Critical Assessment And Intervention Of Critical Care Nursing

Critical care nursing is an intense area of nursing. The RNs care for patients that need close assessment and intervention. Working in a CCU requires advanced skills. The nurses that work in the critical care unit have to be very precise. Treatment and care of critical patients is very complex. Critical care or intensive care nursing staff must have more training than other general nursing staff. They have to be prepared to care for patients with critical needs around the clock rather than more stable patients. Most RNs are required to have a BSN degree or certification for critical care. As most fields do, the critical care nurse is required to compete continuing education yearly. The nursing staff in the critical care unit are required to do multiple tasks. For example, recording vital signs, assess function of ventilators, equipment, and monitors. The nurse also, administers medications prescribed, maintain IV patency, assess need and accomplishments of medications/ fluids. The nurse works with other nursing staff to complete care for all CCU patients. In case of situations requires life saving measures, the nurse performs the tasks, at the same time being aware of standards/ protocols posted by the hospital. While the patient is admitted, the nurse is required to perform teaching, provide support, and advocate the patients. Throughout all the treatment, the nurse is assessing the patient and following/ adding to the care plan designed for the particular patient. InShow MoreRelatedCritical Assessment And Intervention Of Critical Care Nursing919 Words   |  4 PagesClinical Rotation Summary Critical care nursing is an intense area of nursing. The RNs care for patients that need close assessment and intervention. Working in a CCU requires advanced skills. The nurses that work in the critical care unit have to be very precise. Treatment and care of critical patients is very complex. Critical care or intensive care nursing staff must have more training than other general nursing staff. They have to be prepared to care for patients with critical needs around the clockRead MoreIdentify the stages of the Nursing Process and the skills essential to the Nursing Process1672 Words   |  7 PagesThe nursing process is a five stage systematic framework, and based on the problem solving approach; it forms the foundation for nursing practice to facilitate focussed, individualised care planning for patients (Yildirim and Ozkahraman 2011). This assignment will serve to identify the five stages of the nursing process: Assessment, Nursing Diagnosis, Planning, Implementation and Evaluation. The skills: Communication, Observation, Critical Thinking and Reflection involved within the nursing processRead MoreNursing Reflection Paper1150 Words   |  5 PagesCritical thinking and clinical reasoning are essential for a sound clinical judgement. Nurses use critical thinking model s and processes to support and organize the interventions that they perform in the clinical setting. In the scenario of Mr. Patient requesting for a DNR order, I used the nursing process to formulate appropriate nursing actions and the lasater’s clinical judgment model guide my reflection. In this paper, I will describe the skills that was used in relation to nursing processRead MoreCritical Care Nursing Essay1195 Words   |  5 Pagesessay sets out to discuss the importance of comprehensive and accurate assessment on a registered nurses’ ability to make excellent clinical decisions. It will examine what factors can change a nurses’ capability to be aware of, and act on abnormal assessment findings. As well as assessment being part of the nursing process that is used in every day nursing, it is also a critical part of patient safety (Higgins, 2008). Assessment findings are used to determine what needs to be done for the patientRead MoreA Nursing Process Ap proach to Malignant Melanoma1155 Words   |  5 PagesNursing Process Approach to Malignant Melanoma To fully comprehend the concept of the nursing process, one must first understanding what nursing is and the history of nursing. Nursing has evolved over the years from a basic system of care to a well-developed professional system in which special ways of think are applied in order to efficiently maximums patient care. The base of nursing is patient care, thus the nursing process is the foundation for nursing practice and key to ensuring the needsRead MoreApplication Of Self Reflection And Self Evaluation1633 Words   |  7 Pagesin an undergraduate nursing program. This paper looks at my accomplishment of meeting all eight behaviors that are specific outcomes of the nursing program including: critical thinking, nursing practice, communication, teaching, research, leadership, professionalism, and culture. These accomplishments, over the course of my undergraduate career, will be proven using previous completed clinical logs that span sophomore, junior, and senior year in the nursin g program. Critical Thinking Sophomore YearRead MoreA Nursing Assessment For Pressure Ulcers1354 Words   |  6 Pagesone and type two diabetes, edema, altered circulation, low serum albumin, and malnutrition. Perhaps the most important step in prevention begins with a comprehensive integument nursing assessment for pressure ulcers. There are many pressure ulcer prevention interventions currently in practice; however, few of the interventions are supported by high quality evidence. 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Fall prevention is critical in order to decrease falls in nursing homes. There are programs that

Role of Marketing Staff Free Essays

The Role of the Marketing Staff DONALD R. LONGMAN Business management [S increasingly dependent upon marketing to gain enduring competitive advantage. This article describes the rich opportunities for success presented by a change rn the approach to marketing stafF work and acquisition of professional personnel for it. We will write a custom essay sample on Role of Marketing Staff or any similar topic only for you Order Now GREAT DEAL has been written in recent years about the marketing concept. We may expect to see much more; for competition in American industry is increasingly centered in marketing-. This is a substantial change from the situation only a few decades ago. Success then hung on creative skill in evolving substantially new types of products, new production processes, new efficiency systems. Each step forward in these areas produced relatively strong and enduring competitive advantages. This is much less true today. Mass training of skilled research and development men and of production engineers, increased mobility of manpower, and mass communication at the professional level have all served to spread technological know-how with amazing speed. Competitors employ research men and engineers of parallel training, professional contact, and skill. If one company’s team seems relatively inept in the competitive battle, it is still possible to call upon a superior group of consulting engineers for help while a new team is being built. Under these conditions, competitors quickly identify and match successful innovations made by any company in their field. They may even improve on the original innovator’s ideas. It would be vain to suppose that even such corporate giants as Esso, U. S. Steel, or^ General Motors could gain and hold for long a major competitive advantage in product or manufacturing process. Indeed, it has become common practice to grant licenses to competitors on a royalty basis, thus removing technical innovations as a basis of competitive advantage in the market. Competitive Opportunities It^ is this comparative equality in production skills that is forcing a shift in the weight of competition to marketing. Marketing is still a relatively unexplored area. Our customers are so many, so scattered, and so nonhomogeneous in nature and in demands that they are difficult to understand. We are not even sure how we can best serve them economically and efficiently. Changes are still commonplace among big, well-established companies in such basic elements as channels of distribution, discount systems, warehousing arrangements, and service policies. Such changes grow as much out of uncertainty and insecurity m marketing decision as out of changes in the market itself or m marketing institutions. Marketing offers a rich area of opportunity for competitive advantage, richer today than that offered by any other phase of business. But if a company is to seize this opportunity, a lot has to be done. 29 30 Journal of Marketing, July, 1962 Requirements for Efficient Marketing 1. A Sound Understanding of the Market First, it is essential to acquire a comprehensive understanding of the market itself. This is a matter of getting the facts, completely and accurately. One has to know the exact size of the market and its geographical distribution. One must know who make up the market, the numbers and kinds of people. Where do they buy, in what quantities, how often, why? What products are available for them to choose among? What are their characteristics, their prices, tbeir patterns of distribution? What are the products used for, what satisfactions do they provide? Why is one brand chosen over nother; and why do people change in their choices? There is so much that needs to be known, and known well. How else can we think constructively of the marketing process until we have a solid grasp of the facts, a sure sense of perspective? The truth is that little effort to think constructively about marketing was made during the decades when competitive success was estab lished by production efforts. Systematic collection and analysis of marketing facts have been undertaken, even by the largest and most progressive companies, only during the last fifteen or twenty years. Indeed, the evolution of marketing, research may serve as n index of the shift in competitive pressure toward marketing. We possess today the tools and techniques for acquiring quickly and efficiently almost all the basic data necessary to provide executives with a sound perspective in marketing. Yet marketing research is still inadequately utilized; there is ample room even now for a company to gain major marketing advantages over competitors simply by superior knowledge of the facts of the business. The 10,000 professional marketing research men today are probably not a third of the number we may expect when marketing has been developed to a peak of fficiency comparable to production. 2. Innovation The second requisite to superior marketing lies in innovation. There is no progress in acceptance of routine, in copying competitive practices, in turgid operation. Indeed, in the fiuid environment of marketing, with changes in policies, practices, and procedures borne no more of creative thought than of uncertainty, the well thought out, tested innovations may prove extremely rewarding. We must be prepared to consider alterations, often radical changes, in methods and policies. We must become creative, cultivating a flexibility of mind that seeks and considers ew approaches. We must be prepared to reexamine the basic premises upon which our policies rest. We must begin to ask the fundamental questions and to fix them in our mind, looking, looking always for new answers. There exists a unit expected to devise and explore new ideas in the production area. It is supposed to suggest innovations, to challenge current practices. It is staffed with men of imagination, men of specialized education, men whose minds are constantly stirred and challenged by contacts with ba sic research scientists in our universities, foundations, and government units. They are in continuous ontact with other professionals throughout the country, often in other countries, and are constantly stimulated by the ideas and exploratory efforts they encounter in a wide variety of industries. They are Research and Development men. There is no comparable unit in marketing, even in companies whose marketing costs far exceed manufacturing costs. The nearest marketing pai’- allel’is to be found in advertising agencies. These owe their independent existence to the very fact that creative imagination and innovation are obviously essential to advertising; and even the largest advertisers do not provide in their marketing rganizations a climate conductive to high quality creative work. But the advertising agency is concerned fundamentally with only one of many marketing activities. It is not well equipped to serve as the creative arm for the entire marketing function. It is not paid enough to do the job; nor is the company advertising manager who works with the agency so positioned in his own company that he could spark the creative effort for the entire Marketing Department. This means that a new and different unit is needed to function within the company itself. It must be staffed with men of creative minds, trained n seeing and exploring possibilities not clear to others. They need to be observers of marketing in all of industry, stirred and challenged by professional association with creative men in universities, consulting firms, everywhere that pioneering thought g-oes on. They must imagine, synthesize ideas, experiment systematically. They may be engineers exploring the application of operations research to warehousing. They may be psychologists studying the foundations of sales- †¢ ABOUT THE AUTHOR. Donald Longman is Vice President and Director of Research for the J. Walter Thompson Company, New York. He is President f the American Mar lteting Association and Chairman of the International Marketing Federation. In earlier years Dr. Longman was a university professor and a government executive. He has held senior positions in business in both line and staff capacities. He is the author of a number of books and articles. The Role of the Marketing Staff 31 men’s or dealers’ morale and motivation. They may be marketing researchers probing ways to break old consumer buying habits and build new ones. They may be systematically testing consumer responses to a range of product styles, flavors, or scents. They must be the Marketing R and D. . Scientific Approach to Decision Making The third major requisite to superior marketing lies in hard-headed, scientific decision making. This requires a solid grasp of the facts of a business through research and through experience. More important, it requires imagination, perceptiveness, thoroughness, objectivity, analytical skill, and emotional stability. Few people acqu ire all these traits in the normal course of their lives; our marketing executives today introduce large portions of emotion, hunch, habit, and haste in their judgments. But needed qualities can be developed as a matter of explicit training. In increasing measure they are being developed in the best of our Schools of Business. Decision making is extraordinarily complex in the marketing field. When decision is required between alternative policies or procedures, it is necessary first to grasp fully and completely the exact nature of the alternatives and all their implications. It may seem simple, for example, to select a brand name for a new product; but this is only true for one who does not know both the values and dangers in a name. A name can convey a sense of quality, lend itself to easy recall, facilitate effective advertising, express values to be received in use; n sum, it can secure a privileged competitive position to its owner. Or it can be easily ridiculed or played upon, fail of copyright, be subject to confusion with other names, and so on. In truth, there are scores of facts to consider in selecting names, a wide variety of criteria to employ in judgment. There is a lot at stake. If this is true of names, i magine how much more true this is of issues concerning pricing, packaging, discount systems, employment and motivation of salesmen, advertising themes, and so on and on. Each issue must be studied objectively, its implications uncovered. All the facts relevant to ecision must be marshalled. The possible effects of alternative courses must be weighed. Experimentation or testing may be considered. This is the slow, arduous, but hard-headed and scientific approach to decision making. This is the way to confident action, desirable any time but mandatory when significantly new, creative innovations are put into effect. Those of us privileged to have close contact with marketing management over the past twenty years have seen a slow but steady progress toward this kind of decision making. Arbitrary, hasty, â€Å"seatof- the-pants† decisions based on hunch, enthusiasm, nd personal preferment for the individual advocates of one course are becoming less common. Yet there remains much room for improvement in decision making today. 4. Efficient Administration The fourth requisite to marketing success lies in efficient administration—the daily execution of policy and practice, the employment of facilities and men, the operating job. This is the field of marketing performance, so obviously necessary that it could not be overlooked. Here the need is for inspiring leadership of men, operating drive, astute supervision of performance in every detail, the building and aintenance of a morale that instills a motivation in the doers of the marketing job. Broadly speaking, marketing can claim credit for superior performance in this area; it has been given thought and attention at a senior business management level. By the same token, it is the marketing requisite least rich in opportunities for improvement and, therefore, least likely to yield a competitive advantage in marketing. The very obviousness of the need for sound administration has tended to obscure the nee d for the other three basic requisites in marketing—a full understanding of the market itself; the development f creative, new ideas or innovations; the making of decisions on a hard-headed, scientific basis. Administration is a big job, involving, the employment and supervision of hundreds, even thousands, of people, as well as the purchase, maintenance, and operation of equipment and facilities of countless kinds. And the huge expenditures for marketing lie under the administrator’s control. Small wonder, then, that marketing administration was equated with all of marketing, until increasing competitive equality in other areas forced people to study more seriously the nature of the marketing function. Sound administration is a fundamental component of marketing, but is far from all of it. It is the operation of a gigantic â€Å"machine. † This marketing machine works on the materials provided it, and under the policies and procedures set for it. The machine operator, skilled as he may be in his function, is rarely qualified alone to conceive, test, and decide upon new ideas, on new policies and procedures. He is not an innovator. He is not a researcher. He is not a trained and objective decision maker. These are different problems, requiring skills and training different from his, perhaps even a different temperament. A New Organization of the Marketing Function The slowly growing recognition that marketing management requires much more than administra32 Journal of Marketing, July, 1962 tive skill has led our largest and most progressive companies to bring a new kind of man to the Marketing Vice Presidency. He tends to be more thoughtful, sometimes skilled more in handling ideas than in handling men. He is more objective, analytical, less emotionally involved in his assignment. He has begun demanding research—searching for ideas, thinking of both â€Å"strategy and tactics. † The basic administrative management of arketing, the line operating responsibility, is being delegated to a subordinate General Sales Manager or Director of Field Sales Activities. Concurrently, staff departments in marketing have grown in number and influence. New units have appeared. We now have Product Managers, Marketing Operations Managers, Research Managers, along with the older Advertising and Credit Mana gers. Even Marketing Accounting and Marketing Personnel Managers may serve as members of the Marketing Stafif. Functions and Operation of the Marketing Staff The functions of these several staff groups have not been clearly crystallized as yet. Broadly speaking. , most of them are supposed to study all phases of the company’s marketing operations in the area of their specialization; keep the Marketing Vice President closely posted on trends and developments in their areas; check performance efficiency; and recommend policy or procedure changes when they seem needed. Thus, the Product Manager for a particular product keeps closely informed on all competitive conditions affecting his product, observes regional and district sales performance on the product, notes obstacles to sales success, and proposes means of overcoming them. The Operations Manager concerns imself with the supply, maintenance, and efficient performance of all physical facilities, stores, warehouses, delivery systems, etc. As a superior specialist in this area, he advises the Marketing Vice President on ways to improve efficiency and service, and to cut operating costs. The same kind of work is done by the Credit Manager, the Marketing Accounting and Personnel Managers, and the Advertising and Sales Promotion Manager. Collectively, the staff managers cover all the difiierent functions in marketing. When these Departments were set up, it was natural, of course, to staff them with young men ho had proved themselves successful in the company’s marketing activities. So, they were drawn from the ranks of the administrators. Generally this is still true, for this is the logical source of men and these jobs are still not clearly enough defined to suggest the need to look elsewhere. But this will change, indeed is in the process of change. It is not enough for the Product Manager or Operations Manager to serve as an observer of operations, to be an administrative second-guesser in a particular area of specialty. This would be a most routine approach to a job, unworthy of senior personnel. Rather, the staff Manager and his assistants must use their advantageous positions to acquire all relevant information affecting their functions. They must assimilate, analyze, and evaluate these data constructively. They must add to this, the stimulus of wide-ranging contact and observation of their industry and of many others. They must cultivate a flexibility of mind inviting new ideas. They must become creative—considering all manner of policies, procedures, activities which can add to marketing opportunities or improve service and increase efficiency. They must develop and explore their creative deas, testing mentally or in the market place those which seem most promising. In handling such tasks, they develop habits of thoroughness and objectivity, making scores of decisions on the basis of a scientific approach. They are truly staff experts— observing, creating, testing, recommending ways of doing their part of the marketing job better than it has been done before . This is the basic job of the Product Manager. Concentrating all energies on the one product or product line for which he bears responsibility, it is his job to conceive new and better ways to market it. His work may lead to recommended product odifications, package changes, price or distribution revisions. He may study advertising, promotion, guarantees, and service, and come up with new recommendations. He is the innovator, the preliminary decision maker, working from intimate knowledge of all relevant facts. The same is true of the Marketing Operations Manager. He is studying the nature and design of his retail outlets, the number and location of warehouses, the packing and order-filling system, the volume and distribution of inventories. He has scores of subjects to study, each offering opportunities for significant improvement. If he can nly conceive a better type of retailing equipment for his stores, a better system of truck scheduling, a finer system of production-distribut ion coordination, he can strengthen his company’s competitive position and add to its profits, just as can the Research and Development Manager or the Production Manager. What is true of Product and Operations Managers is just as true of the Advertising, Sales Promotion, and Public Relations Managers. It is just as true of the Marketing Personnel Manager. By use of cost analysis, the Marketing Accounting Manager can make significant contributions to policy on reas of operation, channels of distribution, a quantity discount system, and a hundred other things. We need an explicit, articulated understanding that this is the job of the Staff Manager. We need The Role of the Marketing Staff 33 to recognize formally, and afiirmatively that innovation and scientific decision making is the particular province of these men . . . that collectively they represent a kind of R and D for Marketing. The Staff as Professionals When this is done, we will have a very different set of specifica tions for men to fill these jobs. They must possess keenly analytical but highly fiexible minds. They must be imaginative, creative. They must be objective, thorough, trained in the scientific approach to problems. They must know the rudiments of collection, assimilation, and evaluation of data. They must be well informed, with wide contacts in industry and education. In a word, they must be professionals. Broadly speaking, this is the kind of background and training we find most often today in marketingresearch men and consultants. This implies that in time most senior staff positions in marketing will be research positions. After all, research, viewed broadly, is nothing more than the systematic, horough, objective examination of a problem; the orderly acquisition of all relevant data bearing upon it; and the meaningful, creative evaluation of the data in terms of conclusions and recommendations. This is, indeed, what is expected of Marketing Staff Managers. With further passage of time, however, the specific functions of marketing research will be narrowed. Today anyone engag ed in simple fact gathering may be called a research man. Ten years from now, however, the term prohably will be reserved largely for those who by long, and specialized training have mastered the more complex and intricate echniques of research. They will be the specialists in sampling, in operations research, in projective techniques. The Marketing Research Department will not be large, and it will carry out its work on a service basis for all the Marketing Staff Managers. The changes ahead are already very much in the process of being made. Product Managers, Advertising Managers, staff men of every kind are addressing themselves ever more seriously to their Jobs, going farther and farther beyond routine, specialized, administrative observation and suggestion. They are getting into their jobs more deeply han ever, and so they feel impelled to creative and decision making roles. And more and more such jobs are going to research men and to men whose training and temperament commend t hem for a research approach to business. The trend will quicken as there is more widespread specific recognition and articulation of the ultimate character of staff work. MARKETING MEMO We Are Already Living in the Future . . . ^ Are you enjoying your life in 1985? Through no time machine, via no crystal ball, we are, today, living lives accurately predicted by early science forecasters and science fictioneers—but predicted for about 1985. Our age is a good quarter of a century ahead of its time, thanks to developments that would have waited many more years—except for urgent military necessity. Many of us resent defense spending. We begrudge its existence as a necessary waste that helps insure freedom, but yields no tangible return. How wrong we are! Our defense research dollars, aimed at strengthening our military muscle, are pushing civilians toward richer, healthier, safer, more convenient living. It was military money that led to the development of the safety door lock and the low-profile anti-skid tires now on many new automobiles. Military necessity mothered rainwear that remains indefinitely repellent to water, oil. and grease despite repeated laundering and dry cleaning. ^John G. Hubbell, â€Å"Life in 11)85 Today,† reprinted by permission of Quest . . . for tomorrow Magazine, Vol. 2 (Summer, 1961), p. 14. Copyright of Journal of Marketing is the property of American Marketing Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use. How to cite Role of Marketing Staff, Papers

The Highway free essay sample

On the Road just gave me the itch. The itch to abandon the glum ho-hum life set before me for a life on the road, tackling the wondrous world and getting my kicks. I believe author Jack Kerouac would agree that being on the road is more about being a madman for your dreams than actually hitchhiking your way to Frisco and back just to hear some maniacal pianist shake and quiver as he pounds the keys into sawdust in a broken-down saloon off Market Street. It’s the itch that drives you to seek and experiment and explore, whether it’s that crazy world around you or those thick books written by Wolfe and Hemingway you’ve got but never had the courage to tackle. Kerouac and his road buddies traveled up and down the Eastern seaboard, through the Midwest and California to escape their dull lives. Jack and Dean and Carlo Marx just wanted to feel the beat, that jazz they loved so much, and the road beneath them. We will write a custom essay sample on The Highway or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The crazy wild-eyed excitement, the raging energy of Dean Moriarty tears at your soul and makes you want to be like him – even though he’s one tragic cat. Maybe you don’t want to find yourself still on the road when you’re 45 – dying of alcoholism – but you never want to lose that mad-eyed fervor you felt way back when. I can see a life ahead of me, one Kerouac would have been proud of. I can see myself in the back of that old Greyhound bus coming out of Port Authority. I’ve got my battered copy of On the Road in one hand and a one-way ticket in the other. I can see the Hudson River lit by a sad orange dusk from the corner of my eye – it flows polluted, the water swelling and shrinking like the crescendos and decrescendos of some lost jazz musician’s trumpet singing sweet â€Å"EE-yah† and â€Å"EEE-de-lee-yah† into the hollowed-out subways. The bus grumbles and roars onto the dark highway, bound for Chicago, the dividing point of East and West, my past and future. But then if I followed that road I wouldn’t be myself, just another Kerouac wannabe, wishing I were growing up with those young Beats. So I guess I’ll just have to take in Kerouac’s uncontrollable passionate soul and leave out the hitchhike to Frisco, the ragged clothes and nights spent in the back of a flatbed staring up at the big sky of Wyoming. As Kerouac hooted – his eyes nearly popping from their sockets – in the midst of one of his mad conversations with Carlo Marx, â€Å"I had nothing to offer anyone except my own confusion.† I could tell you that Jack was right, but it wouldn’t matter. Kerouac’s confusion is a beautiful confusion that gives you the clarity to do what you never thought possible. One day, I will find myself looking into that dark highway – that endless stretch blanketed by the shadowy unknown – I’ll carry On the Road like a bible and I will know that Kerouac gave me the feverish energy to keep traveling through the night. On the Road is more than a book to me; it’s a muse.

5 Pillars of Archaeological Method

5 Pillars of Archaeological Method I was horrified at hearing of the rough shoveling out of the contents and protested that the earth ought to be pared away inch by inch to see all that was in it, and how it lay. WM Flinders Petrie, describing how he felt at eight years of age, on seeing the excavation of a Roman villa. Between 1860 and the turn of the century, five basic pillars of scientific archaeology were enunciated: the ever growing importance of stratigraphic excavation; the significance of the small find and plain artifact; the diligent use of field notes, photography and plan maps to record excavation processes; the publication of results; and the rudiments of cooperative excavation and indigenous rights. The Big Dig Undoubtedly the first move in all of these directions included the invention of the big dig. Up until that point, most excavations were haphazard, driven by the recovery of single artifacts, generally for private or state museums. But when Italian archaeologist Guiseppe Fiorelli [1823-1896] took over the excavations at Pompeii in 1860, he began excavating entire room blocks, keeping track of stratigraphic layers, and preserving many features in place. Fiorelli believed that the art and artifacts were of secondary importance to the real purpose for excavating Pompeiito learn about the city itself and all its inhabitants, rich and poor. And, most critical for the growth of the discipline, Fiorelli began a school for archaeological methods, passing along his strategies to Italians and foreigners alike. It cant be said that Fiorelli invented the concept of the big dig. German archaeologist Ernst Curtius [1814-1896] had been attempting to amass funds for an extensive excavation since 1852, and by 1875 began excavating at Olympia. Like many sites in the classical world, the Greek site of Olympia had been the subject of much interest, especially its statuary, which found its way into museums all over Europe. When Curtius came to work at Olympia, it was under the terms of a negotiated deal between the German and Greek governments. None of the artifacts would leave Greece (except for duplicates). A small museum would be built on the grounds. And the German government could recoup the costs of the big dig by selling reproductions. The costs were indeed horrific, and German Chancellor Otto von Bismarck was forced to terminate the excavations in 1880, but the seeds of cooperative scientific investigations had been planted. So had the seeds of political influence in archaeology, which were to profoundly affect the young science during the early years of the 20th century. Scientific Methods The real increases in techniques and methodology of what we think of as modern archaeology were primarily the work of three Europeans: Schliemann, Pitt-Rivers, and Petrie. Although Heinrich Schliemanns [1822-1890] early techniques are today often disparaged as not much better than a treasure-hunter, by the latter years of his work at the site of Troy, he took on a German assistant, Wilhelm DÃ ¶rpfeld [1853-1940], who had worked at Olympia with Curtius. DÃ ¶rpfelds influence on Schliemann led to refinements in his technique and, by the end of his career, Schliemann carefully recorded his excavations, preserved the ordinary along with the extraordinary, and was prompt about publishing his reports. A military man who spent a great deal of his early career studying the improvement of British fire-arms, Augustus Henry Lane-Fox Pitt-Rivers [1827-1900] brought military precision and rigor to his archaeological excavations. He spent a not-inconsiderable inheritance building the first extensive comparative artifact collection, including contemporary ethnographic materials. His collection was decidedly not for beautys sake; as he quoted T.H. Huxley: The word importance ought to be struck out of scientific dictionaries; that which is important is that which is persistent. Chronological Methods William Matthew Flinders Petrie [1853-1942], known most for the dating technique he invented known as seriation or sequence dating, also held high standards of excavation technique. Petrie recognized the inherent problems with large excavations, and assiduously planned them out ahead of time. A generation younger than Schliemann and Pitt-Rivers, Petrie was able to apply the basics of stratigraphic excavation and comparative artifact analysis to his own work. He synchronized the occupation levels at Tell el-Hesi with Egyptian dynastic data, and was able to successfully develop an absolute chronology for sixty feet of occupational debris. Petrie, like Schliemann and Pitt-Rivers, published his excavation findings in detail. While the revolutionary concepts of archaeological technique advocated by these scholars gained acceptance slowly around the world, there is no doubt that without them, it would have been a much longer wait. Sources A bibliography of the history of archaeology has been assembled for this project. History of Archaeology Part 1: The First ArchaeologistsPart 2: The Effects of the EnlightenmentPart 3: Is the Bible Fact or Fiction?Part 4: The Astounding Effects of Orderly MenPart 5: The Five Pillars of Archaeological Method Bibliography

The Many Meanings of Bitte in German

The Many Meanings of Bitte in German Bitte is used a lot in German. The many meanings of bitte include: PleaseYoure welcomeHere you go (when handing something over)May I help you?Pardon? The challenge is determining what the speaker or writer means when using the word:  It all depends on the context, tone, and other words expressed along with bitte.   Saying Pardon Me? You can use  bitte  when you are trying to politely express that you did not understand or hear something the speaker has just said, as in Pardon me? The following brief dialog shows how to express that sentiment in a courteous manner. Ich bin heute einkaufen gegangen. I went shopping today.Wie Bitte?   Pardon me?Ich habe gesagt, dass ich heute einkaufen gegangen bin.   I said, I went shopping today. Expressing Here You Go and Please A  host  might  use bitte when handing something, such as a slice of pie, to a guest, as in:  Here you go. Or,  a customer and a waiter might both use  bitte  in the following exchange: Customer: Ein Stà ¼ck Apfelkuchen bitte. A piece of apple cake please.Waiter, serving the cake:  Bitte sehr.   Here you go.Customer: Danke.   Thank you. Note how in this exchange, the customer uses  bitte  to mean please, while the waiter uses the same German word to mean here you go. Saying Please and Yes Please Bitte  can also mean please in other contexts. For example, you can use this handy word to ask for help, as in this example: Kannst du mir bitte helfen?   Can you help me please? You can also use  bitte  to  mean please as a polite imperative, as in this brief exchange. Darf ich Ihnen den Mantel abnehmen?   May I take your coat?Bitte!   Yes, please! Asking May I Help You? You will often hear a waiter say  bitte, bitte sehr, or bitteschà ¶n?  (please and here you go) in a restaurant when delivering a dish. For instance, waiters will often use the word when they approach your table, as in: Bitte sehr! Here you go!Hier, bitteschà ¶n. Here you go. Note that  bitte  by itself still means youre welcome, but in this context, the word is used as a shortened version or  bitteschà ¶n or bitte  sehr.  This makes sense, because if the  waiter is carrying a hot plate and wants to set it down- but you are busy talking or drinking your coffee- he certainly would want to use as few words as possible to get your attention so youll free up some space and he can relieve himself of the scalding plate. Saying  Youre Welcome If someone thanks you for a present, she might say: Vielen Dank fà ¼r Ihren Geschenk!   Thank you very much for your present! You have several ways to say youre welcome, in addition to using the word bitte. You can express it formally, as in: Bitteschà ¶nBitte sehrGern geschehen   It was my pleasure.Mit Vergnà ¼gen   With pleasure. Or you can express yourself informally by saying: BitteGern geschehen   It was my pleasureGern  (shortened form of Gern geschehen) You are welcome.Nichts zu danken.  Ã‚  Dont mention it.

Food Safety Paper Essay Example | Topics and Well Written Essays - 1750 words

Food Safety Paper - Essay Example Food can easily get contaminated by a number of reasons. Some types include microbiological contamination which is unnoticeable and occurs swiftly if food is left open. Another type of contamination includes physical contamination which is noticeable to the naked eye but occurs due to inattentiveness towards food in particles form. The last type of contamination is chemical contamination which occurs through airborne chemical substances which settle into food and may be very harmful (D'Mello, 2003). In UK, during the last 15 years, there has been a substantial increase in incidents related to food safety. In 1980, incidents regarding food-borne illness were around 12,700 in UK which bolstered up to 100,000 in 1998. The Health Education Authority (HEA) conducted a research which portrayed that around three million children even under teenage make their own breakfast and that 65 percent of such children serve their parents with evening cooked meals. There were 57 percent of children wh o prepared food with pets around them, and 46 percent shared their food with their pets during preparation (Food and Drink Federation, 1996). This shows how food safety is left loose and can be harmful for both, children and their parents. The incidents of most concern to citizens of the United Kingdom involve many unknown factors. In 1986, the first incidence of bovine spongiform encephalopathy (BSE) in British cattle was reported. It was not until 1996, however, that U.K. scientists identified a possible link between BSE, a new-variant Creutzfeldt-Jakob disease (CJD), and 14 deaths. This discovery resulted in the slaughter of all beef cattle over 30 months old and worldwide bans on sales of British beef. The sale of beef on the bone also was temporarily banned. Research into the long-term impact of BSE in cattle and it’s; relationship to CJD in humans is ongoing. The British government is investing heavily in research to learn more about the long-term impact on the populati on (Patnoad, 2001). Food safety involves a number of steps which need to be carried in order to ensure safe consumption. For this, the food must be well stored in clean and sanitized storage facilities, followed by proper preparation equipments and preservation facilities. In the United Kingdom, the sanitation process of food begins immediately after the food items are acquired from the market and is carried out effectively until the leftovers of the food are dealt with properly. These sanitation measures are not too complicated and can be easily practiced at home too. These measures are constructed with a series of processes that are followed in order to provide quality sanitized food from the commercial kitchens in UK to the customers, effectively. Firstly, it is made sure that food is prevented from getting contaminated through any types mentioned earlier. This is done by the decisive action of storing the food properly. Food items like sugar, flour, spices and cornmeal should be kept in airtight containers to barrier out bacteria present in the air. Also, items like vegetables and meat should be safely kept into airtight containers into a cold storage like freezer (Griffith, 1995). Commercial kitchens in the U.K have laid down basic kitchen sanitation guidelines which they follow which ultimately serves to be a vital element of food safety. They ensure that their preparation counters are properly sanitized and disinfected

Labour Law in Canada Research Paper Example | Topics and Well Written Essays - 1000 words

Labour Law in Canada - Research Paper Example Additionally, the wrangles and inadequacies that the firm experiences, especially communication, might have emanated from the absence of proper training. Therefore, the employer and the executive ought to institute adequate policies, which would impart adequate knowledge to the staff. This is via shunning utilization of its own staff to train fellow peers regardless of the post that they hold. Since, these members of staff also require training due to their evidenced misconduct while dealing with their peers, for illustration, Williams. Prior to any terminations, the firm via its executive ought to have prepared notices meant to inform the staffs regarding the core reasons that prompted their intended discontinuations (Karabegovic 2011). This would be according to the dates stipulated by labour laws, which stipulates when one started working and the duration or alternatively using termination pay option. What are the critical issues to be decided by the board? Employees’ mode of termination was pathetic coupled with rudeness especially by the executives. For example, Williams who rather than sending notices to the staffs or summoning them before utilized the telephone in executing the advocated termination by the employer. The company did not even bother to address the workers regarding reasons, which prompted their terminations. In addition, the issue of meagre wages did demoralize the workers (Karabegovic 2011). Consequently, the employer should improve the staff’s both physical and invisible environment, which will enhance their morale and productivity. These encompass the Store 58’s floor and resolving of the evident wrangles amid the... What are the critical issues to be decided by the board? Employees’ mode of termination was pathetic coupled with rudeness especially by the executives. For example, Williams who rather than sending notices to the staffs or summoning them before utilized the telephone in executing the advocated termination by the employer. The company did not even bother to address the workers regarding reasons, which prompted their terminations. In addition, the issue of meagre wages did demoralize the workers (Karabegović 2011). Consequently, the employer should improve the staff’s both physical and invisible environment, which will enhance their morale and productivity. These encompass the Store 58’s floor and resolving of the evident wrangles amid the staffs. Which party bears the burden of proof and why? In this situation, the employer via the managerial body bears the burden of proof due to their witnessed misconduct. This is especially the manner in which the executive contacted terminations coupled with their rude remarks especially towards the employees (Karabegović 2011).