Fresh Water Essay Example for Free

unobjectionable Water EssayThe greatest similarity between knowing and flavor weewee is that both ar basically the same chemical piss, although the contents of another(prenominal) materials change state in it differ. Both contain some amount dissolved chemical in it though the quantities vary. Both form different links in the water cycle of the nature. Both are homes to aquatic life. Difference sodium chloride water contains much higher quantities of dissolved chemicals as compared to sweet-scented water. This higher concentration of chemical too raises the niggardness of salt water supra that of fresh water. Plant and animals living in deuce types of water bodies are different. Salt water is found entirely as large standing bodies of water. Most of these are in form of seas and mari times, although though some lakes including very large ones considered to be sea also contain salt water. Fresh water is found in standing bodies of water called lakes, as healthful as running water as in rivers and streams. Fresh water is available in many other forms such as in rain, and ice caps in the poles and in very cold places. However no fresh water is found in seas and oceans.Fresh water is used for drinking as well as many industrial processes. However salt water is generally not suitable for some of the industrial use except for cooling. On the other hand salt water is used as a source of some chemicals, particularly greens salt. Freshwater does not yield any such chemicals. Comparing Fresh water and ocean water, each has their differences. Most notable is animals living in each. The animals that expect in the Salt ocean water would not survive in fresh water for an extended length of time. Same holds true for fresh water animals.However there are a few species that pay back adapted and can live in both. Some Salt water animals take a crap also evolved to live in Fresh water. Humans cannot drink ocean water without dying. The salt in it dehydra tes you to the point you die of thirst. In order to drink ocean water you have to desalinate it in one of many ways. Boiling it being one way. Ocean water also contains every natural instalment on the planet. If we could find a way to mine the water that is cost effective, we would have a lot more resources. Ocean water freezes at 26 degrees F and fresh at 32.While only 6 degrees difference in water terms that is huge. It prevents a vast amount of the oceans from freezing everywhere in the winter, of course global warming has helped with that. As for your comment of only 3% of the worlds oceans is fresh water, it is very true. While there is a lot of outdoors area of fresh water the oceans are miles deep. The deepest point on Earth is approx 35,000ft below sea level or about 6. 75 miles down. Many of the deepest lakes only hit about 2000 to 3000 ft deep. Also when you compare the surface area of the fresh water bodies comparies to the oceans there isnt much.The great lakes betwee n Canada and the USA contain 20% of all fresh water on the planet. That is enough water to cover the entire USA with 9. 5 feet of water. When compared to the oceans that isnt much. So dont be surprised. Fresh water is twinkle than salt water. on that pointfore, fresh water floats on top of salt water. This ruler becomes extremely important when considering the drilling of a well in order to fee into the flat coat water of any island. The weight of the rain water that percolates into the ground depresses the salt water beneath it forming a profile that has the appearance of a lens.This is called the Ghyben-Herzberg lens. The principle of this relationship was discovered independently by a Dutch scientist named Baden-Ghyben and a German scientist named Herzberg. The underground boundary that separates the fresh water layer from the salt water is not a sharp boundary line. In reality, this boundary is a transition zone of brackish water (fresh/salt mixture). This is caused by seas onal fluctuations in rainfall, tidal action, and the amount of water being withdrawn either by humans or by natural discharge. Fresh water has a density of 1. 0 while salt water has a density of 1. 025.From this, you can see that salt water is slightly heavier than fresh water. The ratio between the two is 4140. The formation of the Ghyben-Herzberg lens has a profound effect upon the approachability of fresh water on an island. This principle essentially states that for every foot of ground water above sea level there are forty feet of fresh water below sea level The mathematical formula for the fresh to salt water relationship is hs = hf / es ef where hs is the depth of fresh water below sea level, hf is the depth of fresh water above sea level, es is the density of salt water, and ef is the density of fresh water.Using the common density figures for fresh and salt water the formula can thus be simplified into hs = hf / . 025 Understand that this applies only to fresh ground wat er that is sitting directly on an intruded body of salt water. It has no meat on a large island where an inland body of ground water may be confined by layers and dikes of lava rock. On islands that are largely self-possessed of dense lava rock, little if any salt water intrudes very far into the underlying rock structure. It is generally only in shoreline regions that salt water intrudes into the cracks, crevices, and unleash rock spaces.On low, small islands that are largely composed of coral or other porous materials, salt water intrusion into the underlying interior is quite common. The drilling or digging of wells on these islands and especially on along the shoreline must be done with care. Going too deeply will penetrate the transition zone and result in salt water infiltration and the contamination of the fresh water in the well. I have seen such a well dug in solid lava rock along the shoreline in the Ka u District on the island of Hawaii. This well was located a few fe et above the high tide line approximately a hundred feet from the ocean.The opening was rectangular, about 3 1/2 feet wide, and 6+ feet long. On one end a set of stairs had been cut into the rock allowing one to walk down five or six feet to the level of the well water. This well was unused as there are no dwellings or settlements in the immediate area. In fact, the area was considered to be range land where a few head of cattle managed to find enough to eat in this dry, desert-like environment. The size and construction of the well indicated that at one time it may have served a considerable number of people and possibly even an old Hawaiian village. Unfortunately the well had been abandoned and neglected.It contained a fair amount of decaying leaves and grass. There was also a considerable amount of broken glass from beer bottles that had been thrown against the interior sides of the well. This was probably done by shore fishermen who frequented the area from time to time and used the well as a convenient trash dump during evening camping parties. Nonetheless, the well serves as an excellent example of the Ghyben-Herzberg lenss importance to the availability of fresh water in a place where one might think that none can be found. I already had listed some differences of salt water versus fresh water so here are some similarities

Restructuring & Downsizing Essay Example for Free

Restructuring Downsizing EssayHuman resource makement has evolved from a largely administrative and operational role to whiz that plays an of the essence(p) part in strategic seening. This shift is more evident in its role towards downsize. The decision to downsize is a decision that requires c atomic number 18ful planning and opineation. It is sarcastic to consider the long-term effects that short-term cost cutting measures so-and-so bring. Downsizing creates disruptions in the organizations relationships with customers, suppliers and employees, organizations structure, culture and climate.As Wayne F. Cascio says if you essentialiness downsize, do it right, that no class of employee can be disproportionately affected. Finding the best way to downsize is crucial, because the success of organisations that have downsized in the past has not been curiously laudable. Downsize Decision The downsizing decision is the most demoralizing and stressful aspect of the emerging Hum an resource managerial role. Downsizing is viewed as having a intricate effect on the organization and the personnel including those who are terminated and those who survive.Yet it is the integral part of both ca-caforce management decision. It involves understanding the tangible pitf every(prenominal)s of a reduction in workforce and analyzing the emotional and practical ramifications. Downsizing may occur intentionally as a strategic, proactive response designed to change organizational effectiveness, increase productivity and cost cutting strategy. This response may involve mergers, acquisitions, sell-offs, or restructuring to amend enable the organization to meet its mission or fill an environmental niche.It may involve reduction in personnel through transfers, come out of the closetplacement, retirement incentives, buyout packages, layoffs, attrition, and so on or may occur in which new products added, new sources of revenue are opened up, etc. It affects work processes. Fewer employees may be left to do the same amount of work and the quality may suffer. Downsizing activities may include discounting functions, abolishing hierarchical levels, merging units, or redesigning tasks.Downsizing can impact financial well-being, health, personal attitudes, and family relationships. Before downsizing HR need to explore possible alternatives such as reducing hours across the board, introducing forced vacation, asking for layoff volunteers, compressed workweek, hiring freeze, and early retirement or implementing early(a) cost-cutting measures. Human resource managers should weigh in on several factors that influence downsizing decisions.They need to identify the specific problems downsizing is expected to solve, consider boilers suit financial health of the company, fiscal operating policies, and industry benchmarks before proceeding, and review all legal implications. Managing Process One key to a successful downsizing plan lies in managements ability to c learly convey to employees the purpose behind the cost-cutting efforts. Secondly, consider any oral or implied contracts of profession, review employee files, plan for the contingencies, know the stakeholders, clearly define criteria for selection factors on which downsizing decisions pull up stakes be made.Downsizing may have variety of adverse effects on layoff individuals, survivors and organizations such as mischief of morale, distrust, anxiety, feelings of job insecurity, anger, job stress, physical ailments, poor mental health, decreased loyalty, lowered motivation and productivity, increased resistance to change, crisis mentality, politicised special affair groups, occupational violence, lack of teamwork, perception of unfairness, lack of leadership and overall commitment to the organization.Downsizing decision has to be a prudent one because it deals with lives of people. The managers will be faced with a work force at least partly staffed with survivors of downsizing. P roviding information regarding the type of severance packages or outplacement benefits will be given to those displaced will alleviate some fears and let those who remain will know that their colleagues are being taken care of. The personnel attribute of downsizing usually involves reductions in personnel. However, downsizing is not limited entirely to personnel reductions.In some downsizing situations new products are added, new sources of revenue opened up, and/or surplus work acquired. Even though some people may be added, the overall process results in fewer numbers of workers employed per unit of sidetrack as compared to some previous level of employment. Human resources must also position the company to be able to respond quickly and effectively when the parsimoniousness recovers. The approach taken by the organization to the downsizing process can have an ongoing impact on the companys reputation with clients and potential future recruits.An unfitness to recruit critical t alent later can mean an inability to rebound, so kind-hearted resources must provide information openly and promptly to manage perceptions and rumors both internal and external about the fairness of any reductions and the need for additional downsizing in the future. Job placement services, employee assistance programs and financial talk over are all services that human resources should consider offering to affected employees. In the aftermath of a mass downsizing, employee morale will undoubtedly be affected.Employers should strive to be as open as possible during the process. Information should not come as a surprise to employees. If the company repeatedly assured workers everything was fine before announcing an unexpected layoff, it will be difficult to regain the trust of the workers who remain. Similarly, if the company focus has always been on meeting the needs of employees and winning active steps to motivate and encourage staff, a forced layoff may actually be more det rimental because it is so contrary to employees expectations of the organization.Management and human resources should meet regularly with employees to keep them informed, answer questions and respond to concerns. Any downsizing of the workforce is likely to result in the loss of key knowledge and critical skills. In the case of a voluntary separation program or early retirement initiative, Because turnover increases in the wake of a layoff, human resources must connect with key workers to outline their importance to the organization and provide information about how the company plans to recover.HR should also detail future career opportunities that can be realized by remaining with the business. Clear documentation, particularly regarding the layoff process itself, is important. Therefore it is vital that HR management weigh the relative costs and benefits against the controvert impact downsizing has on employees and identify hazards, undertake risk assessment, consult with employ ee representatives, pursue compliance with legislative duties and take appropriate steps to manage any remarkable hazards that are identified, including psychosocial hazards.Downsizing refers to activities undertaken by management to improve the efficiency, productivity, and competitiveness of the organization by reducing the workforce size. Implications of Organisational Restructuring to HR Planning Restructuring A perspective Organizations and businesses today are faced with increased demands to become leaner due to global competition and rapid technology change. Many organizations have responded by corporal restructuring and downsizing or streamlining their operations and often outsourcing many functions originally assigned to permanent employees.Restructuring can lead to changes of ownership, radical changes in the internal management structure, mergers, acquisitions and significant downsizing or hiring trends. Internal factors can also include the addition or removal of a ma jor product or service, addition or loss of a major client or the restructuring of departments. Restructuring is not a quick fix. Before restructuring we need to spell out the expectations and objectives and effectively communicate with the all the stakeholders to improve organizations ability to move through change effectively.Restructuring is a formal system of re-aligning tasks and reporting relationships that controls, coordinates, communicates, decides and motivates employees so that they cooperate to achieve an organizations goals. Restructuring may be carried out to expand and create new departments to serve growing markets or to downsize or eliminate departments to conserve overhead. Depending on the size of the organisation and type of business one may adopt a flat or tall structure and model it according to functional, divisional (product, market or geographic) or adaptive lines.Implications of Organisational Restructuring to HR Planning In the event of restructuring HR pl anning becomes critical because HR is typically responsible for handling all aspects of an organizations restructuring. HR departments provide or reinforcement announcements to employees regarding restructuring. HR is typically present when employees are informed of layoffs or permanent downsizing related to restructuring. Changes in employment policies, organizational structure, workforce, and location and job descriptions are announced to employees by human resources and management.HR also calculates changes in compensation and benefits resulting from reorganization. Organizations rely on human resources to provide a smooth transition during restructuring turn retaining desired employees and integrating new employees into the new organizational plan. Restructuring leads to a new organization chart and HR need to reassess and alter their existing roles and responsibilities to better reflect the dynamics of the shifting workplace environment.HR departments also fulfil staffing rec ruitment needs including preparing job descriptions, posting and publishing available jobs, screening and interviewing candidates for employment and integrating new staff members into their assigned work areas. HR will often be called on to act in an advisory capacity recompense ranges and often making changes to benefits, profit-sharing and other corporate perks. HR also institute training and educational programs and seminars and assist employees with transitions in and out of positions and in and out of the company.It may provide information, updates and job seeking resources for employees displaced from their jobs due to restructuring. HR departments are responsible for researching, recommending and implanting employee retention strategies during restructuring. Restructuring brings in changes to corporate cultures, which directly affects employees and may result in loss of identity, shrinkage in compensation, distrust, stress and conflict. HR has to ensure the internal processe s accommodate the changes and the communication base is prepared to sensitize the various stakeholders.

Impact of Colonialism on Indigenous People

Impact of Colonialism on Indigenous PeopleIn 1492, Columbus sailed the ocean blue. Observed on the s Monday of October every year, the federally recognized holiday celebrates the achievements of the Italian explorer Christopher Columbus. But because his arrival brought murder and slavery to indigenous tribes in the Americas, activists fox attempted to rename this holiday to Indigenous Peoples Day.Though Indigenous Peoples Day aims to reframe the heritage narrative in the United States, many indigenous people around the world ar forgotten, including the people of Kiche in Guatemala who are on the verge of being pushed out of their homeland.With roots as far back as 2000 BC, the Kiche were among the few Maya groups who survived after the turn away of the great Mayan Empire. After the conquest by the Spaniards and Kaqchikel neighbors, who allied almost immediately with the Spaniards, in 800 AD, the fortunes of the Kiche changed virtually overnight. Their lands were seized and th ey were relegated to the status of laborers for their new, colonial landowners. Little has changed since that time.In a sylvan where, Mayan descents constitute roughly 51% of the national population, ethnic diversity makes Guatemala a nation of immense human richness having its own cultural identity. However, discrimination against indigenous population is undeniable in Guatemala.As of today, 10% of total land is in Indigenous hands, which is not surprising where 85% of the nations land is owned by less than 2% of the population. In response, the Guatemalan government did provide about 5.2 million acres of concession areas for indigenous communities like the Kiche to take care of. However, areas controlled by the government undergo the most deforestation.Nearly 40% of Guatemala is covered by forests, making illegal logging a widespread issue that threatens the livelihood of people who rely on forests for survival. Critics blame uneducated campesinos clearing land for agriculture as one of the prime culprits. Though this does represent a threat, there are bigger threats, including lumber companies, and organized crime. Nevertheless, the government does not seem to have the political will to eradicate the dilemma.Some Kiche members, living in the highland Ixil Maya municipality of Nebaj, are actively protesting logging companies exploiting lumber on private lands. While the Indigenous Authorities of Nebaj issued a statement asking the government to take action, they declined to act and but issued a statement that they are planting new trees for every one that is cut down. Eliseo Glvez, the deputy executive secretary of the governments National Council of Protected Areas, testified that for years, adjudicate and the forestry police, have failed to coordinate this complication. Or perhaps, this very reason could very well be that the Guatemalan Ministry of the Economy actively promotes the investment of companies interested in exploiting the countrys almost 2 million acres of forests.Timber companies arent the only ones contributing to the deforestation efforts. Drug traffickers have cleared giant swaths of forests to lay down clandestine planing machine landing strips and roads to haul through drugs. Galvez added, Now it is even more complex because of the influence of illegal actors who are using the park to move migrants and drugs north. In some parts of Guatemala, the narco-led deforestation annual rate was reported to be about 10 percent.In response to the crackdown in Mexico, drug traffickers began moving south-central into Central America around 2007 to find new routes through remote areas to move their drugs from South America and get them to the United States, said Kendra McSweeney, an associate prof of geography at the Ohio State University.But while bribes keep government officials looking the other way when it comes to deforestation activities, local activists and indigenous people brook the consequence when they speak up . As one of the highest homicide rates in Central America, kidnappings and extortion are not uncommon to indigenous people who may not have the economic ability to pay up, leaving parents to instead pay human smugglers to get their children to the United States, away from the crime. That in part helps to explain why large numbers of unaccompanied children began arriving in the United States starting in late 2013.

Critical Success Factors for Knowledge Management

Critical Success Factors for K at presentledge prudenceEnablers and Inhibitors of familiarity direction Critical Success Factors for friendship centeringIntroductionThe info revolution has caused initiatives to realize the shift from pick economy of controlling land, machines, factories, raw materials, and labor forces to the acquaintance economy of creating business value through utilization of impalpable fellowship. This has caused knowledge c atomic number 18 to be of crucial importance and it has grabbed peoples attention and generated significant discussions two in the academia and industry. The true creation of business value now mainly comes from knowledge and its charge. Knowledge is lively in obtaining competitive advantage within an enterprise (Sang and Hong, 2002), enterprises should consider the knowledge to be a critical resource and leverage it judiciously (Gupta et al., 2000 Liebowitz, 2003). To facilitate the knowledge accumulation process, enterprises must encourage employees to sh atomic number 18 their experience and knowledge with others meanwhile accumulating their knowledge as an organizational asset. Therefore, the activities of knowledge management should enable the creation, communication, and application of knowledge and they should drive the capability of creating and retaining a greater value onto the core business competencies (Tiwana, 2001). The enterprise needs to build a framework for evaluating the utensilation activities of knowledge management ashes to enhance the strongness for incorporating saucy experiences and knowledge to nourish the contents and contexts of its knowledge.However, at that place are concerns about the enablers and inhibitors to implementing knowledge management for enterprises. The response to that concern is that there are broad and value studies related with the implementation of knowledge management (Barney, 1995 Nonaka et al., 2000 Ndlela and Toit, 2001 Tiwana, 2001, Lin and Tseng , 2005). For example, Barney (1995) demonstrated that before launch to implement knowledge management, the enterprise needs to solve four questions1. Where is the value of knowledge? 2. How does the firm explicate and exploit the special characteristics of knowledge and find a inlet to obtain greater competitiveness? 3. How does the firm avoid being imitated by other firms of its special characteristics of knowledge management? 4. How does the firm organize the exploitation of resources in order to implement knowledge management?In the process of carrying out knowledge management, enterprises hasten to face the varying conditions of corporate cultivation, workflow processes, and the integration of crowd members knowledge. They as well as need strong supporting from top management, because it is possible that during the process they depart encounter resistance from employees. Enterprises also need to increase the usage of information technology in order to help the task re garding the flow of information. Through the study of enablers and inhibitors this research not just tries to validate theory with reality, but it also hopes to provide a reference for academia as well as the business field and suggest critical success factors for knowledge management implementations.Wong, (2005) render that previous studies of CSFs for KM implementation own been heavily cerebrateed on medium-large companies. This is because most of the early adopters and superior performers of KM were in fact large and multinational corporations. As such, existing factors are mainly large companies oriented, thereby reflecting their situations and needs. Directly applying these factors into the SMEs environment may not be sufficient without an understanding of their truly own and specific conditions. Previous studies fall short of studying and identifying the CSFs from the SMEs perspective. They have not considered the features, characteristics and situations of smaller firms . Nor have they explored other factors, which could potentially be more measurable for SMEs when accomplishing KM.This paper evolves a model for critical success factors for Knowledge counsel implementations in Small Medium Enterprises using the Analytic Hierarchy Process (AHP). AHP is an effective quantitative tool that helps to order problems, issues or variables based on relevant criteria and alternatives. The applicability and usefulness of the AHP approach as a multi-criteria close-making tool is well declare in the management literature. The present work has adopted this tool for segregating a few critical aspects of Knowledge Management implementation from the inconsequential many, so that organizations could focus only on those dimensions that are crucial for their success instead of spending a large quantity of time, effort and resources in mindlessly concentrating on marginal issues.Hence the objectives of this paper are two-fold To identify the criteria for the AHP model with respect to issues relating to critical success factors for Knowledge Management implementations in SMEs To present an AHP framework for absolute cadence of priorities in order to critically evaluate the issues relating to critical success factors for Knowledge Management implementations in SMEs.Review of LiteratureEnablers to Knowledge ManagementAs enterprises put down into managing their knowledge they need to be clear of the factors that influence knowledge management, which are known as knowledge management enablers. Because enablers are the driving force in carrying out knowledge management, they do not just generate knowledge in the organization by stimulating the creation of knowledge, but they also touch off the group members to share their knowledge and experiences with one another, allowing organizational knowledge to grow concurrently and systematically (Ichijo et al., 1998 Stonehouse and Pemberton, 1999).Knowledge management enablers are the mechanism for t he organization to develop its knowledge and also stimulate an environment within the organization for the creation and protection of knowledge. They are also the necessary building blocks in the improvement of the effectuality of activities for knowledge management (Ichijo et al., 1998 Stonehouse and Pemberton, 1999). In related research, knowledge management enablers entangle the methods of knowledge management, organizational structure, corporate culture, information technology, people, and strategies, etc. (Bennett and Gabriel, 1999 Arthur Anderson Business Consulting, 1999 Arthur Anderson and APQC, 1996 Zack, 1999 Davenport, 1997 Long, 1997).To meet the scrap of managing strategic knowledge resources, an organization should be able to assess its preconditions for successful KM and their impacts on KM performance (Gold et al., 2001). A study by Yu et al (2007) identified a set of critical enablers for developing organizational capabilities of KM. KM team activity, learning ori entation, KM system quality, and KM reward were found to have a significant, positive influence on KM performance.Research done by Yeh et al. (2006) concludes that strategy and leadership, corporate culture, people, and information technology are four of the enablers in knowledge management. They found that for the strategy and leadership enabler the most important part is to obtain the support of the top managers. For the corporate culture enabler, the important part is the forming of a culture of sharing but needs to be supplemented by information technology. For the people enabler, other than the training courses, the channels of learning and the incentive program for the employees are also key factors. As for the information technology enabler, other than the digitalization of the documents, the speedy search of knowledge for its re-use is becoming more and more important. In employ they discovered that the framement of a dedicated unit is also a key enabler, and this enabler mainly plays the role of furthering knowledge management, taking communication, and coordinating with other departments as its duty.Inhibitors to Knowledge ManagementThe biggest inhibitor to knowledge management implementation arises from unwillingness of people to systematically organize their knowledge. Since, this cannot be solved with technology, different kinds of work are needed. Examples include the promotion of knowledge management amongst people, or requiring top management to give their people pressure to implement knowledge management (Yeh et al., 2006).Lin et al (2005) suggest inhibitors in implementing the Knowledge Management arise out of strategic, perception, planning and implementation issues. The results of their research reveal that From the strategic aspect, the upper management should address the enterprises strength, weakness, opportunities, and threats, and then formulate a suitable KM strategy. Furthermore, they should be equipped with information about the activities and performance throughout the organization. From the perception aspect, the critical task of the top managers is to identify the core knowledge required to maintain competitive advantage. Employees and top managers work together for a common goal thus, employee efforts can guarantee a successful implementation of the KMS. Therefore, an enterprise should provide suitable training and resources to the employees, and use information technology to provide a friendly repository to standardize and store knowledge. The enterprise should also establish an atmosphere emphasizing knowledge sharing and innovation and encouraging employees to form such a culture through a reward system. From the planning aspect, the consummation plan should include schedule, people involved and resources required, although it is difficult to transfer the necessary knowledge to the KM plan due to non-standardization. Employees orientation toward KM, including the awareness of the importance and be nefits of KM and IT skills for KM process, should be completely addressed. Knowledge-oriented employee assessments can also fail if they are not linked closely to existing incentive systems. The company should take steps to build up the trust of the knowledge owners by associating knowledge sharing to pay and incentives. From the implementation aspect, a robust set of metrics that evaluates the value of the KMS later on implementation will need to be developed. It is essential that the top managers instill in the employees the importance and benefits of KM. Employees often fear that if they pass on their knowledge to others, they will endanger their own position, authority, even power in the organization. Training and communication are essential to calm down employees fears of change, and perhaps to help them to enjoy new ways of working with their colleagues. Thus, firms need to create the right circumstance around the organization, primarily in the areas of KM activities and cu lture. Jennex and Zakharova (2005) suggest a holistic approach that addresses critical elements such as an effective technological infrastructure integrating the technology infrastructure into everyday processes having an enterprise-wide knowledge structure or taxonomy a knowledge management strategy knowledge management metrics of success and identification of inhibitors of knowledge usage.Lang (2001) have identified several inhibitors to knowledge creation and utilization in organizations. First, there may be inadequate care of those organizational relationships that promote knowledge creation. Second, there may be insufficient linkage between knowledge management and corporate strategy. Thirdly, inaccurate valuation of the contribution that knowledge makes to corporations bottom line renders the value of knowledge management ambiguous. Fourthly, there may be a pervasive lack of holism in knowledge management efforts. Finally perhaps not something ordinarily considered a probl em for managers to deal with -poor verbal skills may forget the actual processes of knowledge creation.Plessis, (2007) feel that the management of the inhibitors to knowledge management would need to be a mix of cultural, organizational, process, management and technology initiatives. The challenge is to select and mix the methods and approaches available, and harness them to address the organizations business needs.Critical Success Factors for KMThere is a need for a more systematic and deliberate study on the critical success factors (CSFs) for implementing KM. Organisations need to be cognizant and aware of the factors that will influence the success of a KM initiative. Ignorance and oversight of the enablers and inhibitors will likely invalid an organisations effort to realise its full benefit (Hung et al, 2005).Initially, KM appeared to be adopted only in large, multinational and international companies and hence, research work on CSFs has been more often than not centred o n them. Most of these studies have not considered the differences of company size as well as the specific features of small and medium enterprises (SMEs) that could affect KM. However, as it has now become a widely spread business discipline, it is no longer the concern of just large organisations. As asserted by Frey (2001), although major corporations have led the way in introducing and implementing KM, it is increasingly important for small businesses to manage their collective intellect. Okunoye and Karsten (2002) stated that KM has indeed become the underlying sources for successful organisations disregardless of their size and geographical locations. Therefore, a better understanding of the CSFs for implementing it in SMEs is needed in order to ensure the success of their efforts.Wong, (2005) has grouped the critical success factors into a number of generic factors such as management leadership and support, culture, technology, strategy, measurement, roles and responsibilitie s, etc. These are common in KM efforts and therefore, they are also believed to be applicable to SMEs. He suggests that one should also consider the needs and situations of SMEs when developing CSFs for them.Wong, (2005) proposes a comprehensive model for implementing KM in SMEs.They are management leadership and support culture IT strategy and purpose measurement organisational infrastructure processes and activities motivational aids resources training and education and HRM.What emerges from the review of literature is the following There are both enablers and inhibitors to knowledge management implementations in SMEs Both enablers and inhibitors may be classified essentially into three broad categories human, technical and financial. Critical Success Factors for KM implementations are different for SMEs from that of large organizations Critical Success Factors also depend on the management of the enablers and the inhibitors Thus, it is beneficial for the SME to build a framework that would be used to prioritize the enablers and inhibitors to success. Therefore, we propose this AHP framework to the priorities for a SMEs initiative towards KM implementation.Framework for KM implementationAny successful managerial implementation requires management of enablers and the inhibitors. Similarly, in brass of Knowledge Management as well it is important to manage the enablers and the inhibitors.From the review of literature a 3 level hierarchical model as shown in Figure 1 may be envisaged. At the root of the pecking order the overall objective of a successful Knowledge Management implementation may be considered. Successful Knowledge Management implementation depends on two criteria enablers and inhibitors which are depicted as level 2 in the figure. As has been mentioned above these enablers and inhibitors can be classified in level 3 into technical, human and financial enablers (inhibitors).Figure 1 Framework for Successful Knowledge Management execution4. METHODOLOGY data Source The research used both secondary and primary data. An extensive literature survey was undertaken, which helped in framing the questionnaire for the primary data collection. The focus of the study was on primary data.Research approach The survey method was used for the study. Our primary data has been gathered using questionnaire technique. Our target race is all small firms in the National Capital Territory of Delhi (India) with turnover ranging from Rs. 5 crores to Rs. 25 Crores and employment levels between 15 and 50 employees. Specifically, we are targeting the owners or top managers at these firms.For the purposes of this research, we used a questionnaire survey. The questionnaire included 60 questions in two sections such as A Enablers to Knowledge Management B Inhibitors to Knowledge Management clash Method The questionnaires were sent via email and were telephonically followed up.Sample Size Amongst the 4263 companies (as per Centre for Monitoring Indian Economy Prowess database) that belonged to the criteria in the entire country, 1039 such companies were located in the National Capital Region of Delhi, which included New Delhi, Delhi, Faridabad, Gurgaon, Ghaziabad and no(prenominal)DA. Due care has been taken to include only those companies that made the sample more representative thus, electronic mail questionnaires were sent to 500 amongst these 1039 companies. 119 responses were received that formed the sample for the study. This is a 23.8% response rate, which is acceptable.Data Analysis The data so collected were analyzed with the AHP techniques to arrive at weights. The AHP is a generic problem-solving approach that is used in making complex multi-criteria finiss based on variables that do not have exact numerical consequences. The decision problem is represented in the form of a hierarchical structure with the apex being the overall focus or objective, criteria at the middle and the decision alternatives at the bottom. Such a configuration represents the basic three-level model of AHP. Nevertheless, several levels like sub goals, sub criteria, scenarios etc. could be considered in the model depending on the construction of the decision problem (Saaty, 2000). It employs a qualitative methodology to decompose an unstructured problem into a systematic decision hierarchy. In the quantitative sense, it adopts a pair wise comparison to execute the consistency test to validate the consistency of responses. In short, AHP is a hierarchical representation of a system. A hierarchy is an abstraction of the structure of the system, consisting of several levels representing the decomposition of the overall objective to a set of clusters, sub-clusters, and so on down to the final level. Decomposing the complexity of a problem into different levels or components and synthesizing the relations of the components are the underlying concepts of AHP (Cheng and Li, 2001).5. RESEARCH FINDING SWong , Kuan Yew, (2005), Critical success factors for implementing knowledge management in small and medium enterprises, Industrial Management Data Systems tidy sum 105 Number 3 pp. 261-279Frey, R.S. (2001), Knowledge management, proposal development, and small businesses, The Journal of Management Development, Vol. 20 No.1, pp.38-54Okunoye, A., Karsten, H. (2002), Where the global needs the local stochastic variable in enablers in the knowledge management process, Journal of Global Information Technology Management, Vol. 5 No.3, pp.12-31.Hung , Yu-Chung, Huang , Shi-Ming, Lin , Quo-Pin, Tsai , Mei-Ling, (2005), Critical factors in adopting a knowledge management system for the pharmaceutical industry, Industrial Management Data Systems, deal 105 Number 2 pp. 164-183 Lang , Josephine Chinying (2001), Managerial concerns in Knowledge management, Journal of Knowledge Management Volume 5 . Number 1 . . pp. 4357 Plessis , Marina du (2007), Knowledge management what makes complex i mplementations successful?, JOURNAL OF KNOWLEDGE MANAGEMENT, VOL. 11 NO. 2 2007, pp. 91-101 Jennex, M.E., Zakharova, I. (2005), Knowledge management critical success factors, available at www.management.com.au/strategy/str110.html Lin , Chinho, Yeh, Jong-Mau, Tseng, Shu-Mei, (2005), Case study on knowledge-management gaps, Journal of Knowledge Management Volume 9 Number 3 pp. 36-50 Yeh , Ying-Jung, Lai, Sun-Quae, Ho, Chin-Tsang, (2006), Knowledge management enablers a case study, Industrial Management Data Systems Volume 106 Number 6 pp. 793-810 Yu, Sung-Ho, Kim, Young-Gul, Kim, Min-Yong, (2007), Do we know what really drives KM performance?, Journal of Knowledge Management, Volume 11 Number 6 pp. 39-53 Gold, A.H., Malhotra, A., Segars, A.H. (2001), Knowledge management an organizational capabilities perspective, Journal of Management Information Systems, Vol. 18 No.1, pp.185-214. Zack, M.H. (1999), Managing codified knowledge, Sloan Management Review, Vol. 40 No.4, pp.45-57. Dav enport, T.H. (1997), Ten principles of knowledge management and four case studies, Knowledge and Process Management, Vol. 4 No.3, pp.187-208.Long, D.D. (1997), Building the knowledge-based organizations how culture drives knowledge behaviors, working paper of the Center for Business Innovation, Ernst Young LLP, Cambridge, MA, . Bennett, R., Gabriel, H. (1999), Organizational factors and knowledge management within large marketing departments an empirical study, Journal of Knowledge Management, Vol. 3 No.3, pp.212-25. Ndlela, L.T., Toit, A.S.A. (2001), Establishing a knowledge management programme for competitive advantage in an enterprise, International Journal of Information Management, Vol. 21 No.2, pp.151-65. Ichijo, K., Krough, G., Nonaka, I. (1998), Knowledge enablers, in Krogh, G., Roos, J. (Eds),Knowing in Firms, Sage, London, pp.173-203. Stonehouse, G.H., Pemberton, J.D. (1999), Learning and knowledge management in the intelligent organization, Participate Empowerment An I nternational Journal, Vol. 7 No.5, pp.131-44. Tiwana, A. (2001), The Knowledge Management Toolkit Practical Techniques for Building Knowledge Management Systems, Prentice-Hall, Englewood Cliffs, NJ, . Liebowitz, J. (2003), Keynote paper measuring the value of online communities, leading to innovation and learning, International Journal of Innovation and Learning, Vol. 1 No.1, pp.1-8. Gupta, B., Iyer, L.S., Aronson, J.E. (2000), Knowledge management practices and challenges, Industrial Management Data Systems, Vol. 100 No.1, pp.17-21.Saaty T. L. (2000), Fundamentals of decision making and priority theory with the AHP, 2nd edn. RWS, Pittsburg PA Cheng, E.W.L. and Li, H. (2001), Analytic hierarchy process an approach to determine measures for business performance, criterion Business Excellence, Vol. 5 No. 3, pp. 30-6.Sang, M.L., Hong, S. (2002), An enterprise-wide knowledge management system infrastructure, Industrial Management Data Systems, Vol. 102 No.1, pp.17-25. Arthur Anderso n and The American Productivity and Quality Center (1996), The Knowledge Management Assessment Tool External Benchmarking Version, Arthur Anderson/APQC, Chicago, IL, .Arthur Anderson Business Consulting (1999), Zukai Knowledge Management, TOKYO Keizai, Inc., Tokyo, . Nonaka, I., Toyama, R., Konno, N. (2000), SECI, ba and leadership a unified model of dynamic knowledge creation, Long consecrate Planning, Vol. 33 No.1, pp.5-34Barney, J. (1995), Looking inside for competitive advantage, Academy of Management Executive, Vol. 9 No.4, pp.49-61.Lin, Chinho, Tseng, Shu-Mei, (2005), The implementation gaps for the knowledge management system, Industrial Management Data Systems Volume 105 Number 2 2005 pp. 208-222

Antiglycation Studies of Pd(II)-Hydrazide Complexes

Antiglycation Studies of Pd(II)-Hydrazide ComplexesIntroductionGlycation is a non-enzymatic spontaneous respondion between sugars and coexisting protein followed by a complex cascade of reactions including dehydration, redox reaction and other rearrangements 1, 2 forming mature glycation end products ( seasons) 3. Glycation reactions depend on the generation of activated oxygen species by trace amounts of redox active surface ions 4 and on the degree and duration of hyperglycemia in vivo 5. Glycation damages the collagen and elastin throughout the body. It is generally accepted that accumulation of create from raw material AGEs together with intensify oxidative stress has an important role in the progression of aging and diabetic complications including retinopathy, neuropathy, embryopathy, delayed healing of wounds and others 6-10. The increase in diabetic complications is the major answer of increased morbidity and mortality rate that has enhanced considerably in the both d ecades 11. It has been estimated that the number of cases of DM will reach to 366 million by 2030 12, 13 viewing in fact a great challenge to healthc are systems 14. The failure of existing antidiabetic doses are forcing researchers to find out new checkors of proteins amenable for glycation in order to have a long term and sustainable solution for management of diabetes and age-related diseases.Protein Glycation The protein glycation, as well as called Millard reaction, involves non-enzymatic coupling of proteins with reducing sugars eventually producing advanced end products. The glycation is a spontaneous reaction, which stimulates the degradation of proteins with modification of their structures and biological activity 1-3. Various reducing sugars including glucose, lactose, fructose, xylose, deoxyribose and galactose may take part in protein glycation 15.Chemistry and Mechanism of Protein GlycationThe protein glycation subroutine initiates with the reaction of carbonyl (k eto or aldehydic) group of reducing sugar with free amino group of protein forming a labile Schiff base 16. This is called early(a) stage of glycation. The Schiff bases are then transformed through Amadori rearrangement into comparatively stable compounds known as Amadori products. At caustic pH or under oxidative conditions, the Amadori products or Schiff bases suffer degradation generating extremely reactive 1, 2-dicarbonyl compounds, such as methylglyoxal (Figure 94) 17-21. The defining of protein dicarbonyls through a protein enediol may generate superoxide radicals in the presence of transition metallic element ions and molecular oxygen 22. The superoxide radicals can be converted into most reactive hydroxyl radical via Fenton reaction 7. The reactive carbonyl compounds subsequently react with amino groups of neighboring proteins producing protein dicarbonyl compounds, which further contribute in the make-up of various types of protein crosslinks and adducts called innova tive Glycation End Products (AGEs). The autoxidation of Amadori products to AGEs is described as glycoxidation process.Figure 94. Structures of some reactive dicarbonyl glycation intermediatesAdvanced Glycation End ProductsThe advanced glycation end products (AGEs) comprise a complex heterogeneous group of compounds heightend primarily through the reaction of reactive carbonyls and proteins. AGEs demonstrate to have divers(prenominal) molecular biological functions and structures 18, 23. The amino, sulphydryl and guanidinum functional groups occurring in the intracellular and extracellular proteins are the main targets of reactive carbonyl compounds. Various AGEs have been recognized in antithetical tissues that can be categorized into three major groups fluorescent cross-linked AGEs (e.g. pentosidine and crossline), non-fluorescent cross-linked AGEs (e.g. alkyl formyl glycosyl pyrrole and arginine-lysine imidazole cross-links) and non-cross linked AGEs (e.g. pyrraline and N-(car boxylmethyl) lysine) 18. The structures of some AGEs are presented in Figure 95.Figure 95. Structures of selected advanced glycation end productsFactors Affecting the Formation of AGEsIn physiological environment, the generation of AGEs is a relatively slow process. Accordingly, the AGEs accumulation is dominant in long-lived structural proteins, for instance, tissue collagens and lens crystallins. The oxidative conditions are known to accelerate the ecesis of AGEs, which slows down under anaerobic environment 24. The transition metal ions may induce the auto-oxidation of sugars to produce keto aldehydes and hydrogen peroxide that speed up the formation of AGEs 25. The amount of AGEs formed is increased as a function of time and concentration of glucose and hence the AGEs formation is enhanced with aging and under diabetic conditions 26.Site Specificity of Glycation of ProteinsGlycation of protein is considered as a specific reaction however, it is less specific compared to enzymat ic glycosylation. Glycation often takes place at specialized site in the protein, such as the substrate dressing site (e.g. Arg-39) of RNase, the allosteric site (e.g. V1) of hemoglobin, and the drug binding sites (e.g. Arg-410) on albumin 27. The specificity of glycation may be determined by endogenous ligands and the structure of protein especially an amino acid sequence within the protein. The specificity of protein glycation is usually affected by both basic and acidic neighboring groups 28, either via catalysis of Amadori rearrangement (the rate-limiting step of protein glycation), or via effecting pKa of amino group that contributes in enhancing its nucleophilicity and formation kinetics of Schiff bases. This shows that there is a variation in the respective(prenominal) rate and close of glycation shown by amino groups in the protein. The anionic ligands also change state the potency glycation of proteins at specific sites 27.Exogenous Sources of AGEsThe formation of AGEs via Maillard reaction was in the first place described for physical and chemical changes occurring during heating of food 29. Beside the natural formation of AGEs inside the body, there are some exogenous sources of increased AGEs including diet enriched with AGEs and smoking. The extent of absorption of AGEs ingested with food is very small 30. However, there is a strong relationship of AGEs circulating in the human body with the AGEs ingested 31.It has been investigated that tobacco smoke increases the formation of AGEs on plasma proteins due to run offing some products, which produce protein crosslinks and AGE-like fluorescence and mutagenicity 32. For example, the diarbonyl compounds, glyoxal and metbylglyoxal, are most likely to be present in cigarette smoke that act as mediators of AGE formation and formed by thermal decomposition of existing saccharides. Accordingly, the serum of diabetic smokers reveals enhanced levels of AGEs relative to diabetic non-smokers 33. Similarly , the smokers are more supersensitised to incidence of cataract, cardiovascular and lungs diseases as compared to non-smokers due to smoke-mediated AGEs formation 34.Toxicity or Pathological Conditions Associated to Glycation and AGEs FormationThe AGEs are more prone to proteolysis and degradation as compared to the veritable proteins. The accumulation of AGEs has hepatotoxic biological set up, causing disruption of many cellular processes leading to various pathologies. The AGEs as well as intermediate glycation products such as reactive carbonyls induce the production of free radicals in vitro and in vivo 35, 36 and hence increased oxidative stress 37. The glycation-mediated free radicals are the major cause of protein atomisation as well as oxidation of lipids (lipid peroxidation) and nucleic acids 7.The reactive dicarbonyls have ability to bind with naturally active proteins of diverse physiology via intra- and inter-molecular cross linking resulting in deactivation of enzy mes, transcription factors, membrane transporters and signaling components with eventual protein degradation and cytotoxicity 38-40. The AGEs also bind to cell membrane receptors inducing signal cascades leading to inappropriate gene expressions and cellular activities 18.The elevated level of AGEs in tissues has a strong correlation with severity of diabetic complications 41, 42. This is because of modification of enzymatic activity in multiple ways including binding of ligand, change in protein half life, increased membrane permeability, decreased binding ability of insulin to its receptors, increased atherogenicity of LPL and variation in the immunogenicity 43-45. The main diabetic complications include afflicted wound healing and the serious damage and failure of various vital organs such as kidneys (nephropathy), nerves (neuropathy), eyes (cataract, retinopathy), blood vessels (atherosclerosis) and heart (cardiomyopathy) 11, 34, 46, 47. The AGEs formation is also associated to aging, Alzheimers disease and other chronic disorders 17, 10, 48-50.Natural Biological Defense Mechanism against Glycation and AGEsThe human body presents a certain mechanism to inhibit the glycation of protein and resulting AGEs formation. For example, -keto-glutaraldehyde dehydrogenase, a liver enzyme, has a capability to inactive 3-deoxyglucosone (3-DG), Arnadori-derived reactive intermediate and hence prevents the generation of AGEs 41. The other enzymes such as aldose reductase and glyoxylase system (I and II) can catalyze the deglycation of reactive intermediate methylglyoxal into D-lactase 51. Amadoriases are the group of enzymes found in Aspergillus, which catalyze the deglycation of Amadori products 52. Some NADPH-dependant exogenous enzymes such as aldose reductase and oxoaldehyde reductase that metabolize -dicarbonyls, have the ability to flinch 3-DG and thus regulate the formation of AGEs 53. Similarly, different plasma amines may reduce AGEs formation through reaction with carbonyl groups of sugar and Amadori compounds 54. Antioxidants such as vitamin E and vitamin C, provide protection against glycation-mediated free radicals, whereas, ceruloplasmin and other transport proteins bind with transition metal ions such as Cu2+, preventing them to take part in glycoxidation reactions or autoxidative glycation 55. prohibition era of Protein Glycation and AGEsSeveral attempts have been made earlier to explore pharmacologically active antiglycating agents to prevent or slow down the production of AGEs 56. The major side effects associated with antiglycation therapy limit the use and necessitate the discovery of new inhibitors of glycation with reduced toxicity and long half life to be implicated for large time span. Currently, two therapeutic strategies are highly successful having great effectiveness against diabetic complications and normal aging one is the inhibition of formation of AGEs and other is the disruption of already established AGEs cross- linkages 57.Promising Inhibitors of Glycation with Their Mechanism of InhibitionThe antiglycating agents such as aminoguanidine, rutin, antioxidants, aspirin and other AGEs breakers have been examined extensively and received great interest. The structures of some potential antiglycating agents are depicted in Figure 96.AminoguanidineAminoguanidine is a derivative of hydrazine that inhibits the generation of AGEs and glucose-derived collagen cross-links during in vitro studies 58. Aminoguanidine does not act on already formed AGEs but it reacts with reactive Amadori products such as 3-deoxyglucosone preventing additional rearrangements and intermediates crosslinking 59. In addition, aminoguanidine is a free radical scavenger that contributes in reducing oxidative stress 60. The give-and-take of diabetic carnal models with aminoguanidine reduces AGEs accumulation, kidney lesions, albuminuria and long-term diabetic complications including retinopathy, nephropathy and neuropathy 61. Aminoguanidine also exerts positive effect on the speed of nerve conduction 22. Aminoguanidine therapy is limited by serious toxic effects attributable to high reactivity, subliminal concentrations and rapid renal clearance. The human trials with aminoguanidine experience vasculitis (inflammation of lymph or blood vessel), liver function abnormalities 62 and less frequent flu-like symptoms, sickness and headache 63.Figure 96. Structures of some potential antiglycating agentsAspirinAcetylsalicylic acid commonly known as aspirin is an analgesic has well known analgesic drug that also shows the preventive action against formation of cataract under diabetic conditions. Aspirin may limit the sugar-mediated formation of Amadori products by acetylation of free amino residues of proteins. Aspirin also stops the crosslinking of tendon in rat tail in vitro through inhibition of glycoxidation. Furthermore, aspirin is a free radical scavenger 64. However, the use of aspirin is unlikely in cont rolling late diabetic complications because of some serious gastrointestinal side effects 41.RutinRutin is a common flavonoid of vegetables and fruits that modulates the AGEs generation in vitro. The flavonoids including rutin that contain vicinal dihydroxyl groups have established their significant role as antiglycating agents. The mechanism of inhibition by rutin is suggested to involve the trapping of amino groups in proteins at early stage of glycation, especially in ketoamine formation, by rutin metabolites like keto-quinone intermediates. Rutin has shown significant inhibitory effect against hemoglobin glycation and it is more efficient compared to aminoguanidine 65.AntioxidnatsSince non-enzymatic glycation of protein is significantly accelerated by spendthrift generation of free radicals, the antioxidants and other free radical scavengers are expected to inhibit the process of glycation 24. For example, vitamin E has been reported to appreciably reduce the glycation of hemog lobin 66. The compounds that bear witness both antioxidant and antiglycation properties e.g. aminosalicylic acid, can protect endothelial cells with better efficacy than aminoguanidine against adverse effects of glycation and high glucose levels in vitro 46. Similarly, carnosine that is a naural antioxidant and antiglycating agent, inhibits sugar-induced cross-linking of proteins by reaction with methylglyoxal and also sequesters metal ions (e.g. copper and zinc). Carnosine has shown its role in the treatment of cataracts and other diseases 67. The glycation-derived free radicals generation may be reduced by chelation of transition metal ions, which are responsible for monosaccharide autoxidation. For instance, the metal chelator, diethylenetriamine penta acetic acid has shown the inhibition of glucose autoxidation 68, 69.AGE-BreakersAGE-breakers are the compounds, which remove AGEs cross-links through breakdown of -dicarbonyl bonds in glucose-derived cross-links of proteins 70. Ho wever, the exact mechanism of inhibition for cross-link breaking is unclear so far. N-phenacylthiazolium bromide (PTB) and its chloride form, alagebrium chloride (ALT-711) are the examples of AGE-breakers. It has been demonstrated that the increased arterial stiffness related to diabetes is successfully reversed through a short treatment with AGE-breaker, ALT-711. The cardiovascular stiffness related to normal aging process can also be reduced by ALT-711. For example, the treatment of normal aged dogs with AGE cross-link breaker has shown noticeable decrease in stiffness of left ventricle chamber 71.The clinical trial studies on diabetic humans, dogs and other animals designate the potentially promising use of antiglycation therapy in near future to prevent diabetic complications and other diseases related to protein glycation 56.

Essay --

StrengthsMoroccos biggest marketing strength is their website. This web interface is very interactive with the potential tourist by using a tool called My Ideal Trip. This application finds a Morocco experience that is tailored towards your personal preferences. My ideal Trip walks you through shout by step what you prefer doing on a vacation, so it can hone in on a variety of options within your particular vocational preferences. They probe you with questions to find out a variety of things about the potential tourist. This application first finds out what country you in, and then it discovers the reason for your potential levy to Morocco. This enables them to not only understand the location people are coming from, only also allows them to find out what type of tourist they are. This gives them the ability to snap off market their location to those tourists. For example, they give you statements that best fit what you are looking to gravel out of the vocational experience, su ch as I want to relax, I love doing nothing, I want to make the most of my carefully planned stay, as well as I need a good hotel in order to fully enjoy my stay. This sets the tone to which options they give the potential tourist. They continue to pepper in questions that allows them to understand what you want to get out of the experience, and ultimately lays out some different vocational options that are geared toward their preferences. Not only is the website successful due to this tool, but it has an array of other features that solidifies this website. For example, on the go by of the site there are scrolling pictures that illustrate highlights for Moroccan travel. They have a picture with a link to a CNN article for the top travel destinations ... ...that hasnt been is the cultural food. Morocco cuisine isnt of the norm when you go to other tourist destinations. With the food only being found in this region, it is not commoditized like Italian, Mexican and Chinese foods h ave been in the United States and around the world. Though experiences and services can be easily duplicated, Morocco does offer a total variety of experiences any visitor can expect. With so many different types of experiences and services Morocco offers, there is bound to be positive and negative impacts as a result. Morocco is a tourist destination with much promise. When considering the future prospects of Morocco as a destination it is important to consider not only the positive impacts of tourism but also the negative impacts. These impacts can be broken down into the three categories Economic, socio-cultural, and environmental.

A Tale of Two Cities Essays: The French Revolution :: Tale Two Cities Essays

France and England in A twaddle of Two Cities - The cut Revolution   Introduction In the eighteen-fifties, Charles Dickens was concerned that social problems in England, curiously those relating to the condition of the poor, might provoke a mass reaction on the scale of the French Revolution. In a letter written in 1855, for example, he refers to the unrest of the time as follows I believe the discontent to be so much the worse for smouldering, instead of blazing openly, that it is extremely like the general mind of France before the breaking out of the first Revolution, and is in danger of being turned into such a devil of a conflagration as never has been beheld since. (qtd. in I. Collins 42) At the beginning of A Tale of Two Cities (1859), Dickens once again expresses his concern. The novel opens in 1775, with a par of England and pre-revolutionary France. While drawing parallels between the two countries, Dickens also alludes to his own time "the period was so far like the present period, that some of its noisiest government insisted on its being received, for good or for evil, in the superlative degree of comparison only" (1 bk. 1, ch. 1). The rest of the chapter shows that Dickens regarded the condition to be an evil one, since he depicts both(prenominal) countries as rife with poverty, injustice, and violence due to the irresponsibility of the ruling elite (1-3 bk. 1, ch. 1). As the novel unfolds, however, England becomes a safe haven for those escaping the violence perpetrated by the French Revolution. In this paper, I shall argue that A Tale of Two Cities reflects the popular confidence in the stability of England in the eighteen-fifties, despite Dickenss suggestions at the beginning. A Tale of Two Cities thus becomes a novel about the England and the English of Dickenss time. And yet, many people today would believe that the novel is essentially about the French Revolution, which brings me to my imprimatur point. If in the nineteenth century the novel served to affirm the stability of Britain, in this century it has been greatly influential in the formation of the popular image of the French Revolution, mainly thanks to film and television adaptations. The purpose of this paper is to look at the popular reception of the novel from the time of its first publication in 1859 to the nineteen-nineties.