Causes and Effects of Mental Illness

Causes and Effects of Mental Illness Depression (major depression) is a common mental disorder characterized by a period of intense and negative emotions, lack of interest, anhedonia (lack of pleasure), guilt and low self-esteem feelings, sleep disorders and normal appetite, loss of energy and difficulty in concentration. People who suffer from depression usually they have not presented the same symptoms and even if they have the same symptoms, their intensity varies. Depression can transform from a transient to a chronic condition, preventing the steady mental functioning of people and -in extreme cases even lead to suicide. The social and economic impact of depression usually is difficulty in maintaining close relationships, alcoholism, accidents, misuse of health services, reverberations the whole family and more on children, early retirement, and substance abuse. The depressed person suffering from the disease thus transformed and expressed in many ways such as hypochondriacal symptoms, impotence, insomnia or hypersomnia, poor appetite or overeating, and offending behavior. Moreover, depression can occur in various forms such as with most physical illnesses. However, in these types, there are several variations in the number and severity of symptoms. The following three types of depression frequently arise in people who suffer from this disease. The major depressive episode is manifested by a combination of symptoms and affected significantly the functionality of the individual. An incident such as this episode may occur once, or more frequently, several times during the life of the individual and ordinarily lasts around 6-8 months. A less severe form of depression, dysthymia, is a milder side of symptoms, but more chronic disorder. In this form, individual generally retains much of the functionality but however, there is a danger to drop back into a major depressive episode. Bipolar disorder or manic depression is otherwise a severe mental disorder characterized by cyclical swings of emotion, where in that period of intense elation (mania) alternate with periods of depressive episodes. The person in the manic episode shows hyperactivity, socially inappropriate, shows cheerful, with large energy reserves, but has impaired judgment and impaired social behavior which can be fatal for the person himself but also for those around him. Various theories have been developed by several scientists are unable to determine the exact etiology of depression. There are some factors that contribute to either the start or the most intense manifestation of the disease. Many scientists have studied the depression generating mechanism based on an individuals behavior. Ferster (1973) indicates that the depressed person may have the disease at intervals, during which accepts negative stimuli and isolation from the social environment without corresponding positive stimuli which could maintain his mental balance. Additionally, starting from childhood where negative stimuli are unable to meet the individual needs (such as the mothers indifference towards the child) cultivate the belief that the environment has grown not to offer anything on the person who is pessimistic. Also, Ferster, comments on the role of anger in depression, as psychoanalysts recognizing that anger is a component of the emotional disorder but explains that the angering event often avoided by the sufferer due to the negative reaction of the environment to anger. Therefore held that feeling and the result is the further isolation of the patient from the community and lack thereof supporters. The Rado (1964), Bibring (1953) and Jacobson (1964), completing the classic analytic interpretation pointed out that it is not necessary to have an objective loss to occur depression. They outline that, something negative relative to narcissism, the love and appreciation that nourishes everyone about him, a frustration or failure would seriously undermine the feeling of self-esteem, can paralyze a persons ability to act, resulting in a recall depression. Mendelson (1967) believed that depression is due to the collapse of ego and self-confidence because of a loss or disappointment. O Schneider (1958) described the people suffering from depressive psychopathy as follows: quietly, constantly gloomy, serious, without the ability to have fun. The peace and calm seen as something meaningless and pain and suffering as a virtue. They give great importance to the operation and are oppressive but also sensitive individuals. Schneider made a distinction between depressive personality and endogenous depression which more correlated with phases of mania and depression thus rejecting the idea that a depressive personality is an extreme form of depression expression. This personality is due in early irritation predisposing the individual to become negative and pessimistic On the other side, the forms and effects of depression differ by gender. Women are 2 to 3 times more susceptible to this disease than men. Some researchers such as Hauenstein (1991) have suggested that this is due to the fact that women express more easily and more intensely their feelings, from the opposite gender, is more large percentage of the female population that will seek medical care in relation to the male gender, women affected, think and imagine different scenarios and versions if concern for a problem, leading to cause the beginning of an emotional disease while men distract their attention from the problem and focus on their goals. However, the difference is quite large, so it is believed that a combination of biological and psychosocial factors contribute to a higher frequency. The causes that can lead an individual to depression vary depending on the evolution of his life. More specifically, it is clear that there is no single reason to explain this disorder (as usually happens with many other illnesses in general). Surveys have identified several factors that appear to contribute in varying degrees to the illness of depression. We can consider the depressive disorder as the final common result of a variety of factors which act on the constitution of each individual and the specific social context. If we look at depression in this way then the various interpretations of the ground, either purely biological or purely psychosocial cease to seem to contradict each other, but rather that they complement each other.

Imagination and Realism in Hamlet :: GCSE English Literature Coursework

Imagination and Realism in Hamlet      Ã‚  Ã‚   Shakespeare’s tragic drama Hamlet is a composite of poetic and realistic elements. Which predominates? This paper analyzes the presence of both realism and imagination.    Richard A. Lanham in â€Å"Superposed Plays† discusses the poetic or imaginative side of Hamlet:    The real doubt comes when we ask, â€Å"What poetic do we bring to the Hamlet play?† As several of its students have pointed out, it is a wordy play. Eloquence haunts it. Horatio starts the wordiness by supplying a footnote from ancient Rome in the first scene, by improving the occasion with informative reflections. Everybody laughs at Polonius for his moralizing glosses but Hamlet is just as bad. Worse. Gertrude asks him, in the second scene, why he grieves to excess and he gives us a disquisition on seeming and reality in grief. The King follows with h is bravura piece on grief. Everybody moralizes the pageant. The Hamlet play abounds with triggers for straight revenge-tragedy response. The whole â€Å"mystery† of Hamlet’s hesitant revenge boils down to wondering why he doesn’t go ahead and play his traditional part, complete with the elegant rants we know he can deliver. (89)    The real battle in the play between imagination and realism is forcefully presented by another literary critic. Harold Goddard’s essay, â€Å"Hamlet: His Own Falstaff,† highlights this battle in the play:    Hamlet, the conclusion is, is a failure because the materials Shakespeare inherited were too tough and intractable. Too tough and intractable for what? That they were too tough and intractable for a credible historical picture may be readily granted. But what of it? And since when was poetry supposed to defer to history? Two world wars in three decades ought to have taught us that our history has not gone deep enough. But poetry has. The greatest poetry has always depicted the world as a little citadel of nobility threatened by an immense barbarism, a flickering candle surrounded by infinite night. The â€Å"historical† impossibility of Hamlet is its poetical truth, and the paradox of its central figure is the universal psychology of man. (14)    The play opens on the ramparts of Elsinore castle – a very realistic setting. But very soon the imaginative element of a ghost, the likeness of dead King Hamlet, makes its appearance before Barnardo, Marcellus and Horatio. Mysteriously, it says nothing, prompting Horatio and Marcellus to leave in search of Hamlet, the prince and their friend, who might be able to interpret this spectral figure. Imagination and Realism in Hamlet :: GCSE English Literature Coursework Imagination and Realism in Hamlet      Ã‚  Ã‚   Shakespeare’s tragic drama Hamlet is a composite of poetic and realistic elements. Which predominates? This paper analyzes the presence of both realism and imagination.    Richard A. Lanham in â€Å"Superposed Plays† discusses the poetic or imaginative side of Hamlet:    The real doubt comes when we ask, â€Å"What poetic do we bring to the Hamlet play?† As several of its students have pointed out, it is a wordy play. Eloquence haunts it. Horatio starts the wordiness by supplying a footnote from ancient Rome in the first scene, by improving the occasion with informative reflections. Everybody laughs at Polonius for his moralizing glosses but Hamlet is just as bad. Worse. Gertrude asks him, in the second scene, why he grieves to excess and he gives us a disquisition on seeming and reality in grief. The King follows with h is bravura piece on grief. Everybody moralizes the pageant. The Hamlet play abounds with triggers for straight revenge-tragedy response. The whole â€Å"mystery† of Hamlet’s hesitant revenge boils down to wondering why he doesn’t go ahead and play his traditional part, complete with the elegant rants we know he can deliver. (89)    The real battle in the play between imagination and realism is forcefully presented by another literary critic. Harold Goddard’s essay, â€Å"Hamlet: His Own Falstaff,† highlights this battle in the play:    Hamlet, the conclusion is, is a failure because the materials Shakespeare inherited were too tough and intractable. Too tough and intractable for what? That they were too tough and intractable for a credible historical picture may be readily granted. But what of it? And since when was poetry supposed to defer to history? Two world wars in three decades ought to have taught us that our history has not gone deep enough. But poetry has. The greatest poetry has always depicted the world as a little citadel of nobility threatened by an immense barbarism, a flickering candle surrounded by infinite night. The â€Å"historical† impossibility of Hamlet is its poetical truth, and the paradox of its central figure is the universal psychology of man. (14)    The play opens on the ramparts of Elsinore castle – a very realistic setting. But very soon the imaginative element of a ghost, the likeness of dead King Hamlet, makes its appearance before Barnardo, Marcellus and Horatio. Mysteriously, it says nothing, prompting Horatio and Marcellus to leave in search of Hamlet, the prince and their friend, who might be able to interpret this spectral figure.

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Table of Contents 1. 0 Introduction2 2. 0 Initial Situation – Case Analysis2 2. 1 The History of Bristol-Myers Squibb (BMS)2 2. 2 Peter R. Dolan3 2. 3 What is Plavix? 3 2. 4 Plavix Generic Drug Agreements4 2. 5 Dolan’s Fate5 3. 0 Questions and Answers6 3. 1 Q1) What principles of distributive Negotiation did Sherman use to gain his advantage? 6 3. 2 Q2 ) Do you think Sherman behaved ethically? Why or why not? 7 3. 3 Q3) What does this incident tell you about the role of deception in negotiation? 9 4. 0 Conclusion10 1. 0 Introduction All organisations form an integral part of the global village. Therefore organisations have become open systems due to deregulation, ever changing technology, lifestyle and demographics. In order to be triumphant in today’s dynamic environment organisations need to focus on the environment it operates in and have to react swiftly to the changes that occur by developing negotiation strategies to stay ahead of competition. Strategy is embedded in any organisations planning process and without strategy the organisation will become a candidate for acquisitions or would become extinct. In this report we have analysed the case of â€Å"DAVID OUT-NEGOTIATIONG GOLIATH: APOTEX AND BRISTOL-MYERS SQUIBB†, which is based on a real world scenario about the survival of two giants of the pharmaceutical industry at stake. Our main objective is to analyse the main conflicts and negotiation issues which have arisen during the negotiation process between the two giants and also to look at how their internal objectives have driven them to the final result. Therefore, we present some more external information about the elevant case to get a better background knowledge, and also we have analysed the main issues by answering the questions which have been brought up in the case. 2. 0 Initial Situation – Case Analysis 2. 1 The History of Bristol-Myers Squibb (BMS) In early 1887, William McLaren Bristol and John Ripley Myers invested $5,000 into a failing drug manufacturing firm located in Clinton, New York. The company was officially incorporated on December 13, 1887, an d in May 1898 changed its name to the Bristol, Myers Company. According to the records Bristol-Myers merged with Squibb in 1989 and created a global leader in the health care industry as â€Å"Bristol-Myers Squibb (BMS)†. By this merger it created the world’s second-largest pharmaceutical enterprise. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) Today, Bristol-Myers Squibb has become one of the leading worldwide provider of anti-cancer therapies as well as a leader in the discovery and development of innovative treatments to fight heart disease, stroke, and infectious diseases including HIV/AIDS. (http://www. awpagesociety. om/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) 2. 2 Peter R. Dolan Peter R. Dolan has received his BA from Tufts University in 1978, and his MBA from Dartmouth College in 1980. He began his career at General Foods from 1983–1987, but by 1988 had transferred to BMS as Vice-President of Marketing. Dolan was named CEO in Februar y 2001 and made Chairman of the Board in 2002. He was infamous within the company for setting â€Å"Big Hairy Audacious Goals†, such as his 2001 promise to double BMS revenues within five years. He regretted about that particular statement, as 2002 sales totalled came down from $18. billion, which was 1% of a decrease from 2000. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) 2. 3 What is Plavix? Plavix was a FDA-approved anti-platelet daily medication that reduces the risk of heart attack. Plavix was brought to market through a partnership between Bristol-Myers Squibb and French drug maker Sanofi-Aventis, the world’s third largest pharmaceutical company and the largest in Europe. Plavix 2005 global sales were $5. 9-billion, up more than 15% from 2004. According to Pharmaceutical Business Revenue and Data Monitor, sales were expected to peak at $6-billion in 2011. http://www. awpagesociety. com/images/uploads/Case_FI NAL3. pdf – Accessed on 21, March 2011) 2. 4 Plavix Generic Drug Agreements In July 2006, BMS announced that the U. S. Justice Department was investigating the company’s March 2006 agreement with Canadian generic drug manufacturer Apotex. The agreement was intended to delay the Apotex’s release of an inexpensive generic version of Plavix. Under the terms of Bristol-Myers’ ill-conceived agreement with Apotex, BMS offered Apotex $40 million to halt production of the generic Plavix until June 1, 2011. This date was five months before the Plavix patent was set to expire. Bristol-Myers also agreed not to release its own non-branded Plavix until six months after Apotex began to sell its generic version of the blood thinner. When asked to approve the agreement, the U. S. Federal Trade Commission (FTC) and state Attorneys General objected to these provisions. They labelled the Bristol-Myers concession anti-competitive because it assured that Apotex would be the sole market vendor of cheap, generic Plavix for at least six months. So, Bristol-Myers Squibb agreed to remove the anti-competitive provision from the contract. Nevertheless, the FTC began questioning Apotex regarding the revised agreement. During these questioning sessions, Apotex told the federal regulators that Bristol-Myers had given Apotex private assurance that it would not release a general version of Plavix to the market. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) When the agreement did not receive approval, Apotex quickly introduced its generic version of Plavix (which had obtained FDA approval earlier that year), and the drug became universally available in August 2006. Apotex priced the generic version at an estimated 10 to 20 percent discount. Apotex’s generic Plavix quickly gained 75% market share of new prescriptions. Within the month, Bristol-Myers Squibb was able to get a United States District Judge to order a temporary injunction halting further sales of the generic Plavix. However, the judge did not order a recall of generic Plavix. The District Court ruled that Apotex had the legal right to sell its generic version of Plavix. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) After only one month of generic Plavix competition, BMS was forced to reduce its 2006 earnings forecast by 25%. Bristol-Myers’s reduced per share earnings estimate was below the company dividend, meaning that Bristol would be paying more to shareholders than it actually earned. In sum, over the five years of Dolan’s tenure, the stock price of Bristol-Myers Squibb had declined by over 60%. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) 2. 5 Dolan’s Fate On September 12, 2006, CEO Peter Dolan and General Counsel Richard K. Willard were dismissed by the Bristol-Myers board. Dolan was replaced on an interim basis by James M. Cornelius, a Bristol-Myers director and former executive at Guiding Corporation. (http://www. awpagesociety. com/images/uploads/Case_FINAL3. pdf – Accessed on 21, March 2011) 3. 0 Questions and Answers 3. 1 Q1) What principles of distributive Negotiation did Sherman use to gain his advantage? Negotiation occurs whenever two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence. In, Other Words, People negotiate when they think that iscussion can produce a more satisfactory arrangement (at least for them) in their exchange of goods or services. ( McShane and Travaglione , 2003) A distributive negotiation is a type or process that normally entails a single issue to be negotiated. The single issue often involves price and frequently relates to the bargaining process. Also referred to as ‘Win – Loseâ€⠄¢, or ‘Fixed – Pie’ negotiation because one party generally gains at the expense of another party. (http://www. negotiations. com/definition/distributive-negotiation/) – Accessed on 27, March 2011) Despite the fact that BMS and Apotex entered the negotiation process, with the primary goal of achieving a ‘Win-Win’ situation which will lead to an integrative negotiation. However according to our analysis we feel that the negotiation ended on a ‘Win- Lose’ note, resulting in a distributive negotiation. Dr. Barry Sherman (Apotex) when negotiating with BMS, has used following distributive negotiation principles in order to achieve his Goals. Goal – In this case scenario, Dr. Sherman wanted to direct the negotiation in a way that would maximise his benefits as much as possible. As an example, Dr. Sherman inserted a clause in the deal that would require the BMS to pay Apotex $60 Million â€Å"IF† FTC rejected the deal. Motivation and Focus – When engaged in distributive bargaining one’s tactics are to focus on getting one’s opponent to agree to one’s specific target point or to get as closer as possible. (Robbins, 2005) â€Å"I Win, You lose†- where Apotex’s win is at the expense of BMS. Further it could be noted that the outcome of the negotiation falls outside the BMS’s resistance point indicating a total victory for Dr. Barry Sherman and Apotex . The two Company’s being opposed to each other is another distributive negotiation characteristic seen throughout the situation where BMS’s goal in this negotiation is to delay the launch of Apotex’s generic competitor, where as Apotex’s / Dr Sherman’s motive being its opposite. Information Sharing – In this negotiation process information sharing was low. This was evident through the clause inserted in the deal, and also by Dr. Sherman not disclosing the preparation of launching the generic product before the agreed date. Duration of Relationship – It is visible that the focus of the relationship between BMS and Apotex was â€Å"Short Term† mainly due to fact that Dr Sherman was aware of FTC’s decision and the impact that would have on the negation process. 3. 2 Q2 ) Do you think Sherman behaved ethically? Why or why not? The answer to this question depends on a person’s values, culture, and the situation. What might be acceptable in poker would probably not be acceptable in most business situations. What might be acceptable in New York might not be acceptable in Ottawa. Different cultures and different situations contain inherent â€Å"rules† about the degree to which bluffing or misrepresentation is deemed acceptable. (**** I have attached another PDF – this part is from that article) According to what we see, it’s not ethical to lie in a negotiation, but according to research 28% of negotiators lie about a common interest issue during negotiations, while another study found that 100% of negotiations either failed to reveal a problem or actively lied about it during negotiations if they were not directly asked about the issue. Therefore we have an issue to recognize, when is a lie a lie? Some argue, when exaggerating, downplaying negatives, ignoring flaws, or saying â€Å"I don’t know† we are lying, but today most businessmen look at this, not as unethical practices, but rather as indicators that a negotiator is Strong, Smart, or Savvy. (Robbins, 2005) When we look at this scenario, we can’t agree that Dr. Sherman’s behaviour is ethical; during the negotiation process he was indicating a trustworthy long term relationship towards BMS and indirectly influencing BMS to take certain actions emotionally (for example : carrying out the negotiation at certain times without attorneys ). However in the meanwhile he gets ready to launch the product, which clearly explains the unethical behaviour and his attempt to misguide BMS. Further, another factor to be noted at the same time is if we want to survive in this highly competitive world, we have to be SMART enough to be professional and BMS being the initiator to the negotiation, should have known exactly what they signed. BMS being a large organisation, having the capacity, should have done their ground work prior going for the negotiations. Further, they could have appointed a negotiation panel rather than a one person, which would have increased the chances of winning. The question arisen is why BMS’s industry knowledge and experience didn’t warn them about the FTC decision. This clearly explains poor preparation and their underestimation of Dr Sherman’s negotiation tactics. We believe, Dr Sherman was being technically correct, that does not justify his behaviour as ethical. The question to argue is the acceptability of the tactics used by Dr Sherman in improving his chances of winning. We believe that winning a business negotiation is important, but winning by deceiving the other party is unethical. 3. 3 Q3) What does this incident tell you about the role of deception in negotiation? ‘Deception' is the use of false arguments that leads the other person to an incorrect conclusion. We can see these types of scenarios every day in business world, because when doing these types of important negotiations, we have to make sure, that we have our goals in the sight and work towards achieving it with a well planned process, without getting carried over with emotional bonds or friendships. The BMS vs Apotex negotiation shows misrepresentation occurring in a negotiation, where a person deliberately takes a position on something which is not true in some way. Dr. Sherman deliberately misleads BMS showing them that, he is carrying out negotiations in order to come to a conclusive decision of delaying the launch of the generic product. However, while negotiations are being carried out, Dr Sherman plans to market and launch the generic product deceptively. By use of false arguments and providing not rue information, Dr Sherman misguides the other party in negotiation for a settlement offer. While showing an objective of achieving a â€Å"Win – Win† solution, indicating a trustworthy relationship (which leads the executive of BMS, Bodnar keeping their attorneys out of the discussion in many instances during the negotiation process). Further Dr Sherman including a clause in the deal that would require BMS to pay Apotex $60 Million if FTC rejects the deal, believ ing that FTC would, further explains the deception in this negotiation process. A point to be noted is certain practices carried out by BMS was not professional (example Bodnar keeping the attorneys out of the negotiation) which might lead to further deception. BMS objective was to create a favorable position for themselves by trying to make Dr. Sherman agree to their conditions. Deception plays a major role in this negotiation process. Even though BMS and Apotex entered into negotiation with an objective of coming into a conclusive decision of delaying the launch and the settlement offer. However, the outcome of the negotiation was totally dependant on the deception played by the people involved in the negotiation and the negotiation process had a less impact on the final outcome. 4. 0 Conclusion In today’s context, negotiation plays a vital role in any business organization and its challenges are growing. Every organization has their own goals to achieve, therefore it's important to discuss and resolve conflicts arising by divergent goals. Negotiations are often complex, hence always demand preparation. Lack of preparation and not following a proper process will result in adverse and unexpected results. We can clearly see in the above analyzed Apotax vs BMS case, how important is to pay attention and how well we have to know the rules to play well in the field of negotiation, because even a small mistake can change the end result to a greater extend. We can see lot of similarities between this case and the story David vs. Goliath. As we know David was just a lad, representing the Israeli army and was confronted by a giant Goliath, representing the Philistine army. David managed to strategically defeat and destroy the giant Goliath. When relating the case and the story, Apotex (David) was approached by a corporate giant – BMS (Goliath) to delay the launch of a competitive substitute. Goliath attempted to negotiate an agreement to hold back competition in the market. To be successful, David had to not only get their product into the market, but also to outnumber the giant. This deal brought a huge win for David, because he was able to examine the issues and identify the opportunities he could gain from this negotiation and also he always had a clear goal and a vision to reach it. So in the end, David successfully launched Plavix generic product and capitalized on the downfall of Goliath to build Apotex's market share. In the above case, Goliath (BMS) forgot that they were involved in a business negation, and got carried away with emotions and wanted to have a long term business relationship with David (Apotex), which David used to his advantage. As professional business people we should always predict the worst possible outcome as well, before getting into this type of an immense business deal which involves lot of money, market share and specially reputation. Which affects the business bottom line and in turn risking stake holder funds or returns) MBS was over confident in going to the negotiations, because they thought they are a large company, as we see size does not matter, it’s what strategies you use to negotiate and you attentions to details and how well you prepare, that matters. BMS had the resources to win the negotiation, but was not prepare d to use them effectively and efficiently, that’s where they lost. Before getting in to a negotiation, we have to look at all of the implications of a deal, both for the one’s self and the related party. To be successful, a deal has to make a ‘Win – Win’ situation to the both the parties. But here, Goliath never considered about the economic reality, planning or preparing a negotiation agenda and also entered to the negotiation processes even without carrying out a proper background research. Today, we all go through negotiation in day-to-day life, because it has become a technicality which we use in a daily basis. So, when it comes to these types of immense deals, we have to make sure we follow a proper negotiation process which involves major steps of negotiation such as, preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, closure and implementation. And also at the same time we should ensure that we make no mistake on our way forward achieving our objective. Further a factor which needs to be kept in our mind throughout our negotiation process is to achieve our goal in an ethical manner making sure we keep no space for others to deceive us. — END OF REPORT – –

Computerized Admission Examination System Essay

Entrance Examination – An examination success in which qualifies a person to join a school, university, organization. Examination that many educational institutions use to select students for admission. These exams may be administered at any level of education, from primary to higher education, although they are more common at higher levels. School – An institution for educating children. University – a school that offers courses leading to a degree (such as a bachelor’s, master’s, or doctoral degree) Examination – a test to show a person’s progress, knowledge, or ability Student – a person who is studying at a school or college. Visual Basic – Visual Basic is a third-generation programming language. Microsoft intended Visual Basic to be relatively easy to learn and use. Administrator – Who is responsible to create a new course, delete course, add member or delete it. Faculty member – A teacher in the faculty. Introduction Online Examination System is a software application which allows a particular company or institute to arrange, conduct and manage any objective examination via online. This document will propose all features and procedures to develop the system. This document specially containing details about objectives, scope, limitation, theoretical framework, conceptual framework, statement of the problem, hypothesis, significance, abstract and synthesis. Entrance Exam System is very useful for Educational Institute to prepare an exam, save the time that will take to check the paper and prepare mark sheets. It will help the school to testing of students and develop their skills. But the disadvantages for this system, it takes a lot of times when you prepare the exam at the first time for usage. And we are needs number of computers with the same number of students. The effective use of Entrance Exam System, many Educational Institute can be use it to develop their strategy for putting the exams, and for getting better results in less time. Scope and limitations: On-line Exam system is designed for Educational Institutes (like schools and universities). The system handles all the operations, and generates reports as soon as the test is finish, that includes name, mark, time spent to solve the exam. Allow students to see or display his answers after the exam is finish. The type of questions is only multiple choice or true and false. The scope and limitation of this system is: The on-line exam system design to educational institutes. Hold all operation and generate reports to student, teachers and administrator. Support multiple choices questions. Allow the student to prochoice the answer and to see his mark. Verify a security, authority and safty. The Administrator can be done the following: Create/delete accounts (add a list of faculty names and list of his student) Change password for Faculty/Student Create/ delete/update courses (subject). The Faculty can be done the following: Change password. Insert questions. Specify the answers. Update mark of questions and answers. The Student can be done the following: Change password. Choose exam. Review answers. See his exam mark. View other material.

On My Personal Experience with Other Cultures Encountered by My essays

On My Personal Experience with Other Cultures Encountered by My essays On My Personal Experience with Other Cultures Encountered by My ... Every lucky man has all five senses, perhaps he or she has also the power of predicting the future by means of of the so called "sixth sense", or intuition. We use them altogether all the time, and so one can hardly tell a story in which just one particular sense is engaged. I have spent most of my life here in Slovakia and I only communicate with other worlds by means of the Internet, by reading or by watching TV. Or I communicate with those worlds which come to my world. As far as my vision in interaction with other cultures is concerned, the most intense memory is a 16th century painting by van Brueghel Jr. called The Triumph of Death. It shows Death and all that it stands for coming in overwhelming quantity, torturing and killing masses of people in insane laughter. I saw this picture when I was 7 for the first time and since then I have been returning to it, wondering what event could have led the author to create this dreadful masterpiece. I have seen many similar and even much better artistic works since I saw The Triumph of Death for the first time, but with the help of this particular work I realized that Art is all about making an image of and perceiving different worlds inhabited by different people. Music. This is the first thing that comes to my mind when hearing and other cultures are mentioned. I remember one summer night, when there were about 20 people sitting around a fire and everyone held an instrument. Most of those were people I did not know, but at that moment I felt strong mutual unity powered by tribal beats of bongos of all sizes. It was a ritual of freeing our minds to other dimensions and the music was the gate. At that time, banging a bongo, playing a didgeridoo or another "non-standard" instrument was a matter of fashion, of course, mainly within the young, now it is fading away. I do not know and I do not ...

Sanford Dole, Lawyer Helped Make Hawaii a US Territory

Sanford Dole, Lawyer Helped Make Hawaii a US Territory Sanford Dole was a lawyer who was largely responsible for bringing Hawaii into the United States as a territory in the 1890s. Dole helped overthrow the Hawaiian monarchy and served for several years as president of the Hawaiian Republic, an independent government of the islands. The campaign to establish Hawaii as an American territory was backed by sugar planters and other business interests. After being thwarted during the administration of Grover Cleveland, Dole and his allies found a more welcome reception following the election of William McKinley. Hawaii became an American territory in 1898. Fast Facts: Sanford Dole Full Name: Sanford Ballard DoleBorn: April 23, 1844 in Honolulu HawaiiDied: June 9, 1926 in Honolulu, HawaiiKnown For: Lawyer known for working in the 1890s to bring Hawaii into the United States. Served as only president of the independent Republic of Hawaii and first governor of the Territory of Hawaii.Parents: Daniel Dole and Emily Hoyt BallardSpouse: Anna Prentice Cate Early Life and Career Sanford Ballard Dole was born April 23, 1844, in Hawaii, the son of missionaries who had been assigned to educate native people. Dole grew up in Hawaii and attended college in the island before traveling to the United States and enrolling in Williams College in Massachusetts. He studied law and practiced the profession briefly in Boston before returning to Hawaii. Dole set up a law practice in Honolulu and began to get involved in politics. In 1884, he was elected to the Hawaiian legislature, which operated under a monarchy. In 1887, Dole became involved in a rebellion against the Hawaiian king, David Kalakaua. The king was forced to sign away much of his power at gunpoint. The new constitution, which placed most power in a legislature, became known as the Bayonet Constitution, as it had been put in place by threats of violence. Following the rebellion, Dole was appointed to the Hawaiian Supreme Court. He served as a judge on the court until 1893. Revolutionary Leader In 1893, the successor of King David Kalakaua, Queen Lilioukalani, resisted restraints put upon the monarchy by the 1887 constitution, which heavily favored the interests of white businessmen. As the queen sought to restore the monarchy to its earlier power, she was deposed by a coup. In the aftermath of the coup against Queen Lilioukalani, Sanford Dole became the head of the revolutionary provisional government which replaced the monarchy. An obvious goal of the new government was to have Hawaii brought into the United States. A front-page article in the New York Times on January 29, 1893 provided details on the revolution, and mentioned that the newly installed government wanted to be admitted to the United States as a territory. Joining the United States Grover Cleveland’s return as president in 1893 (he began serving the second of his two non-consecutive terms) complicated matters. Cleveland was offended by the coup that deposed the Hawaiian king, especially when an investigation determined that U.S. Marines had been involved, operating without any official orders from Washington. In President Cleveland’s view, the Hawaiian monarchy should be restored. That changed when emissaries from Washington, while seeking to bring the queen back to power, could not get her to forgive the revolutionaries. After relations with the queen broke down, the Cleveland administration eventually recognized the Republic of Hawaii on July 4, 1894. Sanford Dole served as the first and only president of the Republic of Hawaii, holding the office from 1894 to 1900. A focus of his attention was to get the United States to adopt a treaty which would make Hawaii an American territory. Doles task became easier when William McKinley, who was more sympathetic to the idea of Hawaii as an American territory, became president in 1897. Dole continued advocating for Hawaii to join the U.S., and in January 1898, he traveled to Washington, D.C., to meet government officials. After sailing to San Francisco, Dole and his wife embarked on a cross-country railroad journey. His travels became front-page news in cities he visited along the way. He was portrayed as President Dole, a respected foreign leader from an exotic location who also carried himself as a typical American politician. Arriving by train in Washington, Dole was greeted at Union Station by members of McKinleys cabinet. President McKinley called upon Dole at his hotel. A few days later, Dole and his wife were guests of honor at a formal White House dinner. In a number of newspaper interviews Dole was careful to always say he was not lobbying for his cause but merely answering any questions federal officials might have about Hawaii and its desires to join the United States. In the summer of 1898, Hawaii was admitted to the United States as a territory, and Dole’s position as president of the independent republic came to an end. Dole was widely recognized as one of the leading citizens of Hawaii. In 1898, a San Francisco newspaper published a feature on Hawaii joining the United States, and it prominently featured Dole. Though the move toward becoming a U.S. territory had been long and complicated, motivated by business interests and often accompanied by threats of force, Dole put a good face on it. He said Hawaii joining the U.S. was the result of natural growth. Territorial Government President McKinley appointed Dole to be the first territorial governor of Hawaii. He served in that post until 1903, when President Theodore Roosevelt appointed him to be a judge of the U.S. district court. Dole accepted the post, and left politics to return to the law. He served as a judge until 1915. In his later life, Dole was revered as one of Hawaiis most prominent citizens. He died in Hawaii in 1926. Sources: Dole, Sanford Ballard. Gale Encyclopedia of American Law, edited by Donna Batten, 3rd ed., vol. 3, Gale, 2010, pp. 530-531. Gale Virtual Reference Library.Hawaii. Gale Encyclopedia of U.S. Economic History, edited by Thomas Carson and Mary Bonk, vol. 1, Gale, 1999, pp. 422-425. Gale Virtual Reference Library.Joint Resolution to Provide for Annexing the Hawaiian Islands to the United States. American Eras: Primary Sources, edited by Rebecca Parks, vol. 1: Development of the Industrial United States, 1878-1899, Gale, 2013, pp. 256-258. Gale Virtual Reference Library.

Biography of Francisco Madero, Led Mexican Revolution

Biography of Francisco Madero, Led Mexican Revolution Francisco I. Madero (October 30, 1873–February 22, 1913) was a reformist politician and writer and president of Mexico from 1911 to 1913. This unlikely revolutionary helped engineer the overthrow of dictator Porfirio Dà ­az by kick-starting the Mexican Revolution. Unfortunately for Madero, he was caught between remnants of Dà ­azs regime and the revolutionaries he unleashed and was deposed and executed in 1913. Fast Facts: Francisco Madero Known For: Father of the Mexican RevolutionBorn: Oct. 30, 1873 in Parras, MexicoParents: Francisco Ignacio Madero Hernndez, Mercedes Gonzlez Trevià ±oDied: Died Feb. 22, 1913 in Mexico City, MexicoSpouse: Sara Pà ©rez Early Life Francisco I. Madero was born on Oct. 30, 1873, in Parras, Coahuila, Mexico, to wealthy parents- by some accounts, the fifth-richest family in Mexico. His father was Francisco Ignacio Madero Hernndez; his mother was Mercedes Gonzlez Trevià ±o. His grandfather, Evaristo Madero, made lucrative investments and was involved in ranching, wine-making, silver, textiles, and cotton. Francisco was well educated, studying in the United States, Austria, and France. When he returned from the U.S., he was placed in charge of some family interests, including the San Pedro de las Colonias hacienda and farm, which he operated at a profit, introducing modern farming methods and improving worker conditions. In January 1903, he married Sara Pà ©rez; they had no children. Early Political Career When Bernardo Reyes, governor of Nuevo Leà ³n, brutally broke up a political demonstration in 1903, Madero became politically involved. Although his early campaigns for office failed, he funded a newspaper that he used to promote his ideas. Madero had to overcome his image to succeed as a politician in macho Mexico. He was small with a high-pitched voice, making it difficult to command respect from soldiers and revolutionaries who saw him as effeminate. He was a vegetarian and teetotaler, considered peculiar in Mexico, and an avowed spiritualist. He claimed to have contact with his dead brother Raà ºl and liberal reformer Benito Juarez, who told him to maintain pressure on Dà ­az. Dà ­az Porfirio Dà ­az was an iron-fisted dictator in power since 1876. Dà ­az had modernized the country, laying miles of train tracks and encouraging industry and foreign investment, but at a cost. The poor lived in abject misery. Miners worked without safety measures or insurance, peasants were kicked off their land, and debt peonage meant that thousands were essentially slaves. He was the darling of international investors, who commended him for â€Å"civilizing† an unruly nation. Dà ­az kept tabs on those who opposed him. The regime controlled the press, and rogue journalists could be jailed without trial for libel or sedition. Dà ­az played politicians and military men against one another, leaving few threats to his rule. He appointed all state governors, who shared the spoils of his crooked but lucrative system. Elections were rigged and only the foolish tried to buck the system. Dà ­az had fought off many challenges, but by 1910 cracks were showing. He was in his late 70s, and the wealthy class he represented worried about his successor. Years of repression meant the rural poor and urban working class loathed Dà ­az and were primed for revolution. A revolt by Cananea copper miners in 1906 in Sonora had to be brutally suppressed, showing Mexico and the world that Diaz was vulnerable. 1910 Elections Dà ­az had promised free elections in 1910. Taking him at his word, Madero organized the Anti-Re-Electionist Party to challenge Diaz and published a bestselling book titled  The Presidential Succession of 1910. Part of Maderos platform was that when Dà ­az came to power in 1876, he claimed he wouldnt seek re-election. Madero insisted that no good came from one man holding absolute power and listed Dà ­azs shortcomings, including the massacre of Maya Indians in the Yucatan, the crooked system of governors, and the Cananea mine incident. Mexicans flocked to see Madero and hear his speeches. He began publishing a newspaper,  El Anti-Re-Electionista, and secured his partys nomination. When it became clear that Madero would win, Dà ­az had most of the Anti-Re-Electionist leaders jailed, including Madero, arrested on a false charge of plotting armed insurrection. Because Madero came from a wealthy, well-connected family, Dà ­az could not simply kill him, as he had two generals who had threatened to run against him in 1910. The election was a sham and Dà ­az â€Å"won.†Ã‚  Madero, bailed out of jail by his wealthy father, crossed the border and set up shop in San Antonio, Texas. He declared the election null and void in his â€Å"Plan of San Luà ­s Potosà ­Ã¢â‚¬  and called for armed revolution. November 20 was set for the revolution to begin. Revolution With Madero in revolt, Dà ­az rounded up and killed many of his supporters. The call to revolution was heeded by many Mexicans. In the state of Morelos,  Emiliano Zapata  raised an army of peasants and harassed wealthy landowners. In the state of Chihuahua,  Pascual Orozco  and  Casulo  Herrera raised sizable armies. One of Herreras captains was ruthless revolutionary  Pancho Villa, who replaced the cautious Herrera and, with Orozco, captured cities in Chihuahua in the name of the revolution. In  February 1911, Madero returned from the U.S. Northern leaders including Villa and Orozco didnt trust him, so in March, his force swollen to 600, Madero led an attack on the federal garrison at Casas Grandes, which was a fiasco. Outgunned, Madero and his men retreated, and Madero was injured. Although it ended badly, Maderos bravery gained him respect among the northern rebels. Orozco, at that time leader of the most powerful rebel army, acknowledged Madero as leader of the revolution. Not long after the battle, Madero met  Villa  and they hit it off despite their differences. Villa knew he was a good bandit and rebel chief, but he was no visionary or politician. Madero  was a man of words, not action, and he considered Villa a Robin Hood,  just the man to oust Dà ­az. Madero allowed his men to join Villas force: His days of soldiering were done. Villa and Orozco pushed toward  Mexico City, scoring victories over federal forces along the way. In the south, Zapatas peasant army was capturing towns in his native state of Morelos, beating superior federal forces with a combination of determination and numbers. In May 1911, Zapata scored a huge, bloody victory over federal forces in the town of Cuautla. Dà ­az could see that his rule was crumbling. Dà ­az Quits Dà ­az negotiated a surrender with Madero, who generously allowed the former dictator to leave the country that month. Madero was greeted as a hero when he rode into Mexico City on June 7, 1911. Once he arrived, however, he made a series of mistakes. As interim president, he accepted Francisco Leà ³n de la Barra, a former Dà ­az crony who coalesced the anti-Madero movement. He also demobilized Orozcos and Villas armies. Maderos Presidency Madero became president in November 1911. Never a true revolutionary, Madero simply felt that Mexico was ready for democracy and Dà ­az should step down. He never intended to carry out radical changes, such as land reform. He spent much of his time as president trying to reassure the privileged class that he wouldnt dismantle the power structure left by Dà ­az. Meanwhile, Zapata, realizing that Madero would never approve real land reform, took up arms again. Leà ³n de la Barra, still interim president and working against Madero, sent  Gen. Victoriano Huerta, a brutal remnant of Dà ­azs regime, to Morelos to contain Zapata. Called back to Mexico City, Huerta began conspiring against Madero. When he became president, Maderos only remaining friend was Villa, whose army was demobilized. Orozco, who hadnt gotten the huge rewards he had expected from Madero, took to the field, and many of his former soldiers joined him. Downfall and Execution The politically naive Madero didnt realize he was surrounded by danger. Huerta was conspiring with American ambassador Henry Lane Wilson to remove Madero, as Fà ©lix Dà ­az, Porfirios nephew, took up arms along with Bernardo Reyes. Although Villa rejoined the fight in favor of Madero, he ended up in a stalemate with Orozco. Madero refused to believe his generals would turn on him. The forces of Fà ©lix Dà ­az entered Mexico City, and a 10-day standoff known as la  decena  trgica (â€Å"the tragic fortnight†) ensued. Accepting Huertas â€Å"protection,† Madero fell into his trap: He was arrested by Huerta on Feb. 18,  1913,  and executed four days later, though Huerta said he was killed when his supporters tried to free him. With Madero gone, Huerta turned on his fellow conspirators and made himself president. Legacy Although he wasnt a radical,  Francisco Madero  was the spark that set off the  Mexican Revolution. He was clever, rich, well-connected, and charismatic enough to get the ball rolling against a weakened Porfirio Dà ­az, but couldnt hold onto power once he attained it. The Mexican Revolution was fought by brutal, ruthless men, and the idealistic  Madero  was out of his depth. Still, his name became a rallying cry, especially for Villa and his men. Villa was disappointed that Madero had failed and spent the rest of the revolution looking for another politician to entrust with the future of his country. Maderos brothers were among Villas staunchest supporters. Later politicians tried and failed to unite the nation until 1920, when Alvaro Obregà ³n seized power, the first to succeed at imposing his will on the unruly factions. Decades later, Madero is seen as a hero by Mexicans, the father of the revolution that did much to level the playing field between rich and poor. He is seen as weak but idealistic, an honest, decent man destroyed by the demons he helped to unleash. He was executed before the bloodiest years of the revolution, so his image is unsullied by later events. Sources McLynn, Frank.  Villa and Zapata: A History of the Mexican Revolution.  Basic Books, 2000.Francisco Madero: President of Mexico. Encyclopedia Brittanica.Francisco Madero. Biography.com.