Alka Seltzer Dissolving at Different Temperatures Essay example -- Alk

Alka Seltzer Dissolving at Different Temperatures The variable that I will change will be the temperature of the water that the Alka Seltzer is put in. For my results I will measure the time taken for the Alka seltzer tablet to completely dissolve in water at different temperatures. Input variables: * Varying surface area of Alka-Seltzer tablet, i.e. if cut into smaller pieces or crushed it will increase the surface area. (If the surface area is increased (more powdered) the rate of reaction also increases. This means that there are more collisions between the solid and liquid.) * Amount of tap water H2O used, i.e. volume (ml). * Amount of Alka-Seltzer tablets used, i.e. quantity of tablets. (one is used) * Number of times the solution is stirred. (If the solution is stirred more there are more collisions between the particles therefore the reaction is speeded up.) * Temperature of Water-Â °C. (As the temperature increases so does the rate of reaction. By increasing the temperature, particles move faster, i.e. they have more energy. So, they collide with more energy and more frequently.) * pH of Solution: Water has pH of 7 at 25Â °C. As the pH decreases, i.e as the solution increases in acidity, the rate of the reaction increases as well. Output Variables: ----------------- Rate of reaction depends on all the 6 points I have stated above: ----------------------------------------------------------------- * If the surface area of the tablets is increased by crushing, the particles around it in the solution will have more area to work on, and the rates of reactions will increase because there will be more collisions. Complete reaction will finish faster. * The more amount of water used as we increase the temperature, the quicker the tablets will dissolve because there will be more water particles to collide with. So the rate increases. * If the amount of tablets being used is increased for the same amount of water, i.e as concentration increases, rate will increase as well because there will be more collisions between particles. * If the water with Alka-Seltzer tablets are stirred during the reaction, then the rates of reactions will increase because the particles will be forced to make contact with each others and react much quicker, rather than take their time to make contact, and therefor... ... water bath could have been used, because I could set it to my required temperature. Also it would mean that the solution inside it would reach the exact temperature or close to It., and not increase or decrease once the water inside it has reached equilibration. It was also very difficult for me to observe exactly when the Alka-Seltzer tablets had totally dissolved and consistently decide this for every result obtained. This was probably the main factor that would have decreased the accuracy of my readings. To avoid this happening I would have needed to use specialized piece of equipment which would tell me exactly when the tablet was dissolved Overall, I can come to firm conclusion from my results that support my prediction and background knowledge that: As the temperature increases, less time will be required for a reaction to take place i.e. the rate of reaction increases. To improve the experiment overall I could use distilled water to avoid inaccuracies related to the hardness of tap water. I believe I should get a straight line curve. Another improvement I could have made is to increase the range of the temperatures investigated. (10Â °C to 100Â °C).

Creativity and Mental Illness Essay -- Biology Essays Research Papers

Creativity and Mental Illness Men have called me mad, but the question is not yet settled, whether madness is or is not the loftiest intelligence--whether much that is glorious--whether all that is profound--does not spring from disease of thought--from moods of mind exalted at the expense of the general intellect. Those who dream by day are cognizant of many things which escape those who dream only by night - Edgar Allen Poe When you are insane, you are busy being insane - all the time... When I was crazy, that's all I was. - Sylvia Plath Is creative genius somehow woven together with "madness"? According to the dictionary, "to create" is "to bring into being or form out of nothing." Such a powerful, mysterious, and even impossible act must surely be beyond the scope of scientific inquiry! No wonder creativity has for so long been "explained" as the expression of an irrational, intuitive psychic "underground" teaming with forces (perhaps divine) that are unknown and unknowable (at least to the "sane," conventional mind). The ancient Greeks believed creative inspiration was achieved through altered states of mind such as "divine madness." Socrates said: "If a man comes to the door of poetry untouched by the madness of the muses, believing that technique alone will make him a good poet, he and his sane compositions never reach perfection, but are utterly eclipsed by the inspired madman" (8). Creative inspiration - particularly artistic inspiration -- has often been thought to require the sampling of dark "depths" of irr ationality while maintaining at least some connection to everyday reality. This dive into underground forces "reminds one of a skin-diver with a breathing tube" wrote Arthur Koestler in his influential book... ...ard Mental Health Letter, March 1996 http://www.mentalhealth.com/mag1/p5h-cre1.html 6) Artistic Inspiration and the Brain , Another response to Dr. Bruce Miller study - FTD & creativity http://www.artsfusion.com/1999/january/awfeaturejan.html 7) The Systems View of Life , includes discussion of how creativity is fundamentally built into all living systems -by Fritjof Capra, theoretical high-energy physicist and author. Capra studied with Werner Heisenberg at the University of Vienna. He does research at the Lawrence Berkeley Laboratory and lectures at the University of California, Berkeley. http://magna.com.au/~prfbrown/capra_3.html 8) Amazon.com, To order the book: Touched with Fire: Manic Depressive Illness and the Artistic temperment - by Kay Redfield Jamison http://www.amazon.com/exec/obidos/ASIN/068483183X/themeadowlarkpre/102-1781957-3733743

Labor and Delivery Assessment Essay

Internal fetal monitoring is accomplished with a fetal scalp electrode that is a direct electrocardiogram of the FHR and therefore produces the most accurate FHR tracing having an advantage over the external monitoring. The FSE is attached to the fetus during a vaginal exam and then connected to a fetal monitor. Because the risk of transmission to the fetus is increased by the small puncture in the fetal scalp, use of internal scalp electrodes should be avoided if at all possible in the presence of known maternal infections such as HIV, hepatitis or GBS. Fetal scalp monitors are also avoided in preterm infants because of the increased risk of ventricular hemorrhage. Electronic monitoring of UCs can be done internally by using an intrauterine pressure catheter (IUPC). It is inserted into the uterine cavity through the cervical os. It reflects the pressure inside the uterine cavity. As the pressure changes, it traces on the graph paper. The IUPC can measure the resting tone of the uterus between contractions, referred to as intensity. An advantage of an IUPC is that it provides a near-exact pressure measurement for contraction intensity and uterine resting tone. The sensitivity of the IUPC allows for very accurate timing of UCs, thus making it extremely useful when closer uterine monitoring is needed. A disadvantage for both internal monitoring methods is that membranes must be ruptured and adequate cervical dilation must be achieved for insertion. The procedure is invasive and increases the risk of uterine infection or perforation or trauma. It can also cause a placenta rupture if the placenta is low-lying. Electronic FHR monitoring can be done externally by using an ultrasound (US) transducer. The transducer is placed on the maternal abdomen over the fetal back and held by an elastic belt. The US transducer can be more beneficial than auscultating the FHR because it provides a continuous graphic recording. It can show the baseline variability and changes in the FHR. It is noninvasive and doesn’t require the rupture of membranes or minimal cervical dilation. FHR monitoring by US transducer is limited because it is susceptible to interference from maternal or fetal movement and may produce a weak signal. The tracing may become sketchy and difficult to interpret. Telemetry is another type external monitoring. It can monitor both FHR and uterine activity. This system can be worn on a shoulder strap by the mother, which allows the woman to ambulate, helping her ambulate while continuously monitoring. Electric monitoring of UCs can be done externally using a tocodynamometer or tocotransducer (toco). The toco is placed on the maternal abdomen at or near the fundus and held in place by an elastic belt. As the uterus contracts, pressure exerted against the toco is transmitted and recorded on to graph paper. The toco can assess UCs for frequency and duration, but not intensity. The advantages are that it is non-invasive, easy to place, and may be used both before and following rupture of membranes. It also provides a permanent, continuous recording of the duration and frequency of contractions. Explain what Pitocin is used for: Pitocin is used for the induction and/or augmentation of labor at term, facilitation of threatened abortion, and in postpartum to control bleeding and prevent hemorrhage and uterine atony after expulsion of the placenta. PELVIC ASSESSMENT FINDINGS:Give normal findings and measurements Diagonal conjugate – extends from the suprapubic angle to the middle of the sacral promontory. – 12.5 cm Ischial Spines – arise near the junction of the ileum and ischium and jut into the pelvic cavity They serve as a reference point during labor to elevate the descent of the fetal head into the birth canal. 10.5 cm Pubic Arch – triangular space below the symphysis pubis. The head passes under this arch during birth. 1.5 – 2 c from diagonal conjugal Coccyx -small triangular bone that articulates with the sacrum. It usually moves backward during labor to provide more room for the fetus. > 8cm in diameter Sacrum – wedge-shaped bone formed by the fusion of five vertebrae. On the anterior upper portion of the sacrum is the sacral promontory which is another guide in determining pelvic measurements. Types of Pelvis Gynecoid -The most common female pelvis is the gynecoid type. The inlet is rounded, with the anteroposterior diameter a little shorter than the transverse diameter. This is the most favorable for a vaginal delivery. Android – The normal male pelvis is the android type; however, it occasionally is seen in females. The inlet is heart-shaped. Anthropoid – The inlet of an anthropoid pelvis is oval, with a long anteroposterior diameter and an adequate but rather short transverse diameter. This is the second most favorable for vaginal delivery.

Management style of Mahatma Gandhi Essay

The name, Mahatma Gandhiji evokes the image of truth personified, who has been revered by masses and classes equally. Who is known to be thinker, philosopher, leader, politician, saint and many more roles for which he donned the caps simultaneously. The management principles that his life reflects, are inherent part of modern management practices. 1. Walk the talk: Mahatma Gandhiji lived simple life. He believed in â€Å"do as you say†. Practice and preach was not different for him. His life had been open book for anybody to read. Irrespective of the circumstances he always held up to his moral values that he used to preach to one and all. His â€Å"walk the talk† had many admirers in British camp, and many swear by his truthfulness. In today’s organizations, people honor and follow leaders whose words are no different than their actions. Companies, who have deep rooted culture of walk the talk, win over customers and prosper beyond expectations. 2. Lead by Example: Mahatma Gandhiji has been a great leader who led by example. Be it smaller initiatives like living simple life, fight for untouchables; or bigger movements like non cooperation, salt march, quit India, he has led by example. He led from front. People believed him because he did himself what he expected from them to do. We have faith and trust in leaders and managers who lead by example. Who tread the path themselves first on which they want other to follow. Faith is the fundamental requisite in the organizations and those who lead by example commands enough of it. Lead by example; command respect, do not demand respect. 3. Build impeccable and honest brand: The brand â€Å"Mahatma Gandhiji† is one of the greatest brands which has been enlightening and moving people since decades together. This brand has been built on integrity, transparency, quality, truthfulness and connectivity with every single person. It has emotional connect rather than rational connect with its audience. Great brands commands emotional connect with its consumers. The great brands build on the impeccable platform of transparency and truthfulness. Even you are also a brand personified; the Brand You. 4. Strategize in line with available resources: The whole freedom movement of Mahatma was based on the principle of non violence. There was no other way he could grapple with the mighty British Empire. The biggest resource was empty handed, inspired masses. He utilized this resource in the most efficient way. He strategized every action on non violence and moved masses to fulfill the objectives. Managing and excelling with available resources is the key to success for the organizations. Efficiency in every aspect of business and utilizing the available resources diligently is the hall mark of great management teams. Strategy must be made and implemented looking into the resources available. 5. Build great team and work for a common cause: Mahatma Gandhiji had built a great team of leaders from diverse beliefs and principles. Jawaharlal Nehru, C. Rajgopalachari, Valabbh Bhai Patel, Jinnah and many others worked in tandem for a common cause; freedom of India. They complemented each other. The team also had a great bench strength. Great leaders build great teams with members who complement each other. It has leadership at all levels. It has great bench strength which grabs the baton and continue the race for common cause. Organizations with great teams have potent force to conquer the market. 6. Engage people: Mahatma Gandhiji enthralled and engaged people like a magician. He was apt in the art of making people devote everything for the cause. In every single movement he led for India’s freedom, he pulled the people together for a common mission. Every one of them was so engaged that they are ready to go to any extent to achieve the goal of India’s freedom. Gallup Inc., a research-based performance-management consulting company, has shown that engaged employees are more productive and more likely to stay with the organization. Engage them with common cause, a common goal, a common mission which must be lived every moment by them. Engaged employees are key to greatness for organizations. Mahatma Gandhiji exhibited this lesson long ago. It is still as much relevant as was at that time. There are many priceless gems in Mahatma Gandhiji’s life. His philosophy is applicable in every facet of life. You only require getting one step underneath and digging the gems out for you rselves. Social Orientation- Interdependence on teams For Gandhiji, the interests of the group are of high importance. He believed that the needs of the community and the service of the poor should always override every selfish or individual interest. (Alexander, 1984) His wish was that every village in India to become a self-supporting and self-contained entity, much like a team environment in today’s corporations. These villages would share information or commodities with other villages where they are not locally producible. (Andrews, 1949) Teams in today’s organizations often must share information with other teams in order to work more efficiently. Take for example, the Information Engineering Associates (IEA) department within DuPont Corporation. Because of internal marketing within the company and sharing of their expertise, the IEA department was able to move from team to team, sharing their knowledge and improving the information technology service within the corporation. No discrimination-Hiring Policies Gandhiji believed in the ancient caste system, but he entirely refused to have anything to do with the idea of â€Å"untouchability†. He refused to regard any caste as superior in rank. He regarded men and women equally as his brothers and sisters, treating them in every single act of life as equals. Even today, an organisation is not supposed to discriminate while hiring candidates. Gandhijiji’s philosophy of no discrimination is seen in the hiring policies of an organisation. Before launching a public campaign or action that will impinge on society, it is vital to bring to your mind â€Å"the face of the poorest and the weakest man whom you may have seen, and ask yourself, if the step you contemplate is going to be of any use to him† — this has always been the advice of Gandhijiji. Compare this with what often happens in the business world. The grievances of individuals — whether they are of employees or customers — are called into question and denied redress by citing the â€Å"company policy† or by contending that the company’s â€Å"image† would be adversely affected in the long run. Non cooperation: The doctrine of non-cooperation was the genius of Mahatma Gandhiji. He believed that even the most oppressive government derived its authority from the consent, implicit though, of the oppressed. If only the people showed resistance and turned their backs on the government, it would collapse and be pauperised, sooner or later. For the chief executive of a company, non-cooperation is a stark reminder of the imperative to win the loyalty and goodwill of his employees. A business enterprise cannot be run by coercion and compulsion. Voluntary cooperation by the employees can be secured only by providing adequate opportunities for their self-development and self-management. Transperancy Truth and transparency are the hallmark of Gandhijian philosophy. This holds good eminently for the business world too. For a management to be effective and enduring, it has to be an open book, subjecting itself to public scrutiny. Ethics and honesty, by which Gandhijiji set store. Time – long-term outlook: Gandhi believed that economic growth should proceed in harmony with nature and between people, even if that growth was slower and more gradual than growth brought on by heavy industry and high technology. (Prabhu, 2001) Gandhi was always more concerned with the means then about the ends. (Alexander, 1984) Building a learning organization takes time and effort. The leader responsible with incorporating change within an organization must have a complete view of the big picture. Promoting any type of change can be difficult, but the leader must always keep site of the final destination. Building trust in an organization takes time. Team members must trust the leader and believe what s/he says in order for them to willingly follow. Gandhi believed that the rule of community behavior must be found through long practice. This was the best for all involved. (Alexander, 1984) Gandhi rated character building higher than book learning. He had no use for an educational system that was geared to moneymaking. (Nanda, 1985) Within an organization, open communication and honesty is highly valued. A leader with a strong character has integrity and integrity is important within an organization. Gandhi felt it was important to understand that the  perception of truth undergoes an ongoing process of refinement, which is evolutionary in nature. (Murphy, 1991) He felt that the process of learning was evolving. Learning within an organization evolves with time. The learning curve may be slow at first, but as more people learn they become confident in their abilities and are content with their work. Gandhijiji the leader: Gandhijiji was one of the best leaders that India ever had. Now, what is it that made Gandhijiji so great and successful? What made his leadership successful was a steadfast purpose and his listening to his inner calling. Both, purpose and calling were built on values like truth, justice, love, non-violence, and charity. He neither benefited of personality development- nor communication-, organization-, management- or leadership-trainings nor good looks. What made him strong was his inner voice, his beliefs and convictions, which were giving him guidance and credibility, because he lived what he preached: one man can make a difference; strength comes not from physical capacity but from an indomitable will; leadership by example is the most effective. He believed in the following few concepts when it came to leadership or life in general:  · Gandhiji was known for the trust he was granting everyone. He saw the good in people and believed in them.  · What he developed were caring relationships which – aside trust – were built on mutual respect and non-violence.  · While managing relationships Gandhiji showed an immense integrity – towards himself and towards others, who were sometimes harshly opposing stakeholders. Like this he remained transparent, credible, and trustworthy.  · Hence, he could openly, freely follow his path and his purpose.  · And he was a master in changing small things with an enormous effect for the big picture. This is how he reached his vision: with short term targets and a great patience. Many of his sayings are praised by Westerners, because they are so close to Western leadership teachings about solution-oriented managing which allows mistakes – â€Å"Freedom is not worth having if it does not include the freedom to make mistakes† – or what Americans use to say by â€Å"Walk the talk† seems to be included in Gandhiji ´s â€Å"Happiness is when what you think, what you say and what you do are in harmony.† Gandhiji ´s values, beliefs and convictions are a clue to a  leader ´s attitude shaped by care and by deep motivation. They are also a powerful means for conflict management, a basically daily reality of every manager or leader around the world. Leaders in today’s volatile environment must also possess these characteristics for which Gandhiji believed in. A leader today must be honest, forward-looking, inspiring, and competent. Kouzes and Posner (1996) state that the first law of leadership is, â€Å"If you don’t believe in the messenger, you won’t believe the message†. A leader must be truthful and honest in order for people to follow. As many have said, a leader must walk the talk. But without followers there would be no leaders, therefore the first milestone toward earning leadership credibility is clarity in personal values. Hierarchal organizational structures operate from the top down. The workers at the bottom are dominated and told what to do and when to do it. Gandhiji felt that the people should control their own destiny in small-scale groups. He believed that independence must begin at the bottom, that self-rule could not be imposed on people from above. He believed that self-rule or self-government must first be nurtured, through education and example. This education must start at the local or village level and then be encouraged to spread out into larger communities. Leaders in today’s organizations must have strong values and a belief in the capacity of individuals to grow. In other words, they empower others within the organization. They envision a society in which they wish to see their organizations and themselves live. They are visionaries and believe strongly in their ability in shaping the future and they do not hesitate to act on these beliefs through their own personal behavior and actions. They energize the organization as a whole. When compared to Gandhiji’s leadership principles, you can see that Gandhiji had a rock-solid value system and he wanted to make major changes in society. He had a totally interdependent relationship with his followers, as he was often seen walking with â€Å"commoners† as well as having high tea with â€Å"dignitaries†. He leadership style incorporated the four â€Å"E’s†: Envision, Enable, Empower, and Energize. Gandhiji believed that one must not offend or harbor any uncharitable thoughts toward anything or anyone even when one considers themselves your enemy. This principle is not unlike the value system that leaders of today should have. A leader in today’s organization must be honest and patient when dealing with customers and fellow workers. Generally people will not willingly follow a dishonest person especially through a crisis period, which is not all that uncommon throughout a project lifecycle. A leader should also respect other people, and value different ideas and opinions. Because organizations are becoming increasingly diverse and expanding across cultural boundaries, a leader should be aware of and respect these differences. Satyagraha begins with reasoning with ones opponent or adversary in an attempt to arrive at a just solution. Neither a person has a monopoly on the truth nor is either side wholly correct. The purpose is to work out a rational compromise that is agreeable to both sides. A leader must have the ability to communicate and diffuse disagreeable situations. Conflicts naturally occur between individuals who are passionate about something. Often a leader must stand the neutral ground and help facility a win-win situation when dealing with conflicts.

Chains and Sustainable Development Essay

Those of us who preach the gospel of agriculture with evangelical zeal find the text compelling and convincing. We are regularly possessed by the spirit only to look around and see out colleagues, in other sectors, in country management, or even our senior management doubting, yawning or subtly edging towards the door. We face the implicit query, â€Å"If agriculture can do such great things, why have they not yet happened? †1 The past decade has been one of agro-pessimism. The promises that agricultural development seem to hold did not materialise. This pessimism seemed to coincide with pessimism about Sub-Saharan Africa. Especially for Sub-Saharan Africa the hope was that economic development would be brought about by agricultural development. After the success of the green revolution in Asia, the hope was that a similar agricultural miracle would transform African economies. But this hope never materialised, agricultural productivity did not increase much in SSA (figure 1), and worse, the negative effects of the green revolution in Asia became more apparent, such as pesticide overuse and subsequent pollution. Also in Asia the yield increases tapered off. The sceptics put forward several arguments why agriculture is no longer an engine of growth2. For instance, the liberalisation of the 1990s and greater openness to trade has lead to a reduction in the economic potential of the rural sector: cheap imported Chinese plastic buckets out compete the locally produced pottery. On the other hand, it does mean cheaper (imported) supplies. With rapid global technical change and increasingly integrated markets, prices fall faster than yields rise. So, rural incomes fall despite increased productivity if they are net producers3. The integration of rural with urban areas means that healthy young people move out of agriculture, head to town, leaving behind the old, the sick and the dependent. It is often also the men who move to urban areas, leaving women in charge of the farm. This has resulted in the increased sophistication of agricultural markets (and value chains) which excludes traditional smallholders, who are poorly equipped to meet the demanding product specifications and timeliness of delivery required by expanding supermarkets. The natural resource base on which agriculture depends is poor and deteriorating. Productivity growth is therefore increasingly more difficult to achieve. Finally, multiplier effects occur when a change in spending causes a disproportionate change in aggregate demand. Thus an increase in spending produces an increase in national income and consumption greater than the initial amount spent. But as GDP rises and the share of agriculture typically decreases, the question is how important these multiplier effects are, especially when significant levels of poverty remain in rural areas, which is the case in middleincome countries. The disappointment with agriculture led many donor organisations to turn away from agriculture, looking instead to areas that would increase the well-being of poor people, such as health and education. Those organisations that still focused on agriculture, such as the CGIAR, were put under pressure to focus more on reducing poverty, besides increasing agricultural productivity. However, since the beginning of the new century, there seems to be a renewed interest in agriculture. A review of major policy documents5, including the well-publicised Sachs report and the Kofi Annan report, show that agriculture is back on the agenda again. The most influential report, however, has been the World Development Report 2008 of the World Bank6. This report argues that growth in the agricultural sector 1 contributes proportionally more to poverty reduction than growth in any other economic sector and that therefore alone, the focus should be on the agricultural sector when achieving to reach MDG 1. A reassessment of the role of agriculture in development seems to be required. This policy paper addresses several timely though complex questions: †¢ First, how can or does agriculture contribute to economic development, and in particular how does it relate to poverty? †¢ Second, the agricultural sector has changed considerably in the past decades: what are the main drivers of this change? †¢ Third, what is the relationship between economic or agricultural growth and pro-poor development? †¢ Fourth, how does agriculture relate to other sectors in the economy? †¢ Fifth, who is included and who is excluded in agricultural development, specifically focusing on small farms? †¢ And finally, if agricultural development is indeed important to economic development, then why, despite all the efforts and investments, has this not led to more successes? 2. Agriculture and economic growth This section presents a number of factual observations describing how the agricultural sector changed in terms of productivity, contribution to economic growth, and indicating the relevance of the agricultural sector for poverty alleviation in different regions. Background: some facts In the discussion of the role of agriculture in economic development, a leading question is how agriculture contributes to economic growth, and especially to pro-poor growth. There seems to be a paradox in the role of agriculture in economic development. The share of agriculture contributing to GDP is declining over the years (see figure 1). At the same time, the productivity of for instance cereal yields has been increasing (see figure 2). It seems that as agriculture becomes more successful, its importance declines in the overall economy. Of course, other sectors in the economy can be even more successful, such as the Asian Tigers.

Definition of a Short Story Essay

A short story is a â€Å"short piece of fiction aiming at unity of characterization, theme and effect. 2nd definition: The authors of the modern English short story â€Å"no longer attempt to make daily life more entertaining by inventing exotic plots. Instead, modern short story writers have tended to base their narratives on their own experience; here the focus is much more on the less spectacular aspects of life, on the significance underlying what is apparently trivial. The result of such perceptive writing is perfection of form, harmony of theme and structure, and precision of style to reveal the subtleties of the human mind and of human behaviour. 3rd definition: Many attempts have been made to define the short story. But on a few points at least, the opinion of most critics is unanimous. This does not imply that the literary form of the American short story can be set up in a rigid way. It has undergone and will probably still undergo many changes as the literary taste and demands of the reading public also change in the course of time with new outlooks on life. What are some of the elements that make up a good story? a) A short story is a piece of prose fiction which can be read at a single sitting. b) It ought to combine matter-of-fact description with poetic atmosphere. c) It ought to present a unified impression of temper, tone, colour, and effect. d) It mostly shows a decisive moment of life (which can entail a fatal blow). e) There is often little action, hardly any character development, but we get a snapshot of life. f) Its plot is not very complex (in contrast to the novel), but it creates a unified impression and leaves us with a vivid sensation rather than a number of remembered facts. g) There is a close connection between the short story and the poem as there is both a unique union of idea and structure. The short story is a piece of art that tries to give us a specified impression of the world we live in. It aims to produce a single narrative effect with the greatest economy of means and utmost emphasis.

Jeffrey Bezos

Most people believe a leader is either born or made. When it comes to Jeffrey Bezos, I believe it is a combination of the two. Bezos, founder of Amazon. com, was born into a family full of extraordinary people. Jeffrey’s step-father was a petroleum engineer and his grandfather was the manager of the Atomic Energy Commission’s operations office (Bezos, Ebsco). During his childhood, Jeff was intrigued by his surroundings, often finding ways to alter or enhance everyday items. The people and experiences throughout Bezos’ life have helped him become the successful CEO he is today.Jeff Bezos, born Jeffrey Preston Jorgensen, was born on January 12, 1964 in Albuquerque, New Mexico. After his parents split up, his mother raised him until he was two years old. In 1966, Miguel Bezos came into the picture. After his mother remarried, Jeff was legally adopted and took Miguel’s last name. (Bezos, Ebsco) Since a young age, Jeffrey Bezos has been intrigued by the way thi ngs work. At three years old, Jeff took a screwdriver to his crib, disassembling it into multiple parts. This trend continued when later down the road he built a burglar alarm with an electronic kit his grandfather had given him (Bezos, Encycl).Bezos’ grandfather, Lawrence Preston Gise, played a big part in who Jeff is today (Bezos, Ebsco). From age four to sixteen, Jeff would spend the summers living on his grandfather’s ranch in Cotulla, Texas (Brandt). Here, Jeff’s grandfather put him to work doing jobs such as fixing windmills and repairing pumps. Bezos’ grandfather used his background in working on space technology and missile defense systems to help spark Jeff’s interest in similar things (Bezos, Ebsco). But this was just the beginning. At age eight, Jeff was enrolled in a gifted program at his elementary school in Houston, Texas.Jeff used his intelligence to wow teachers with his knowledge of computers. While none of the teachers even knew h ow to use a computer, Jeff and some of his friends had managed to program one. A local author by the name of Julie Ray took interest in Bezos and featured him in her book, Turning on Bright Minds: A Parent Looks at Gifted Children in Texas. (Bezos, Ebsco) In 1978, Miguel Bezos was transferred to Miami, Florida where Jeff’s fascination with space began. Jeff went to Palmetto High School where he was already thinking out of the box for his time.Bezos hoped to one day become an astronaut on a shuttle that would take passengers from earth into outer space. (Bezos, Ebsco) Bezos graduated from Palmetto High School in 1982 where he was class valedictorian. Along with this honor, he received recognition from the Miami Herald for his academic excellence by winning the Silver Knight Award. Upon graduating high school, Bezos began running his own business with his then girlfriend before heading off to college. Jeff spent the summer establishing an educational summer camp for children. B ezos, Ebsco) In the fall of 1982, Jeff began studying at Princeton University in New Jersey. He graduated summa cum laude in 1986 with a Bachelor of Science in Computer Science and Electrical Engineering (Bezos, Ebsco). After graduation, there were many opportunities awaiting Jeffrey Bezos. He proceeded to go to New York to work for Fitel, a company that allowed him to build a worldwide communications network for financial trading (Bezos, Encycl. ). Two years later, while Fitel was struggling, Bezos accepted a job with Bankers Trust Corporation.This new job opportunity allowed him to develop software applications for the company’s pension fund clients. Jeffrey moved among the rankings quickly at Bankers Trust; within 10 months he became the company’s youngest vice-president (Bezos, Ebsco). But shortly after, Bezos realized this company was not for him. The next move would prove important in Bezos’ path to becoming an up and coming entrepreneur. In 1990, Jeffrey Bezos was hired by Wall Street financial trading company, D. E. Shaw. Bezos’ duties at D. E. Shaw included looking for new investment opportunities in areas such as insurance, software, and internet.In 1992, Bezos proved he was capable of his role by securing â€Å"one of the most successful qualitative funds on Wall Street†. He was promoted to senior vice-president shortly after. (Bezos, Ebsco) While researching for new business opportunities in the internet sector, Bezos came across some data that would help him in his decision to develop Amazon. com. According to these numbers, the internet was growing at an exceedingly fast rate. Jeffrey decided it was a good time for his next big step. He quit his job in 1994 at D. E. Shaw and prepared to venture into the world of online retail. Bezos, Ebsco) Jeffrey Bezos began by looking into what products could be sold successfully in the online retail market. He composed a list and determined that books would be the best choic e. Bezos told Karen Southwick in October of 1996 that â€Å"there are 1. 5 million Eng lish-language books in print at any given time. If you take all languages worldwide, it’s about 3 million books active and in print. † Bezos knew from his computer background that an online sorting and organizing database to purchase books would catch on. (Bezos, Ebsco) Jeffrey and his wife Mackenzie packed up and headed for the west coast.Jeffrey chose to start his new conquest in Seattle, Washington. Seattle offered a large number of skilled workers and was located by the largest book distributing company in the United States (Bezos, Ebsco). After experimenting with different names, Bezos decided to name the company Amazon after the world’s largest river (Bezos, Encycl. ). Using money from investors, his savings, and his parents, Bezos launched Amazon. com in July of 1995 from his garage in Seattle. At the close of the first month, it is said that Bezos had received orders f rom customers in all fifty states.The large quantity of books available on the database as well as the new features available on the site enticed many customers. (Bezos, Ebsco) Bezos and his colleagues established features that would change internet shopping forever. Amazon was the first of its kind to offer one click-shopping, customer reviews, and e-mail order verification (Hoover’s). Bezos’ main focus of the site was customer satisfaction. Along with these new additions to the site, Amazon was also one of the first companies to encrypt credit card numbers, ensuring safe shopping for their customers (Bezos, Credo).Jeff Bezos helped familiarize the public with on-line shopping, and it quickly became as popular as a trip to the mall (Bezos, Ebsco). After attracting 3 million customers, Bezos decided to take Amazon public in 1997. Jeffrey Bezos quickly became one of the first internet billionaires (Bezos, Credo). In 1998, Amazon broadened their inventory and began selli ng new products in order to gain new customers. Along with books, Amazon. com began offering CDs, videos, electronics, clothing, toys, and games to its millions of customers worldwide (Bezos, Ebsco). In 1999, Amazon. om hit a huge milestone when its sales crossed the billion-dollar mark. During this same year, Jeffrey Bezos was named Time Magazine’s Person of the Year (Bezos, Ebsco). What once started as a small company in Bezos’ garage in Seattle had turned into the â€Å"world’s biggest everything store†. In 2000, Amazon. com teamed up with ToysRUs. com to launch a co-branded toy and video game store. However, this new partnership would not last long. Over the next few years, Amazon would dabble in an array of products. In 2002, Bezos began offering clothing sales from large retail stores such as the Gap, Nordstrom, and Land’s End.A few years later, in 2006, Amazon. com dabbled in online dry groceries. A year later the company began offering a fr esh delivery service for the Seattle area. (Hoovers) In 2007, Amazon expanded once again. Bezos introduced Amazon’s new electronic portable reader, the Kindle. By 2011, Amazon announced that they sell more e-books than printed books. Along with new items such as the Kindle, Amazon began offering products and services such as self-publishing, online advertising, e-commerce platform, hosting, and a co-branded credit card. (Hoovers) Today, Amazon. om has five international websites for Canada, France, Germany, Japan, and the United Kingdom. The company has an estimated 20 million customers in 160 countries across the world (Bezos, Credo). According to Hoover’s Quick Report, Amazon. com employs 56,200 employees as of 2011 at all of their sites. Amazon’s efficient operating model has allowed it to succeed despite downward pressure on prices. Offering low prices to their customers has been a key success to Amazon’s business strategy (Hoovers). As a Business Man agement major, there are many things one can learn from looking at Jeffrey Bezos’ life.He saw a business opportunity and did everything he could to make it work. Starting off in his garage in Seattle, Bezos turned Amazon. com into the world’s largest online store. Despite the many years of not turning profit, Bezos managed to make Amazon. com into the company it is today. By focusing on customer service, Jeffrey Bezos was able to appeal to new customers and keep the current ones satisfied. Works Cited Bezos, Jeff (1964-). (2010). In The Hutchinson Unabridged Encyclopedia with Atlas and Weather Guide. Retrieved from http://www. credoreference. om/entry/heliconhe/bezos_jeff_1964 Bezos, Jeff. (2003). In Capstone Encyclopedia of Business. Retrieved from http://www. credoreference. com/entry/capstonebus/bezos_jeff Bezos, Jeff. (2004, Jan 1). Leaders of Information Age (Bio Ref Bank. Brandt, R. L. (2011, Oct 15). REVIEW — Birth of a Salesman — Behind the Rise o f Jeff Bezos and Amazon: Richard L. Brandt on the Founder’s Texas Roots, the Sites Chaotic Early Days, Why Negative Reviews are Allowed and the Increasing Use of Personalized Data. Wall Street Journal, pp. C. 1. -C. 1. http://search. proquest. com/docview/898391472? accountid=2837