Ethics and Law in Dental Hygiene: Case Studies 16 and 17 Essay

Case 16 This case presents a very delicate situation that presents many legal and ethical questions. Do you tell your brother his partner has HIV? I would tell my brother, but the how and when, may vary based on circumstance. From a professional ethical standpoint, it would be unethical to disclose the patient’s HIV status without consent. It would violate the patient’s right to confidentiality, as it is the patient’s choice whom information may be shared with (Beemsterboer, 2010, p. 50). It could also be argued that it is a violation of the principle of nonmaleficence. By providing the patient’s HIV status to people unbound by HIPAA, you are putting the patient at risk of discrimination. This could cause mental anguish or psychological issues, therefore, in essence, inflicting harm on the patient. The most valued application of nonmaleficence is, â€Å"One ought to not inflict harm† (Beemsterboer, 2010, p. 42). This would outweigh the ethical argument th at you are also preventing harm to your brother, another less important application of nonmaleficence (Beemsterboer, 2010, p. 42). There is one professional ethical principle that I would argue was being applied. This being the principle of paternalism, stating that healthcare providers should do what they deem best for the patient according to their ability and judgment (Beemsterboer, 2010, p. 47). If the patient had a sexual encounter with the brother, and did not inform him of her HIV status, she may be arrested for reckless endangerment according to Pennsylvania law. A case where an HIV-positive person did not disclose their status to their sexual partner was brought before the Pennsylvania Superior Court. According to Pennsylvania law, â€Å"Disclosure of HIV status is a defense ag... ...w in Dental Hygiene (pp. 39-53). St. Louis, MO: Saunders Elsevier. Commonwealth of Pennsylvania State Board of Dentistry. (2012, September). Section 4.1 Reason for Refusal, Revocation, or Suspension of License or Certificate. In The Dental Law Act of May 1, 1993, P.L. 216, No. 76 Cl. 63. Harrisburg, PA, USA: Pennsylvania Department of State. Hanson, J. R. (n.d.). Fraud or confusion? RDH Magazine, 19(4). Retrieved 3 15, 2014, from http://www.rdhmag.com/articles/print/volume-19/issue-4/feature/fraud-or-confusion.html Smith, A. (2013). How NOT to commit dental insurance fraud! Retrieved from Amy Smith Consulting LL.: http://www.amysmith.biz/tip-of-the-month/2013/6/25/how-not-to-commit-dental-insurance-fraud.html Violations of Public Policy. (2007). Retrieved from Wrongful Termination: http://www.wrongfultermination.com/index.php?option=com_content&task=view&id=66

Rob Parson at Morgan Stanley

Striking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanley’s reputation and revenues in the financial services sector (â€Å"Rob Parson,† pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (â€Å"Rob Parson,† pp. 95, 96, 97). However, from the 360-degree evaluation, his â€Å"soft skills† do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanley’s organizational culture (â€Å"Rob Parson†, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (â€Å"Rob Parson†, p 102). From the evaluation, instead of being open to others’ ideas, Parson always thinks that he has the right answer (â€Å"Rob Parson†, p 91). Second, Managing Director needs to acquire highly developed organization skills (‘Rob Parson†, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (â€Å"Rob Parson†, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees. Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (‘Rob Parson†, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanley’s culture and norms(‘Rob Parson†, p 91). He will not lead a good example to employees in demonstrating Morgan Stanley’s vision and strategy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organization’s value system. Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employee’s goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanley’s culture (â€Å"Rob Parson†, p 90). Before long, conflicts will surface and a series of problems will occur. How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of the two and find a common ground. In Parson’s case, because his personal vision is not aligned with Morgan Stanley’s, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (â€Å"Rob Parson†, p 92). If his goals had been aligned with Morgan Stanley’s, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees’ skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials. What steps should be taken to make Parson a more effective leader? do something to utilize RP’s energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him(â€Å" Rob Parson†, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement. The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parson’s goals with Morgan Stanley’s vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90), however, one does not have to be one particular type to share the same vision with the organization. I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parson’s goals and Morgan Stanley’s vision will help Parson take ownership of Morgan Stanley’s vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (â€Å"Rob Parson†, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. â₠¬Å"Lessons learned† and â€Å"Lunch and Learn† can both be examples of implementing the knowledge sharing. Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanley’s goal of becoming the world’s best investment bank (â€Å"Rob Parson†, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyone’s goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanley’s culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90). I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create synergy. Rob Parson at Morgan Stanley Striking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanley’s reputation and revenues in the financial services sector (â€Å"Rob Parson,† pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (â€Å"Rob Parson,† pp. 95, 96, 97). However, from the 360-degree evaluation, his â€Å"soft skills† do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanley’s organizational culture (â€Å"Rob Parson†, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (â€Å"Rob Parson†, p 102). From the evaluation, instead of being open to others’ ideas, Parson always thinks that he has the right answer (â€Å"Rob Parson†, p 91). Second, Managing Director needs to acquire highly developed organization skills (‘Rob Parson†, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (â€Å"Rob Parson†, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees. Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (‘Rob Parson†, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanley’s culture and norms(‘Rob Parson†, p 91). He will not lead a good example to employees in demonstrating Morgan Stanley’s vision and strategy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organization’s value system. Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employee’s goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanley’s culture (â€Å"Rob Parson†, p 90). Before long, conflicts will surface and a series of problems will occur. How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of the two and find a common ground. In Parson’s case, because his personal vision is not aligned with Morgan Stanley’s, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (â€Å"Rob Parson†, p 92). If his goals had been aligned with Morgan Stanley’s, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees’ skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials. What steps should be taken to make Parson a more effective leader? do something to utilize RP’s energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him(â€Å" Rob Parson†, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement. The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parson’s goals with Morgan Stanley’s vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90), however, one does not have to be one particular type to share the same vision with the organization. I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parson’s goals and Morgan Stanley’s vision will help Parson take ownership of Morgan Stanley’s vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (â€Å"Rob Parson†, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. â₠¬Å"Lessons learned† and â€Å"Lunch and Learn† can both be examples of implementing the knowledge sharing. Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanley’s goal of becoming the world’s best investment bank (â€Å"Rob Parson†, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyone’s goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanley’s culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90). I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create synergy.

Macbeth Film Comparison Essay

Compare and contrast the opening scenes of Polanski’s 1971 film version of ‘Macbeth’ with Geoffrey Wright’s 2007 adaptation. Roman Polanski’s and Geoffrey Wright’s adaptations of Shakespeare’s Macbeth are filmed in different styles despite being based on the same play. This may be to suit a different audience or convey a different message to one another. Roman Polanski’s 1971 reproduction opens on a wide angle shot of a beach with a sunrise coming up over the horizon. This creates a feeling of morning, and that this is just the start of a storyline. After this, three old, weathered women appear and dig a hole in the sand- allowing a mysterious atmosphere to develop, which leaves the audience wanting to know more. The witches then bury a dagger encased in a severed hand and a hangman’s noose. These items allow the audience to ponder upon the connection of the items. The witches then say their goodbyes and wander off along the beach, the only sound being the squeaking of their cart used to haul the ritual items in. This shot is quite simple, but it creates a feeling of anticipation. Geoffrey Wright’s 2007 adaptation opens in a more 21st century blockbuster style, with attractive young schoolgirls playing the part of the witches who vandalise a graveyard by gouging out the eyes of statues of angels and spraying the eyes of the statues with red spray paint. This is quite an aggressive scene to start with, and sets the pace for the rest of the film. Compared to Polanski’s version, this introduction offers a more up-beat feel, instead of the more sombre style of the 1971 film. The camera then pans round to a close-up of Macbeth’s face whose attention is drawn to the young schoolgirls as they wander past him. He then looks at his wife who is kneeling over their dead son’s grave crying. Again, another close-up, but this time of Lady Macbeth’s face which at this point is not particularly attractive. This could show Macbeth’s desire for a prettier woman in the schoolgirls, and reality- the less attractive sight of his wife; but in the end, no-one knows what he is thinking, just that he is not comforting his wife. Here, the atmosphere is quite tense- lots of things are happening at one time which makes you feel like you are there, in Macbeth’s hectic, confused mind. In relation to Polanski’s film, this film is less mysterious and makes you expect fewer twists because there have been not many so far. The title graphics in Polanski’s film are set in a Roman style font, Seriffed and coloured black. The aged font emphasizes the fact that the film is very traditional. This style of writing is often used in newspaper articles. The 2007 adaptation uses a much more modern, contemporary sans-serif font. The text is coloured red- a recurring theme in this film. In the 1971 version, a wide angle shot of the beach is the start of the film. This wide angle shot is used throughout the first scene to depict the bleak landscape that the film is set in. The wide shot could also be showing us the â€Å"bigger picture†- that there are many little thing that make up the plot of Macbeth, and this is just one little thing on a wide, open beach. Geoffrey Wright’s film does not include many wide- angle shots in the first few scenes. This is most probably because of the action-packed nature of the film. Therefore the camera follows the action intensely- for example following the witches around the graveyard. This gives the audience an adrenalin rush- especially in the action scenes where the audience can perceive themselves to be taking part in the violence. In both films however, close-up shots of the faces of the main characters are shown. In Polanski’s film this is to show mainly emotion- the creepy expressions of the witches, and Macbeth’s blank expression when shown in a close-up. When Macbeth is first shown, invaders are being hung in the background- but Macbeth retains his blank facial expression- suggesting that he has no feelings for those being hung. Geoffrey Wright’s film shows close-ups of the faces of the witches defacing the statues at the graveyards. These shots show the determination that the witches show by their facial expressions to destroy all that has to do with God and heaven in the graveyard. The close-ups of Lady Macbeth’s face show her weakness in her love for her dead child. Polanski’s film uses very weak morning light as a setting for the beach scene. This gives a dull, grey, washed out look to the beach. The beach seems quite uncomfortable, as it is daybreak and there is almost no light and the open beach makes you feel cold inside creating an atmosphere that hints to you that something bad is about to happen. Similarly, the 2007 version seems to be shot in the day, but there is very little light as the graveyard is overcast. Despite this, the graveyard feels more comfortable due to the auburn hair of the witches which seem to emit warmth and light- allowing the audience to feel more relaxed and enjoy the action scene that follows. Polanski’s film opens with the witches burying strange items that all link to death and suffering- a dagger, a noose and a severed hand. Blood (possibly a symbol of murder) is then poured over the items. The witches then spit on either side of themselves, possibly to bind themselves to the witchcraft they are taking part in. the weather at that time is bleak ,and a thunderstorm is brewing- possibly suggesting a little cheaply hat something bad is about to happen. At that point, after the title sequence, the king gallops onto the beach to the sound of trumpets- symbolic of royalty and fame. In Geoffrey Wright’s adaptation, a recurring theme of red is used from the start of the film. This colour represents blood, murder, death, danger, and the underworld. For example, the witches hair is Auburn, suggesting that they pose a mild danger to Macbeth. Also, â€Å"The Cawdor†- the bar which is used as a drugs den, has red wallpaper- suggesting that it is part of the underworld. The witches vandalise a graveyard at the start of the film, showing their hatred towards God and heaven. They gouge out the eyes of the angels- possibly making them blind to what is about to happen. Red spray paint is forcefully sprayed in the eyes of the statues, also making them oblivious to the witchcraft about to take place. Crosses are also defaced- possibly a reference to Macbeth’s worries about his afterlife. After the vandalism, the girls quieten down, possibly showing an ounce of respect seen as though the place they just demolished is a graveyard. Macbeth is dressed in casual attire, but in black, as in the introduction, he is supposed to be mourning his son’s death. Macbeth’s wife also lays down white roses- symbols of love and innocence- ironic as in the end, nobody seems to be innocent! Later on, as Macbeth and his gang chase a drug dealer from the underworld (with the prevailing colour of red), yellow street lights and buildings are shown- this separated the real world from the underworld. This shows the audience that Macbeth’s actions are not within the realms of what a â€Å"normal† person would do, and that in order to carry on with his normal life; he must keep his actions inside the underworld. Music is an important part in setting the scene for a film, and in Roman Polanski’s film, a droning, repetitive, chaos-inducing tune is used which shows the kookiness of the witches. When Macbeth is shown, a drum beat, not dissimilar to that of an army march beat is used. This shows how Macbeth is a soldier and will fight for his king. The King has music played on a trumpet- vey regal and flattering, this shows his position clearly as a monarch. The music played for the different characters is mostly to show who they are in terms of status; and the music is used instead of a lengthy introduction, allowing the audience to apply stereotypes to the different characters via the music and paint a picture in their minds about the character, but on a deeper level than shown on screen. While the title graphics are showing, fighting sounds are played- simulating the sounds of a battlefield. Plus with swords clanging and maces clashing, the audience are allowed to recreate their own battle in their minds without the help of visual hints. The 2007 version uses similarly annoying, grating noises for the witches- but this time using hissing sounds- possibly a link to the devil posing as a snake in the Bible story of Adam and Eve, where the snake fools Eve into eating the Apple, who then fools Adam into also eating the apple- an uncanny resemblance to the tragedy of Macbeth. Instead of showing a blank screen while showing the title credits, Wright preferred to show a gung-ho showdown between Macbeth’s gang and an Asian gang. Here, the music is loud and upbeat in contrast to the hissing beforehand- just like the 1971 version. Possibly in an attempt to entice the audience of the 21st century, Wright uses very violent scenes- such as depicting men being shot with submachine guns by Macbeth. Again- this may have been done to excite the audience; and instead of letting the audience make up the fight in their minds, a graphical representation has been put on a plate for them. This was not done in 1971 due to the social taboos against showing excessively violent scenes in films- a theme that runs right through the 2007 version as nowadays, these types of scenes are generally being seen as more and more acceptable; despite many believing that suggesting is much more powerful than stating- as could be the case in Wright’s version. Roman Polanski’s film shows witches dressed in ragged clothes, unwashed and with no shoes. This allows the audience to see immediately that these women are strange, and not very wealthy. The king on the other hand is shown to wear a fine suit of armour, with a polished helmet- showing his social importance and wealth. Macbeth lies in the middle of the two extremes- not exuberantly poor like the witches- as he wears chainmail and shoes; but not very wealthy and important- as he has no banner or shiny helmet. This simplistic method of categorising people shows the simplistic way in which Polanski is trying to depict the characters and show the audience how Macbeth is lodged between the two extremes of wealth and social status. When Macbeth meets up with his gang for the action sequence, all of his gang are dressed casually in dark clothes. All except the gang’s Consigliere (the Kings son) – who is dressed in a smart black suit with a red tie- again, with reference to the recurring theme of red, this time showing him as royalty, and as having a higher social status than the other gang members. Hair is an important part of first impressions- in Polanski’s film, Macbeth’s hair is not shown in the introduction, and is hidden by a chainmail hood. This could hint at Macbeth being sheltered from evil and guarded due to his hood acting as a â€Å"safety blanket†. The King wears a crown- a symbol of true royalty, and his hair is uncovered- possibly showing that he is weak. Geoffrey Wright’s adaptation also depicts the King as being weaker than the other characters when his hair colour is looked at. The King is shown as having very fair, blonde hair- again being a symbol of innocence and weakness. The witches in Polanski’s film have different hairstyles- two have hoods- like Macbeth’s but made of cloth, and one has dirty, unwashed brown hair. This array of hairstyles allows the audience to realise that the witches are individuals, and are not all identical in the way they behave. On the other hand, the 2007 version shows all of the witches having the same hairstyle and colour- that being red- with connotations to blood and death. This also is trying to show the audience that they are quite aggressive and possibly have links to the devil. Roman Polanski’s film depicts Macbeth with 1970’s style censoring- no explicitly violent or sexual scenes; but traditional â€Å"hints† at what is happening. Wrights’ version is essentially a film from a totally different time period- showing excessive violence to â€Å"help† the modern audience understand what is going on. I think that despite the sometimes cheesy details of the film, Polanski has created a classic that really entices the audience and makes them wonder what is going on when subtle hints are dropped directing the viewer on the right direction in terms of their mental picture of the scene. The 2007 version shows how complacent modern-day audiences have become with violence and nudity in films. I think that this is mostly down to the filmmakers wanting to make the film more exciting- in some ways they have, as the action scenes in the film can be quite gripping. But as a teenager, I think that more needs to be done in order to let my imagination get to work and try to think of what is really happening, and what is the film trying to tell me beyond the gratuitous violence.

Fluid Dynamics Essays

Fluid Dynamics Essays Fluid Dynamics Essay Fluid Dynamics Essay As objects move through fluids, they are exposed to numerous forces that enhance or impede their progress. By analyzing and understanding these forces, one can predict the velocity of a moving object. Of the forces exerted on an object falling through a liquid, such as buoyant force or the force of gravity, the viscous or drag force appears to have the largest negative effect on the object. The effect of aero and hydrodynamic drag forces and friction appears underrepresented in high school physics courses. Perhaps it is because concepts such as viscous and turbulent drag forces are difficult to predict and measure. My preliminary research indicated there are many factors affecting the forces on an object. These concepts fall in the field of fluid mechanics. Initially, my study began with the idea of measuring the aerodynamic drag force exerted on a model rocket. My primary interest was in the factors that influenced the maximum height reached by a rocket with a set amount of propellant. I thought that launching a rocket on a particularly humid or hot day might result in a different maximum height than a launch on a colder day. It might be possible to theoretically identify the factors such as the pressure or density of the air, then relate them to the measured height. I soon realized that this experiment would not produce accurate data or a clear theoretical relationship because it involved a multitude of variables that were impossible to control without the use of a weather-controlling machine. : Progressing fromthis first idea, a more controllable experiment evolved: measuring and comparing the terminal velocities of a ball falling through glycerine at various temperatures. Glycerine was selected because its high viscosity1 exhibits demonstrable results. The amount of viscous drag within a given fluid appears to vary within a controlled container by temperature. This experiment was designed and conducted to test the following question: How is the terminal velocity of a ball falling through a column of glycerine affected by a change in the temperature of glycerine? This study analysed the terminal velocities of an object falling under the force of gravity through a fluid at varying temperatures. My hypothesis states that as the temperature of the fluid decreases, the terminal velocity of the object will decrease by a proportion of. I base this prediction on the electrostatic bonding properties displayed in liquids. In order to prove this, an experiment will be conducted using a small metal ball and glycerine. The third force exerted on the ball, drag, is always in the opposite direction of the movement. It is very similar to the friction force on a block sliding down a plane, which works in the opposite direction of the motion. The source of drag is derived from the viscosity of the fluid and the incidence of turbulence4 on the ball. At lower velocities, turbulence is small and laminar, whereas at higher velocities, turbulence becomes drastic and has an enormous effect on the drag force. One can use the Reynolds number, Re, a dimensionless value, to determine the nature of the flow (equation 4).

Which Delphi Files to Store in a Source Control System

Which Delphi Files to Store in a Source Control System Delphi employs a number of files for its configuration, some global to the Delphi environment, some project specific. Various tools in the Delphi IDE store data in files of other types. The following list describes the files and their filename extensions that Delphi creates for a typical stand-alone application, plus a dozen more. Also, get to know which Delphi generated files should be stored in a source control system. Delphi Project Specific .PAS - Delphi Source FilePAS should be stored in Source ControlIn Delphi, PAS files are always the source code to either a unit or a form. Unit source files contain most of the code in an application. The unit contains the source code for any event handlers attached to the events of the form or the components it contains. We may edit .pas files using Delphis code editor. Do not delete .pas files. .DCU - Delphi Compiled UnitA compiled unit (.pas) file. By default, the compiled version of each unit is stored in a separate binary-format file with the same name as the unit file, but with the extension .DCU (Delphi compiled unit). For example unit1.dcu contains the code and data declared in the unit1.pas file. When you rebuild a project, individual units are not recompiled unless their source (.PAS) files have changed since the last compilation, or their .DCU files cannot be found. Safely delete .dcu file because Delphi recreates it when you compile the application. .DFM - Delphi FormDFM should be stored in Source ControlThese files are always paired with .pas files. A DFM file contains the details (properties) of the objects contained in a form. It can be view as text by right clicking on the form and selecting view as text from the pop-up menu. Delphi copies information in .dfm files into the finished .exe code file. Caution should be used in altering this file as changes to it could prevent the IDE from being able to load the form. Form files can be saved in either binary or text format. The Environment Options dialog lets you indicate which format you want to use for newly created forms. Do not delete .dfm files. .DPR - Delphi ProjectDPR should be stored in Source ControlThe .DPR file is the central file to a Delphi project (one .dpr file per a project), actually a Pascal source file. It serves as the primary entry point for the executable. The DPR contains the references to the other files in the project and links forms with their associated units. Although we can modify the .DPR  file, we should not modify it manually. Do not delete .DPR files. .RES - Windows Resource FileA Windows resource file generated automatically by Delphi and required by the compilation process. This binary-format file contains the version info resource (if required) and the application’s main icon. The file may also contain other resources used within the application but these are preserved as is. .EXE - Application ExecutableThe first time we build an application or a standard dynamic-link library, the compiler produces a .DCU file for each new unit used in your project; all the .DCU files in your project are then linked to create a single .EXE (executable) or .DLL file. This binary-format file is the only one (in most cases) you have to distribute to your users. Safely delete your projects .exe file because Delphi recreates it when you compile the application. .~ - Delphi Backup FilesFiles with names ending in .~ (e.g. unit2.~pa) are backup copies of modified and saved files. Safely delete those files at any time, however, you might want to keep the for recovering damaged programming. .DLL - Application ExtensionCode for dynamic link library. A dynamic-link library (DLL) is a collection of routines that can be called by applications and by other DLLs. Like units, DLLs contain shareable code or resources. But a DLL is a separately compiled executable that is linked at runtime to the programs that use it. Do not delete a .DLL file unless you wrote it. Go see DLLs and Delphi for more information on programming. .DPK - Delphi PackageDPK should be stored in Source ControlThis file contains the source code for a package, which is most often a collection of multiple units. Package source files are similar to project files, but they are used to construct special dynamic-link libraries called packages. Do not delete .dpk files. .DCPThis binary image file consists of the actual compiled package. Symbol information and additional header information required by the IDE are all contained within the .DCP file. The IDE must have access to this file in order to build a project. Do not delete .DCP files. .BPL or .DPLThis is the actual design-time or run-time package. This file is a Windows DLL with Delphi-specific features integrated into it. This file is essential for the deployment of an application that uses a package. In version 4 and above this is Borland package library in version 3 its Delphi package library. See BPL vs. DLL for more information on programming with packages. The following list describes the files and their filename extensions that Delphi IDE creates for a typical stand-alone application   Ã‚  Ã‚  IDE Specific.BPG, .BDSGROUP - Borland Project Group (Borland Developer Studio Project Group)BPG should be stored in Source ControlCreate project groups to handle related projects at once. For example, you can create a project group that contains multiple executable files such as a .DLL and an .EXE. .DCRDCR should be stored in Source ControlDelphi component resource files contain a components icon as it appears on the VCL palette. We may use .dcr files when construction our own custom components. Do not delete .dpr files. .DOFDOF should be stored in Source ControlThis text file contains the current settings for project options, such as compiler and linker settings, directories, conditional directives, and command-line parameters. The only reason to delete .dof file is to revert to standard options for a project. .DSKThis text file stores information about the state of your project, such as which windows are open and what position they are in. This allows you to restore your project’s workspace whenever you reopen the Delphi project. .DROThis text file contains information about the object repository. Each entry in this file contains specific information about each available item in the object repository. .DMTThis proprietary binary file contains the shipped and user-defined menu templates information. .TLBThe file is a proprietary binary type library file. This file provides a way for identifying what types of objects and interfaces are available on an ActiveX server. Like a unit or a header file the .TLB serves as a repository for necessary symbol information for an application. .DEMThis text file contains some standard country-specific formats for a TMaskEdit component. The list of the file extensions you see when Developing with Delphi continues .... .CABThis is the file format that Delphi offers its users for web deployment. The cabinet format is an efficient way to package multiple files. .DBFiles with this extension are standard Paradox files. .DBFFiles with this extension are standard dBASE files. .GDBFiles with this extension are standard Interbase files. .DBIThis text file contains initialization information for the Database Explorer.   Ã‚  Ã‚  CautionNever delete files with names ending in .dfm, .dpr, or .pas, unless you want to throw away your project. These files contain the applications properties and source code. When backing up an application, these are the critical files to save.

ITM 301 Mod 2 SLP - Principles of Information Systems in Business and Essay

ITM 301 Mod 2 SLP - Principles of Information Systems in Business and Organizations - Essay Example Likewise, for a person who just lands up in this website who is just willing to give a cursory look at the website can also get interest aroused. Hence, there is more possibility that the person may spend more time in the site. The look of the website is very appealing to the trained eye of an IT person with all the articles about the current IT issues. A cursory look at the range of articles that have been published is very impressive. Every link leads to a further probe into information in depth. The look of the site shows that it is a very loaded one with vast range of articles, blogs and links. For a person who is determined to find an article about a specific issue this site may be very useful. The apparent audience for the website will be the IT professionals, IT students and business managers. For the IT professionals and IT students this site is useful to keep updated about the latest developments and to get ideas with respect to the technological innovations. For the business managers this site is very useful to understand the effective use of technology to increase the efficiency of the various IT tools. For example the cover story for the August, 2008 issue is about whether to buy or build softw are applications1. This article is extremely useful and gives advisory tips for the managers to bring down the IT cost and at the improving the apparent benefits of software implementation. When I browsed this site, I found the IT white papers section very useful. To get a comprehensive idea about the topic of interest this section is indeed a great boon for researchers and business managers. The white papers provide valid data about the various issues and challenges in implementing and maintaining business management of technology. The links that I intended to follow are the news about the various projects. In that the disaster recovery is a very interesting area for me where I found many articles about the ways in which IT can be used in case of adversity.

Report Essay Example | Topics and Well Written Essays - 2500 words - 16

Report - Essay Example Given that human labor is the main driving force towards attaining the core objectives of an institution, it is mandatory to ensure that they are acquainted with the skills and expertise needed to deliver quality services that meet the divergent needs of the international market. Recent research as documented by theorist Bassnet (2010) in his book: Statistical Data Analysis has sufficiently demonstrated that only about 25% of corporate business organization undertake regular capacity building through on-job training, workshops, international conferences and seminars that are geared towards instilling new insight and relevant skills within the labor force (Bassnet, 2010). The HR Director has been on the run to diagnose the cause of underperformance among a section of its employees and it has become eminent that the majority of them lack the required skills to match the current needs of consumers and meet the internationally set standards in the industry, demonstrating the scope of the study. The best practice relating to employee performance lies in the ability of the human resource department to diagnose the problem and identify the specific areas that are lacking; and require reinforcement and empowerment to meet the needs of the organization. This ensures that there is a holistic growth in the organization and that all departments work cohesively together to realize high productivity and remain competitive in the industry. When one department lags behind, the whole system’s performance is essentially affected hence the need to ensure that all the sectors work optimally without one derailing the activities of the other due to incompetence and lack of capacity to deliver. According to McGeorge (2010, p. 121), capacity building fundamentally entails equipping the labor force with the technical know-how in as far as their duties and responsibilities