The Currently Undergoing Change In Business Commerce Essay

The Currently Undergoing Change In Business Commerce Essay All organizations that are currently undergoing some kind of change.  Many of these programs on the changes resulting from management practices, such as culture change, business process engineering, empowerment and quality of the whole.  Other initiatives, the changes are dependent on the needs of the organization to reposition the face of changing competitive conditions.   A good example is the ongoing process of change at Marks Spencer.  Strategic Change The term is usually reserved for such initiatives.  These transitions are often related radicals in the organization, which includes strategy, structure, systems, processes and culture.  Success in implementing strategic change in organizations is poor.  Many simply do not understand that the implementation (which is actually turning plans into reality), and not the wording that is difficult.  To the strategic objective becomes a reality, it is necessary to change the way people behave in organizations. This will require more restructuring and new systems.   Background of change   Faster pace of change is the starting point.  Sure, companies live in times of change, indeed, more turbulent age than ever.  But what was true for many years.  What happened to that last, managers realized that without changes in not only miss opportunities, can kill or paralyze society.  Even if an organization indulges in finally change may be too late to prevent continual arthritis of the company.   Marks Spencer has been horribly damaged, not only by his lawyer about the size of its reserves, but by managing cattle demonstrated that corresponds to unravel.  M S, after serving what turned out to be a strong reflection of heavy blows of its reputation and profits fell by a few weak sales.   The worst thing is that Suns statistics were accompanied by anecdotal evidence bad choice of clothing for women, lack of resources, attractive shops which confirmed that the problems were not resolved.  M S knew that he needed the conversion to a retailer who fleet feet, a magnet for vendors and managers, and a dynamic leader in the field of fashion.  But M S was never one of those three things.   During the long reign of dominance Rick Greenbury, the consolidated unnecessary functions from the past: from top to bottom, slowly and deeply conservative.   Description of changes in the organization   The process of change can be difficult,  may be slow and painful.  People by nature do not like change.  Companies naturally do not like change.  The question is whether we want to drive the implementation of strategic changes in our business, how much pain we are ready to commit to adopting means for change?   We must first ask the reasons for changes in the business environment?  There are four modes of changes that may occur in any company and be seen as the primary cause. The theory of change management   Managing change in the tradition of organizational development, considers the organization of social systems, and therefore relates to humanistic element in conjunction with the mechanics of the organization.  The aim is to improve the efficiency and prosperity by facilitating the organization of the development process so that eventually the organization is able to solve their problems and adjust if necessary. Therefore, in order to implement effective change, the scientist-physician must be able to adapt and apply appropriate rules to the current situation.   Familiar models for inclusion in our theories in use were selected for their usefulness, adaptation and integration of members of the organization.  They are listed below.   Planned changes to the model of Lewin (1951)   These changes in the oldest and most fundamental are that Lewins change model.  It consists of three stages: melting, movement and refreezing.  The publication is to reduce the peacekeeping forces of organizational behaviour.  The movement involves moving behaviour of the organization and re-freezing is to stabilize the new state.  Lewins saw a change in behaviour of sources in the organization.  These forces are trying to maintain the standard and those who fought for change.   Model of action research   The classical model of action research focuses on the planned changes as an iterative process in which a preliminary examination on the organization is a way for future research and future needs.  Search in the initial phase is estimated to guide research.   The model focuses on the massive data collection and identification prior to any action taking place and a careful evaluation later.  Emphasis is placed on the organization and work with your doctor to change all stages of the process.   Business model is based on the most current research approach to planned change and is often considered synonymous with the IP (Cummings and Worley, 2005)   Kotter Model   According to Kotter, the plans should be established to develop appropriate stages, achievable and measurable changes, while engaging, enable and facilitate the participation of people as quickly and as openly as possible (Kotter, 1995, p. 2-3).   Changes must be realistic, achievable and measurable (Kotter, 1995, p. 6).  These aspects are particularly relevant to management and changes in individual groups.  Prior to the organizational changes, the organization must determine what it wants to achieve with this change, why and how he knows that change is achieved.  It is the address that is affected by this change and how they will react.  Finally, how changes in the organization are able to achieve alone and what aspects of the changes he needs a specialist or outside help to achieve.   Intervention   Our diagnosis, offer interventions to deal with errors or problems and help Marks and Spencer in competition with other organizations.  This list, which is not exhaustive credits towards a cultural change, but taking into account the wider context, which is defined at the beginning of the quantitative changes in corporate strategy are required.  Therefore, the intervention process, which includes culture change, would be best suited for this case.   Transformational change   Transformational change is a relatively new organizational change.  Is concerned about radical change and is essentially change the way the organization is perceived both internally and externally and how it works.   This type of change would be particularly relevant to the case of Marks and Spencer, as it must radically change the way you operate in a competitive environment.   Culture change   The concept of organizational culture has brought a lot of research and culture, many models have been developed to define measure and observe the culture.  However, little consensus about the nature of culture or to understand.  Nevertheless, culture has become a very important part of the organization and activities covering a culture change have increased sharply.   Schein (1990), Millward (2005) model of culture is one of the most commonly used, consists of four layers at different levels of consciousness.  In the centre of the basic assumptions (unconscious, reactions uncontested guide), values (this is important) and norms (how to behave), and finally, artefacts (observable behaviours and procedures).   This metaphor of culture cannot hope to capture all the elements of organizational culture, it is a useful tool in the study.   Need for change To understand how organizations respond to the need for change, we must examine the organizational processes and management, organization transformation through additions, deletions or changes to the resource base leads to the attainment of these processes of change.  We need to know not only what the organization which markets will come, how fast they grow, but how they do it.   Factors that determine the need for strategic change   Organizations usually in response to changes in the external environment, as well as the development of competitive advantages in the organization.  External environmental factors, including:   Social factors Such as changes in demographics and purchasing habits of consumers. Legal factors Legal pressures that force organizations to comply with the law changes, for example, in response to environmental legislation.   Economic factors Relate to the booms and declines in economic activity in general, changes in interest rates, inflation, etc.   Political factors These are related to wider policy changes for example the government to take a particular line of the privatization / role of government in society.   Technological factors Technological aspects of technological advances such as developing new methods based on point of sale by the company.   In addition to these factors, he slept a significant impact on the organization, making competition.   Slept analysis is an analysis of the major changes in the environment of the organization.  This is sometimes called environmental scanning.  Managing change is a key aspect of how the organization responds to changes in an appropriate manner.   Todays managers believe that in the future, organizations need more leaders who can use the talents of the organization in achieving its objectives, the development of a culture that believes change as an opportunity rather than a threat, regularly invent the organization, effectively  planning and implementing change.  To succeed in this environment, managers have to do the right things in the existing well-defined procedures and limitations.  Predictable and stable environment reduces the need to mobilize the organizations capacity, flexibility, creativity and innovation.   The environment has changed radically, and successful organizations and their managers   should behave differently.  Managers in todays environment are needed to  transformation of the organization, to develop good relationships with internal and external  stakeholders, run horizontally and vertically, and not the entire culture lines  enable employees and the development of networks and alliances. Stakeholders in developing a strategy change   Stakeholders are those who have direct interest in the organization and may be beneficial, and harmful to the organization if not properly treated if a policy is adopted in order to keep the company and they should also participate in company affairs and decision making.  The system is planned in this direction in which we can pass our message to all actors in society and be in the best interest of the latter.  Some of it is also relevant for people who do not want to change or resist change.  The behaviour of these people also consider. Resistance to change Responses to organizational change initiatives are no different.  In the beginning there is a small proportion of the early adopters those who want to participate, because I just changed a breakthrough that will lead to better conditions.  Most of the people affected by the initiative of the changes will be far less enthusiastic than the early adopters, but over time they will eventually accept and adjust to it.  Finally, the group will not be very resilient, many of whom will never adapt to the changes in place.  This range of behaviour results from a normal distribution.  It is a natural phenomenon intuitively understood by most managers of change.  Unfortunately, though perhaps unconsciously, to understand the phenomenon, these managers often do not use this knowledge to better organize an effective change.   The aim is to adopt the first to develop their support and consciously use their influence to speed up the most reluctant to change.  It is important to understand that they do not reflect the impact of hierarchical position.  Leaders are natural leaders and respected functional experts who are well connected.  They are nodes in the social, business, politics and communications networks, and their sphere of influence goes beyond the scope of their parent organization.  While these influential illustrate its support for the changes, they are a marketing tool more powerful than any message issued by the office of managing change.   Strategies should be performed on the leaders of high or medium, the goal is to transform them into the first users, and use its influence over the end of the interest or commitment.  For those who cannot be pulled forward or to the small force, aims to accelerate the speed of their adaptation to help them better understand and prepare for the consequences of change.   It is also focusing on people who are able to adapt, but because of its unique combination of knowledge, skills or abilities, but a significant contribution.   Some people will be unwilling or unable to adapt to change.  They are already able to demonstrate their acceptance and respect for a change, otherwise, may suffer the consequences clear.  Include initiatives that will affect change, how it will affect them and what their reactions might be important for the success of the strategy changes.   When an organization brings new things about people, there will be problems. Participation, involvement and open, early, full communication are important factors.   How to tell change to people The workshops are very useful process to develop a common understanding, methods, principles, methods, systems, ideas, etc.   Surveys are useful to repair the damage and lack of trust among employees if you allow people to fill them out anonymously, and provided that publish and implement the findings.  You cannot force change individuals and teams must have the right to seek their own solutions and responses, the facilitation and management support, tolerance and compassion for managers and executives.  Management style and leadership behaviour are more important than intelligence and the political process.  Employees must have confidence in the organization.   A leader must listen to and work with these ideas, or change can be very painful, and soon will be lost in the process.   You may also find that the main problem is the resistance of the people and defence of someone who is in the organization, what you do.  After this challenge, you can begin to compare what is happening with what the organization intends to do (mission, values, goals, priorities, targets, key performance indicators, process measures), as people feel things (marketing, maintenance workers, morale and attitudes  ) as well as customers and suppliers feel too much (in fact, go out and find clients and former clients in particular).   Follow the protocol is very difficult you have properly with people and explain who you are and what you do.  Be polite.  Respect the people more than usual; because they are sensitive, it is understandable.   The framework for change management at Marks Spencer   Marks Spencer has been under pressure to change the external economic factors and not yet answered correctly.  It is for this reason that the approach proposed amendment is necessary to initiate and implement change is being driven by the management of physician (s).   Using current models and theories of change management in the organization development, proposed a framework for planned changes that could be used by Marks Spencer.   Context of Changing   First, in the context of the situation to be addressed in order to develop appropriate methods of change.  This can be done in three dimensions:   The volume changes   à ¢Ã¢â€š ¬Ã‚ ¢ Incremental change to solve specific problems such as lack of communication and low customer satisfaction   à ¢Ã¢â€š ¬Ã‚ ¢ Quantum amendment to change the basic functioning of organizations, including the structure and culture   Degree of organization   à ¢Ã¢â€š ¬Ã‚ ¢ Over-organized where policies are too rigid for effective action due to poor communication, conflict avoidance, etc.   à ¢Ã¢â€š ¬Ã‚ ¢ Sub-structured where there is too little regulation for the effective operation due to lack of direction and coordination structure.   Domestic vs International   à ¢Ã¢â€š ¬Ã‚ ¢ Cultural differences, especially between Eastern and Western societies, for example, Asian countries tend to be hierarchical and North America deal with individuality.  It can be difficult to implement change, which encourages openness among employees when it is not viewed positively.   In the case of Marks and Spencer, the magnitude of change is that major changes in the quantum of culture, structure and strategy must be addressed.  They will be included in the applied intervention.  They are also highly organized society with the management system now that he is honoured to be part of the overall problem.  Although the system successfully in the past, is steeped in ancient culture and able to adapt to a redesigned image of Marks Spencer.  Therefore, the process of change at Marks Spencer will focus on softening of the structure.  General review, Marks Spencer, will be treated as a citizen of the operation of this case, since closed down its operations in Europe and North America sold its franchise stores in Hong Kong.   The model change is composed of seven steps to help developers to the key issues of transformation.  Activities focus on people, leadership, trust, vision, empowerment, celebration and institutionalization.  Despite the emerging linear stages can occur simultaneously.  Effective communication is the mortar.  There must be open and honest communication in every step of the process, and communication needs to combine these steps together.  Nothing can destroy the effort to change sooner or permanently, that poor communication.   Here are the steps for effective transition.   Assessment and solve human problems   Contractor changes need to invest time and effort to understand the problems of people does not appear in place of those who suffered, and then practice the golden rule of treating others as they would be treated.   Exercise strong leadership in the organization   Without strong leadership, positive change will not.  Leadership can no longer be the domain of a few organizations all the staff responsible should do what it takes to achieve organizational goals.  This is especially true when change must occur.  Many must step in and assume leadership.  Spreading leadership and decision-making responsibilities, inspires and motivates everyone to play a role in implementing the changes.   Building trust in the leadership   Confidence is simply the belief that it would suffer if threatened.  Obviously, the level of mutual trust between labour and management or between supervisors and subordinates affects the health of the organization.   Clearly articulate the vision to all   If you want to change, please explain the reason and purpose of fundamental change. People cannot have a real idea of where the organization is or what problems it faces. You have to tell them.  They need to understand the purpose for the desired result.  Be prepared to answer these questions: What is the problem?  Who said that?  What happens if you do not change?   Creating an helpful environment Organizations can do everything possible to prepare the ground for change in response to the concerns of people in order to demonstrate strong leadership, building trust, formulating a vision all, that is, but to create an environment to enable success.   Honest answer is that you can get almost as much as you want to manage anything else of a turbulent, messy, chaotic nature, it is not really manage it, talk with her.  It is a question of leadership is one of management skills.   The first thing to do is jump in. You cannot do something outside.   A clear sense of mission or purpose is essential.  A simple mission, the better.   Building a team that can work hard and one of them is the team leader. Pick people with relevant skills and high energy levels.  Youll need two.   Set flexible priorities.  You must have the ability to drop what youre doing and tend to something more important.   Treat everything as a temporary measure.   Ask for volunteers.  You will be surprised that arises.  You will be pleasantly surprised what you can do.   Find a good boss or team leader and stay in his way.   Conclusion   In concluding this report, we can say that effective reforms introduced to the strategy are to maximize the huge returns if these changes are well managed.   In this report, and Spencer takes on the characters thinking and different models are also discussed to show the strategic shift from Marks Spencer, which is a leading company in the UK, but suffered from some activities for that has to change, and finally models Kotter and Lewins,  a representative of the role of stakeholders that their existence in the affairs of the company is very necessary to be able to join in their decisions and At last appropriate model is also developed, which will provide guidance for better performance. Dont Do Change for the Sake of Change Do Change to Enhance Organizational Performance

Blooms Taxonomy :: essays research papers

Bloom’s Taxonomy is the higher order of thinking. Imagine a pyramid; to get to the top, you must first finish what is on the bottom. Bloom’s Taxonomy is divided into 6 different sections, each one specifying what skills are being demonstrated. The first and easiest block is knowledge. In knowledge you observe and recall of information, knowledge of dates, events, places, major ideas, and of subject matter. Some clues to identify knowledge is if it asks or you list, define, tell, describe, identify, show, label, collect, examine, tabulate, quote, name, who, when, where. The second step would be comprehension. Comprehension consist of understanding information, grasp meaning, translate knowledge into new context, interpret facts, compare, contrast, order, group, infer causes, predict consequences. Keywords to spot Comprehension would be: summarize, describe, interpret, contrast, predict, associate, distinguish, estimate, differentiate, discuss, and extend. Layer number thre e is Application. This is where it starts to get harder. Application involves using information, methods, concepts, and theories in new situations, solving problems using required skills or knowledge. Look out for these words to help you identify application: apply, demonstrate, calculate, complete, illustrate, show, solve, examine, modify, relate, change, classify, experiment, and discover. Step four is Analysis. Analysis involves seeing patterns, organization of parts, recognition of hidden meanings, identification of components. Question Cues: analyze, separate, order, explain, connect, classify, arrange, divide, compare, select, explain, and infer. The second to the last step, Synthesis, is hard, because now not only do the questions have to be answered for this, but the other steps should be done as well, to be able to fully understand. The elements that contribute to synthesis are: use old ideas to create new ones, generalize from given facts, relate knowledge from several are as, predict, and draw conclusions. Clue words include combine, integrate, modify, rearrange, substitute, plan, create, design, invent, what it?

Meeting at Night and Parting at Morning Commentary Essay

In the two poems, â€Å"Meeting at Night† and â€Å"Parting at Morning†, Robert Browning tells about the meeting of two lovers at night who are in love with each other. In order to meet the woman, the man undergoes a long journey through the sea and land. However, even after all this trouble, he must be secretive because they are not allowed to see each other. The second poem, however, tells of the very next day, when the man leaves the woman and seems to move on. Browning structures these two poems in order to give the reader a better understanding of the meaning of the poem. At the beginning of the poem, the man seemingly recounts his journey, briefly describing his surroundings as he passes them, noting any possible significance they may have to him. Browning incorporates alliteration at the end of each line in this poem, as he passed through â€Å"the long black land† and saw the moon â€Å"large and low,† creating the image of the environment which the man passes through. The use of the word â€Å"long† describes his lengthy trip on land, while the moon lying â€Å"large and low† in the sky tells of the time of his travel, the moon is low because he is traveling late into the night. Browning employs the ensuing alliteration serves the purpose of describing the journey through the senses. The â€Å"pushing prow† of his movement and â€Å"the slushy sand,† which absorbed each step describes the purpose the man walked with as he walked across the â€Å"sea-scented beach. † Browning is able to paint the man’s expedition through these alliterations. An interesting note of structure I found in this poem is that each stanza could be read from the last line up to the middle line (as opposed to the regular way of reading). By doing so, the reader can understand the poem better as the man reaches his ultimate destination of love in the center of each poem. In the first stanza, the woman is described with a synecdoche through her hair as â€Å"fiery ringlets from their sleep† and â€Å"startled little waves that leap. † This could mean that her hair was her most defining feature, according to her lover (the man). In the second stanza, the woman is described as a â€Å"voice less loud† and a â€Å"quick sharp scratch† coming from within the house. This can be inferred through Browning’s use of soft, feminine words. The use of the words â€Å"less loud† could possibly allude to the fact that the two lovers are not allowed to see each other, making this meeting a secret one. The â€Å"quick sharp scratch† resembles that of a small, peephole in the door which the woman looks through in order to ensure the identity of the man. When reading â€Å"Meeting at Night† the reader must also consider the poem â€Å"Parting at Morning† as they relate to one another. Although they can both be read separately, reading them together leaves the reader with a different understanding, as â€Å"Parting at Morning† provides a different ending, a different resolution to the two lover’s secret meeting. The use of anaphora in this short, one stanza poem indicates excitement in the man as he looks on to â€Å"a path of gold† leading to â€Å"a world of men† as â€Å"the sun looked over the mountain’s rim. This could indicate that the man was moving forward from his time with the woman and looking forward to setting sail onto lands unknown, with the promise of gold. This is due to the fact that it was general sailor’s belief that women were bad luck on ships, and therefore was generally unwelcome. The words â€Å"cape,† â€Å"sea,† and â€Å"strait† evoke images of the sea, as they are all bodies of water, and therefore allude to the man being a sailor (which wasn’t as specified in â€Å"Meeting at Night†).

Modern American vs. Japanese Animation essays

Modern American vs. Japanese Animation essays Modern American and Japanese animation, both have their beauty and distinct features. The American style however has a much crisper and nicer quality to it. Japanese style, or Anime, has a much more sharp and quick quality. The plots of American and Japanese animation also differ from each other. Modern American animation has this nicer, cleaner quality because of the time spent on it and a high budget. This has all been made possible because of one name in particular, Walt Disney. When Walt Disney came on to the animation scene he brought magic to the television and to the silver screen. There are plenty of other names that had an extraordinary effect on the American style of animation, but Disney put the final touches on it. It could be said that he is responsible in making cartoons as popular as it is now. When his first motion picture Snow White and the Seven Dwarves premiered in 1937, the history of animation was changed forever. This movie set the standards for the American style of animation. Snow White and the Seven Dwarves appeared as a cartoon, but gave off a very life-like, natural feel to it. Though one would never a dwarf walking around, Snow White was a very humanly proportioned, and looking character. Disney created very clean, colorful, and lively c haracters that distinguish American style of animation from that of Anime. The strokes of the pen, or lines, that American animations use, are smooth, curvaceous and careful. It gives the images a sense of consistent fluidity. These fluid lines give the characters a more natural, organic feel and look to them. This also allows for a wide range of facial expressions, expressions to those of humans. With smooth curved lines, animators can show happy, sad, angry, surprised, and scared expressions. The results and solutions are endless. American animators have to pay specific attention to detail and make sure they dont leave the slightest thing out. ...

Syntax

Syntax Introduction to semantic roles Semantic roles are parts that participants play in certain circumstances (Dang Palmer, 2005, p.42). They express the relationship that a constituent has with the rest of the clause. The main verbs in a clause are normally responsible for expressing this relationship. Semantic roles include; agents, patients, location, instruments, causer, experiencer, theme, benefactee, source, and goal (2005, p.43).Advertising We will write a custom critical writing sample on Syntax-Semantic Roles specifically for you for only $16.05 $11/page Learn More An agent is the participant that the verb describes as doing or intentionally causing something (Gildea Jurafsky, 2002,p.249). Kim ate the food hurriedly. The boy hit the wall. In the sentences above, Kim and the boy are the agents. Kim does the act of eating while the boy intentionally hits the wall. The causer, on the other hand, is the participant that the verb identifies as causing someth ing but not intentionally (Gildea Jurafsky, 2002,p.250). In the examples shown below, the stone does not have any intention to destroy the house; neither does the fire in burning the crops. The stone destroyed the house.Advertising Looking for critical writing on linguistics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The fire burnt the crops. According to Gildea and Jurafsky (2002, p.250), the instrument is the medium which the agent uses to carry out the action the predicator denotes. The bat in the sentence below is the instrument. Humphrey hit the ball with a bat. The experiencer is the participant who is aware of something or experiencing something. This participant is normally animate and unintentionally perceives sensory stimuli or state of mind (Gildea Jurafsky, 2002, p.251). The student felt uncomfortable in church. The student unintentionally feels bad while in church. The patient is the participant to whom an actio n happens (Gildea, Jurafsky, 2002,p.249). The action that the verb denotes affects the patient. In the sentence â€Å"The boy hit the ball,† The ball is the patient because the action of hitting affects it directly.Advertising We will write a custom critical writing sample on Syntax-Semantic Roles specifically for you for only $16.05 $11/page Learn More Gildea and Jurafsky (2002, p.249) define a theme as the participant whom the verb describes as being dynamic or in a state or position. â€Å"Post† is the theme in this sentence. The post rolled into the river. The Recipient is an endpoint of the act of transferring an item (Gildea Jurafsky, 2002, p.249). John is the recipient in this sentence. He receives a letter from Amos. Amos sent a letter to John. The Benefactee is the participant who benefits from the results of an action (Gildea Jurafsky, 2002, p.249). John is a benefactee in this sentence. John benefits from the act of buying the sh irt. I bought a nice shirt for John. Location is normally a noun phrase that specifies the position of an item (Gildea Jurafsky, 2002,p.250). A location verb normally accompanies the agent in specifying this position. In the sentence, â€Å"Jim put his books on the table.† â€Å"Put† is the verb of location while the table is the location.Advertising Looking for critical writing on linguistics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The source is the participant from which motion originates. It is, therefore, the starting point of a movement or action (Gildea Jurafsky, 2002, p.250). When someone says, â€Å"We expect to get a loan from the bank.† Then â€Å"the bank† becomes the source in this sentence. Gildea and Jurafsky (2002, p.249) define the goal as the destination or the end point of a movement or an action. The bank is the goal in the sentence below since the participants direct their action towards the bank. We took the director to the bank to withdraw money for the salaries. Semantic roles and Passive constructions The GB theory argues that there is a similarity in both active and passive constructions (Black, 1999, p.29). According to this theory, the semantic roles of the lexicons in the sentence can help bring out these similarities in active and passive constructions. This means every constituent has a semantic role and an extra role for the subject (1999, p.30). The theory further observes that some verbs do not give a semantic role to the position of the subject. The GB theory also proposes that forms that relate to each other share a sub categorization frame and, therefore, there ought not to be cross linking of semantic roles and syntactic categories. This means that it is a crime to assign the theme to both the subject and the object in entries that relate to each other (1999). Black (1999, p.30) argues that the theme is always the direct object while the indirect object is always the recipient. Another assumption allows an item to move out of a position but forbids the replacement of another item in that position (Black, 1999, p.30). This, therefore, means, the semantic role remains in its former position and does not move with the outgoing phrase. The semantic role is, therefore, a constituent of the lexical sub categorization (1999, p.30). This theory forbids an element from moving into a position that relates to a semantic role because it makes the ne w occupant of the position take over that role, thus changing the linking that was originally there. The proponent of the GB theory agrees with earlier theorists that only transitive verbs have passive forms (Black, 1999, p.31). Therefore, no lexical rule can generate a passive form from intransitive verbs. Lexical rules normally help in illustrating generalizations such as this one about the relationship between passive forms and transitive verbs. In a sentence like; John was invited to the party by Jane, a rule like this one below can help illustrate the generalizations. V [+pass], [_ NP X (PP [to]) (PP[by]) ] Theme Goal Agent Sometimes, there is the need for interchanging the subject and object positions. This is possible especially when the subject position has no semantic role at the D-structure and has no lexicon to fill it (Black, 1999, p.32). This agrees with the Principle of No Loss of Information. Normally, a trace remains behind to retain the link between the object and t he related semantic role (1999, p.32). Unaccusative Clauses There is the need to distinguish between categories of intransitive verbs. To do this, it is important to determine whether the noun phrase in the position of the subject does the action or the action affects it (Black, 1999, p.32). John feels good. Jean collapsed. The plate broke. John broke the handle. In the first example above, feels is an ordinary intransitive verb whose subject, John, is an Agent. On the other hand, John just collapsed. He did not do anything to make himself collapse. Therefore, in the second example, the subject has the role of the theme. In the third and fourth examples, the breaking affects â€Å"the plate† and â€Å"the handle†. â€Å"The plate† and â€Å"the handle† take the theme role. In the third example, the action is unaccusative while, in the fourth, it is transitive. The verb â€Å"Feels† has an Agent in the position of the subject, while â€Å"collapseà ¢â‚¬  has nothing in this position but has a theme object and â€Å"break† has an agent that is optional. Raising constructions This category involves verbs that have a finite or non-finite complement, but do not give semantic roles to their normative positions (Black, 1999). Raising verbs include likely and seem (1999, p.33). The use of the pronoun â€Å"it† shows the lack of semantic roles especially in cases when a complement that is finite is in use. In cases where a complement that is non-finite is present, the subject of the dependent clause takes the position of the independent clause. Conclusion The most important part of this topic is the meaning of the various semantic roles; agent, source, goal, theme etc. The other thing is to know the rules that guide the movement of lexical items from one position to the other. It is important to know that there should be no cross linking of semantic roles and syntactic categories in related forms. This topic also stress es that an item is free to move out of a position, but the position should not be filled by another item. This helps avert the problem of altering the semantic role of that position. The semantic roles discussed should be used to bring out the similarities between active and passive constructions. This work also reveals that the noun phrase occupying the subject position does not have to be doing an action. Sometimes the action of the verb affects it. The NP can, therefore, be an agent or the theme. References Black, C. A. (1999). A step-by-step introduction to the Government and Binding theory of syntax. Summer Institute of Linguistics-Mexico Branch and University of North Dakota. www. sil. Org/americas/mexico/ling/E002-IntroGB. Pdf. Dang, H. T., Palmer, M. (2005, June). The role of semantic roles in disambiguating verb senses. In Proceedings of the 43rd Annual Meeting on Association for Computational Linguistics (pp. 42-49). Association for Computational Linguistics. Gildea, D., Jurafsky, D. (2002). Automatic labeling of semantic roles. Computational linguistics, 28(3), 245-288.

Toxic Hazard and Risk of Lead for Consumers Essay

Toxic Hazard and Risk of Lead for Consumers - Essay Example Lead is a highly toxic substance which when ingested may lead to irreparable neurological damage in children (ATSDR, 1999), kidney diseases, cardiovascular problems and reproductive complications. In 2007 Lead was ranked as the second most toxic substance after Arsenic (ATSDR, 2007). The toxicology of Lead is a result of its chemical similarity with Calcium thus the human body confuses Lead for Calcium and incorporates it into the bone marrow, kidney and the brain. Inasmuch as Lead affects adults, its effects on children can be fatal. A minimum of 10g/ml blood Lead impairs mental and physical development in children. A maximum of 80g/ml blood Lead leads to convulsions, comma and death. Lead poisoning can be detected through a number of symptoms. In children, the symptoms include abdominal pain, anaemia, vomiting, weight loss, short concentration span, hyperactivity, petulance and a slow speech development. In adults, the symptoms may include abdominal pain, memory loss, pale skin, weight loss, vomiting, petulance and anaemia. Lead poisoning can come from a number of exposure routes. All students, faculty staff and all visitors in IUB are exposed to these routes. First, the exposure route involving Lead Based Paint (LBP) is a major source. The paints used IUB buildings may chip off due to wear and tear, moisture friction or deliberate removal during renovation. The chips contain lead and mix with the dust which can be inhaled. The chips in the soil may leech and end up in water bodies. This route is not an acute exposure route. It is only acute to children who are fond of mouthing non food objects and substances. The preventive action to avert this exposure is to use Non- Lead paints which are of the same quality and glaze just like LBP. Industrial/ occupational Lead exposure is another possible route in that workers in a factory or laboratory that handles Lead are exposed to lead. Examples of such workers in IUB are those in pottery (Use Lead glaze), automotive repair (inhale exhaust fumes with Lead), industrial machinery and equipment, (inhale exhaust fumes with Lead) and chemistry students/laboratory technicians (analyze LBP or even handle elemental lead). Students of ceramics who use Lead glaze may inhale the Lead fumes involved in the Lead glaze. Those individuals threatened by this kind of exposure need to be careful and keen to wear protective gear such as masks to prevent the inhalation of the Lead fumes. This exposure is an acute threat because of the form and amount of Lead inhaled. The amount inhaled can be specifically high because the Lead is in gaseous form. Dishware is another exposure route. The plates and cups made of melamine or glass with a lead glaze, used by the students and faculty at the cafeteria or any other eating place, are a real threat. This is so because acidic food (such as tomato sauce, coffee, juice etc) kept in these containers may exacerbate lead leeching which can lead to lead poisoning. Though this is not an acute threat based on the amount of lead that can possibly leech, it is important that any dishware with a lead glaze is avoided. Most

W3a1 Assignment Example | Topics and Well Written Essays - 500 words - 1

W3a1 - Assignment Example This paper discusses the activities of the people in the cities during the period of the creation of the skyscrapers and social, economic and political factors that fueled the creation of these buildings in the nineteenth century. The cities during the era of creation of the first skyscrapers were filled with Immigrants from India, Germany, Ireland and Immigrants of African descendants (Life in the city). The Immigrants were mostly farmers in the rural areas. Raw materials such as Iron and steel frames for construction were cheap and readily available as a result of the first industrial revolution. The availability of these materials led to the construction of tall buildings that did not take up much space for the base structure; steel is highly malleable taking many shapes to ensure strong connections. Steel frames supported curtain walls that could be constructed taller than concrete walls. Tall buildings require strong foundations due to their weight and the invention of special water-tight boxes made it possible to erect tall buildings on loose wet grounds. Technology developments such as the invention of elevators paved way for construction of buildings taller than ten storey buildings which were impract ical to access the upper floors through stairs. The invention of Air conditioning necessitated the construction of tall buildings that could be heated and ventilated. People were attracted to work in these buildings. The invention of water pumps that provided supply of water to upper floors and the adaptation of iron piping that allowed the provision of cold and hot water. Immigrants from Europe, India and some of the free Africans started moving to the cities in search of jobs and, as a result increasing the population in the urban centers. The Immigrants worked laborers in the Industries. The second industrial revolution improved the living