horizons Group Discussion I felt comfortable at the New Horizons Group Discussion. The guest speaker was engaging and hearing his story was enlightening. It was easy to see why the meeting was helpful to those who attended. There was a sense of acceptance without judgement. The members knew each other so I felt that they had all likely been attending for some time. There was no lack of support between members which encouraged recovery. When the meeting had ended the members remained there talking amongst each other while enjoying coffee and snacks. I left feeling as though I had just attended a family gathering. Thoughts about the New Horizons Group Discussion According to a study from 2003, group discussions empower individuals and give a sense of community (Linda Fisher, 2003). The guest speaker mentioned having felt a sense of unity within the group and within the community. This group felt very much like family members and, despite being new to the meeting and having no history of substance use, I was welcomed into the group as though I were family as well. There was always acknowledgement of social struggles that have been or need to be overcome. It was encouraged to know the twelve steps and let them guide each and every one of them throughout life. Interaction with the New Horizons Group Discussion I spent very little time interacting with others because I primarily wanted to observe. The little interaction that I did have was all very positive. I was initially concerned that the members would have some animosity towards me for fear they would think I was being judgmental of them but that was not at all the case. They welcomed me into their group and asked me if there was anything in particular that I would like to learn about. When I left they encouraged me to return if I would like to observe another meeting. Self-Reflection of the New Horizons Group Discussion The New Horizons Group Discussion was enjoyable to attend.I was grateful to them for allowing me into their circle and to observe them as they bared their souls to one another. The group had a very relaxed structure and I felt that if I was able to take comfort from that then it was certainly helpful to new incoming addicts. I got the sense that they were there for each other as much as they were there for themselves. No one wanted to let another down. This group was successful in encouraging each other and offering support and resources outside of the meetings as well as inside. Description of the Vision of Hope Group I attended the Vision of Hope Group on September 30, 2016 at 7:30pm. The group was held at the Grace Episcopal Church on 6th Street in Port Huron. This group was a little larger than the last one I had attended with 27 members in attendance. The majority of the members were male. This group had a large number of members over the age of thirty. The meeting was held in the congregation area of the church where the members sat in the pews facing the podium. Upon entering there was a table with refreshments and snacks. A smaller table on the left held brochures of the twelve steps. This meeting is held every Friday at 7:30pm and is an open meeting. The group lingered beforehand socializing amongst each other and welcoming people as they walked in. Components of the Vision of Hope Group The group all sat filling the first couple pews in the front and in close proximity of one another. They began by holding hands and reciting the serenity prayer. The group leader then took a moment to congratulate everyone for their arrival and thanked them for their attendance. She stressed the importance of attendance, and as a study in 2008 has shown, regular AA attendance is associated with improved effectiveness in sobriety (Gossop, 2008). The group leader then proceeded to read aloud the twelve steps, she spent a few minutes discussing the importance of acceptance of being powerless over alcohol is key to acknowledging the addiction. She continued to tell her story of addiction and road to recovery. When she finished her story she then opened the podium to others. One by one they took turns discussing their own journey and which of the twelve steps they are currently at. A few members opted to decline speaking which appeared to be ok with everyone. At the end of the meeting the group leader reminded everyone of outside sources available and offered her continued support. Feelings about the Vision of Hope Group The general feeling at the Vision of Hope Group meeting was that of acceptance. Everyone was friendly and outgoing. It could be felt from the moment I entered the building that I was entering a place of community. There was a lot of encouragement and support being given to one another. As an outsider, I was still treated with respect and they were all very generous to offer their time to answer any questions I might have. There was a lot of close interactions between them and I could see that some of them knew each other outside of the meeting. As stated in a recent study, individuals uniting around one common goal are stronger than individuals facing difficulties alone (Shealy White, 2013). Thoughts about the Vision of Hope Group I enjoyed the Vision of Hope Group meeting. Allowing everyone the opportunity to discuss their own daily struggles was encouraging to others and yet it never felt like an obligation for anyone to discuss anything if they didnt chose to. As an outsider, I appreciated hearing about the twelve steps from the perspective of the group. I really liked the amount of support that was offered to everyone from the group leader, but also between group members. I was able to see that although they all face similar struggles, they all came from very different backgrounds. It was clear to see that despite having overcome many obstacles they still face new challenges every day in regards to their addiction to alcohol. Interaction with the Vision of Hope Group The members of the Vision of Hope Group were all very open and honest about their struggles with alcohol. Despite being a new face in the crowd they continued to be open with me present. A few members approached me when the meeting ended and offered to give me further insight to addiction and recovery. I could see that some members have been attending longer than others by how comfortable they appeared to be. Overall, there was an obvious sense of community amongst this group. Self-Reflection of the Vision of Hope Group This group had a very relaxed feel to it. Many of the individuals had grown very close with one another and created a sense of family. Because of this, it was easy to feel at ease when joining this group. I felt that some of the members were also members of the church that this meeting was held in. The group, as a whole, encouraged me to recommend this meeting to anyone I knew in need of support. Description of Narcotics Anonymous meeting The Narcotics Anonymous meeting is held at the United Methodist Church on Church Street in Port Huron. I attended the meeting on Saturday, October 15th 2016 at 8pm. This meeting is held weekly and is an open group. The meeting was held in the basement of the church. There was a long rectangular table set up with chairs around it at one end of the room. At the opposite end of the room there was an attached kitchen with a counter separating the two rooms. On the counter there was a large pot of coffee and an assortment of cookies. On the main table where people sat, there were copies of the Narcotics Anonymous handbook. The group had around twenty five people in attendance. The ages of the group ranged between people in their twenties to people in their mid to late fifties. There was a white board with a circle drawn on it that had a diamond in the center. Below that were three simple words that read Just for Today. Components of the Narcotics Anonymous meeting At this meeting the group leader discussed the twelve steps of NA. The focus of the meeting that particular day was step six, Group conscience is the spiritual means by which we invite a loving God to influence our decisions (Narcotics Anonymous World Services, Inc, 1991). The group leader talked about addiction being more powerful than the individual and that its important to hand themselves over to a higher power. This was a very spiritually based meeting. As the members each took turns speaking it was clear to see that they were pained by the way addiction has taken over their lives. They talked about the comfort they gained from knowing they are not alone in their fight against addiction. Many spoke of stressful situations triggering cravings for drugs. Feelings about the Narcotics Anonymous meeting Attending this group meeting felt much different than the AA meetings I had attended. The members in this group appeared pained as they spoke of their addiction. I felt helpless hearing their stories and wished I could do something to ease their pain. They placed a lot of emphasis on goals and the need to strive for them in order to conquer addiction. Goals work best when broken down into manageable steps (Kim T. Mueser, 2003). Thoughts about the Narcotics Anonymous meeting This group was as supportive as the others I attended, but the feeling was more somber. My thoughts are that those addicted to substances other than alcohol may feel more hopeless in living a normal life. The connections between the members in this group were not as strong as I had seen in AA groups, perhaps due to the different struggles they all face. There was evidence, however, that they appreciated having a place they can talk about their addiction without judgement from others. Interaction with Narcotics Anonymous meeting Most of the people in attendance spoke to the group and told their story. Each person discussed their addiction and described how it has impacted their life. Some had shown further progress than others in their recovery. The group leader was understanding and yet objective. He was very good at keeping the momentum of the meeting going. When the meeting was finished some members remained and spoke to the group leader for additional support. Self-Reflection of the Narcotics Anonymous meeting This was a difficult meeting to attend. The sense of hope wasnt as prominent within this group. There was a lot of encouragement from the group leader and from some of the members, but it lacked in additional outside resources for others to look into. I felt like there needed to be more motivation given, possibly hearing more success stories. Conclusion Having attended the three different meetings I can clearly see the benefit to support groups. There is an unlimited supply of support given to one another both inside the meetings and out. Everyone I met had a different background, different lifestyle, and different story to tell. Addiction isnt prejudice. People of all ages and walks of life can come together and offer unity and family to help one another in their battle against addiction. I learned that there are different types of meetings and that with a little bit of time, an addict can find one that fits them and gives them the amount of support and encouragement they need. References Gossop, M. S. (2008). Attendance at Narcotics Anonymous and Alcoholics Anonymous meetings, frequency of attendance and substance use outcomes after residential treatment for drug dependence: a 5-year follow-up study. Addiction, 119-125. Kim T. Mueser, D. L. (2003). Integrated Treatment for Dual Disorders. New York: The Guilford Press. Linda, F. K., Fisher, M. (2003). Participation in community life by AA and NA members. Contemporary Drug Problems, 875-904. Narcotics Anonymous World Services, Inc. (1991). Retrieved from Narcotics Anonymous: www.na.org Shealy, S. A., White, L. A. (2013). INTEGRAL EVOLUTIONARY RECOVERY: Revisioning the Twelve Steps through a Kosmocentric Lens. Journal of Integral Theory and Practice, 66-81.

Woodstock: A Peaceful Rock Revolution Essay -- Woodstock History Histo

Woodstock: A Peaceful Rock Revolution To some, the 60s were a decade of discovery as Americans first journeyed to the moon. Others remember the time as a decade of America’s moral decline with the advent of rock and roll and its representation of "sinful", inappropriate ideals. Yet for many people, the 60s symbolized a decade of love and harmony. Hippies exemplified these beliefs, and in 1969 they gathered at a music festival known as Woodstock to celebrate their music, their love, and their freedom in a concert that has remained on of the most influential events of the 60s. The youth of the 60s were known as the "Love generation". They made love promiscuously and openly, and preferred open to formal marriages. Weekend "love-ins", free form gatherings, communal living quarters, and rock festivals were held in response to the "love movement". The "love movement" was the hippie belief for peace and harmony. It reached its peak in the summer of 1967, and by then it had over 300,000 followers who referred to themselve s as the "love children" or the "gentle people". They gathered in San Francisco, the hippie center of the world, during the summers. During these "Summers of love", they lived on the streets of Haight-Ashbury, sitting in groups along the street and strumming their guitars (Frike 62). These "love children", otherwise known as the hippies were the result of the antiwar movement that was sweeping the nation during the Vietnam war. Hippies were resolutely against the war. They participated loudly, and often violently in countless anti-war protest rallies and marches. They were known to publicly burn draft cards, and some even renounced military service for prison (Hertsgard 124). Hippies were not only antiwar, they were predominantly antiestablishment. The status symbols of their elders were decisively rejected: wealth, social position, culture, physical attractiveness, and economic security. They held in disdain, cosmetics, expensive jewelry, nightclubs and restaurants and all other re finements of the affluent society. Wealth meant nothing to them. Personal freedom to express oneself was believed to be the most important thing in life. They were antiauthority, antirace discrimination, and antipollution, in short they were rebels against the society, fighting against the moral standards of America they felt were unjust (Hertsgard 153). Events such... ...peace. They knew about art and nature. They lived for a weekend in the still eye of the hurricane" (Woodstock). Works Cited "All Nature is but Art: Woodstock Music and Art Fair." Vogue. December 1969:194-201. "Big Woodstock Rock Trip." Time. August 1969:14b-22. Ewen, David. All the Years of Popular Music. New Jersey: Prentice-Hall Inc.,1977. Fass, Don. "The Sixties." http://www.sixties.net (19 March 1999). Frike, David. "Minor Epiphanies and Momentary Bummers." Rolling Stone. August 1989:62-91. Grunwald, Henry. "Youth Trip." This Fabulous Century: 1960-1970. 1986 ed. Hertsgard, Mark. A Day in the Life: The Music and Artistry of the Beatles. New York: Dell Publishing Groups Inc.,1995. Huges, Rupert. Music Lover’s Encyclopedia. New York: Doubleday Inc.,1984. "Rock Audience Moves to Dusk-to-Dawn Rhythms." New York Times. 18 August 1969:25. "Tired Rock Fans Begin Exodus From Music Fair." New York Times. 20 August 1969:1-3. "What Happened in the Sixties?." http://www.bbhq.com/sixties2.htm (19 March 1999). "Woodstock: Dawn of the Bigtime." Economist. August 1989:75. "Woodstock Music and Art Fair." Newswe ek. August 1969:88. "Woodstock: Peace Mecca." Billboard. August 1969:1,10.