Windows vs Linux free essay sample

This report analyzes the different features of both operating systems in order to arrive at a conclusion on which OS is better for daily use. Both systems are evaluated on a wide range of criteria such as cost, installation process, software applications, hardware, user interface, security/stability, troubleshooting, and the implementation of the OS itself. These will help decide which of the two systems is better to use on a daily basis. Before I begin the comparison the reader needs to know that Windows is created, maintained, and updated by Microsoft. No one from outside can access the underlying code. However, Linux is created and updated by volunteers all over the world, which is why there are so many different variations of Linux like Red Hat, SuSE, Mandrake Soft and a few more. The important features of the operating systems are discussed below. COST:- The Windows operating system is significantly more expensive than the Linux operating system. We will write a custom essay sample on Windows vs Linux or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In fact, the Linux OS can even be obtained for no cost through many websites. Also, only one copy of Windows can be installed once, whereas Linux can be installed as many times as needed. As of January 2005, the price of a Windows-based operating system is $300. 00 at Wal-Mart, while the price of a Linux-based operating system is $200. 00. So, when it comes to cost, Linux is preferable over Windows. The installation of the Windows OS is more straightforward and self-explanatory. Almost anyone can install Windows on a computer. Installation of the Linux OS, on the other hand, is very complicated since the instructions are written in a highly technical language that not many average computer users are familiar with. Most of the time, an expert is required to perform the installation of Linux. This was once sarcastically referred to in a cartoon: to Linux, â€Å"non-technical† people meant those who have never actually created something for Linux and not people who have never used Linux before. The procedure for installing Windows or any other software is always consistent and varies a great deal from the installation of Linux and its software. An average person with a limited knowledge of computers would prefer Windows over Linux for its simple and straightforward installation process. There are more software applications available for the Windows OS than for the Linux. However, the applications for Windows are very expensive, whereas the software for Linux is often available at a much cheaper price. Most software for Linux is included with its installation CD, whereas for Windows, everything must be purchased separately for a high price. Also, in most situations, the software for both operating systems is equivalent, yet there is a significant price difference between them. A person using the computer on a daily basis and who needs various software applications will prefer Linux over Windows. More hardware is available for Windows than for Linux. However, Linux is compatible with most hardware and it runs on almost any platform. It can also run from a CD-ROM whereas Windows has to be installed on the hard drive before it can be used. So, for someone who uses a lot of hardware such as CD/DVD burner or printer, Windows would be more beneficial than Linux. Windows is more user-friendly thank Linux. However, Linux is more customizable than Windows since its code is accessible to anyone. For someone who does not care much about the extra features such as the uniqueness of the desktop, Windows will be better because of its user-friendly interface. As of May 2004, it was calculated that there are about 40000 viruses created for Windows over the past ten years. [1] Furthermore, this count of viruses implies that Windows is being attacked by almost 10 viruses per day. Compared to Windows, Linux is virus-free. Linux strictly asks for the administrative password before downloading or installing any application to ensure safety and security. Once you are into an administrative account in Windows you can access almost every part of the computer with no problems at all. Once a virus enters Windows through an administrative account, it has almost no problem in installing itself and corrupting the system. Also, in Linux you absolutely need to have a user ID and a password to login, whereas in Windows you have an option to turn that feature off. Therefore Linux is definitely more stable than Windows.. There are more technicians and experts for Windows than for Linux. However, that does not pose a problem since Linux is relatively more stable than Windows. There is also a lot of online help available for Linux. So, an average user who does not have much knowledge on how to troubleshoot computers might prefer Windows over Linux. The source code of Windows is known as â€Å"closed-source† in nature: the underlying code cannot be accessed by anyone except for those who actually work for Microsoft. The source-code of Linux is known as â€Å"open-source† in nature, and its code can be accessed and modified by anyone. It is due to this nature of Linux that there are so many variations of Linux on the market today. It also makes it unique and customizable from others. However, an average person might not know how to fix code, and might prefer Windows over Linux. Windows has been around in the market for more than 10 years, and has found its way in to almost every user’s computer. Linux was no competition to Windows until about two years ago. So, some people believe that the longer a product is on the market the better it is, and for those people, Windows ight appeal more than Linux. When it comes down to comparing the two operating systems, the most important criteria will be the cost, software applications, and the security and stability. Linux beats Windows in cost, security and stability, and software applications. In the other criteria, Windows does beat Linux. However, in the long run, the first three criteria are much more significant than the rest. Thus, Linux proves to be a better op erating system than Windows for a daily user. Some detailed knowledge about LINUX and WINDOWS†¦.. Linux has made some serious headway over the past decade, elevating itself from â€Å"that open source operating system† to â€Å"wow, this thing is actually usable! † There’s been a gentle but definite trickle of users away from Windows toward the freer option of Linux and maybe you’re thinking about making that leap. But should you? Here are some fundamental differences between Windows and Linux. Read through them and be absolute certain that you’re willing to put up with the learning curve because there’s nothing worse than jumping headfirst into something unexpected. File Structure:- [pic] The fundamental structure of Linux is completely different from Windows–as it should be, considering that it was developed over a separate codebase with separate developers. You won’t find a  My Documents  on Ubuntu, nor will you find  Program Files  on Fedora. There are no  C:  or  D:  drives. Instead, there is one single file tree and your drives are mounted into that tree. Similarly, your home  directory and your  desktop  directory, they’re both part of that single file tree. Technically, you’ll need to learn a whole new file system and its architecture; practically, it’s not very hard, but the difference is still there. No Registry:- [pic] Have you heard of the  Windows registry? If you haven’t, here’s an extremely fast crash course: it’s a master database of all the settings on your computer. It holds application information, user passwords, device information–pretty much anything you can think of. If it’s not stored as a file, it’s probably stored in the registry. Linux doesn’t have a registry. The applications on a Linux machine store their settings on a program-by-program basis under the hierarchy of users. In this sense, Linux configurations are modular. You won’t find a centralized database that needs periodic cleaning here. Package Manager:- [pic] On Windows, you often need to fiddle with this thing called an  installation package. You visit some website, go to their download section, and click on the link that sends you an . exe file. You run it and the program does its thing and that’s when you consider it to be â€Å"installed. † And when you want to remove programs, you have to mess with the Control Panel. Right? With most Linux systems, you won’t have to deal with that anymore. Instead, you’ll have something called a  package manager, which is essentially a center for browsing, installing, and removing program packages. Instead of visiting the Firefox website, you can just search your package manager’s repositories and download it straight. Personally, this is one of my favorite differences between Linux and Windows. Interchangeable Interfaces:- [pic] The Windows interface hasn’t experienced much innovation in a long, long time. Sure, there’s Aero that came with Windows Vista. Before that, XP made some small improvements over Windows Classic. But the Start Menu, Taskbar, System Tray, Windows Explorer–all of it was fundamentally the same thing. On Linux, the interface is completely severed from the core system. You can switch up your interface environment without mucking about with reinstallations and whatnot. There’s GNOME and KDE and the more recent Unity, as well as a number of lesser-known varieties that all focus on different aspects. Command Terminal:- [pic] Linux has a (fading) reputation for being the operating system for geeks and that reputation mostly comes from the prevalence of the terminal. What’s a terminal, you ask? It’s that black box with traditionally green text that you can use to execute commands. In other words, it’s like Windows Command Prompt on crack. If you’re going to switch to Linux, you must be open to learning about command structures because you will find yourself using it frequently. I’m sure there are graphical workarounds (such as opening config files in a text editor) but it’s hard to beat the power and efficiency of a terminal that does exactly what you tell it to do. Driver Settings Because Windows has such a widespread grasp on the PC market, driver manufacturers tend to focus their efforts on that one operating system. Which means companies like AMD and Nvidia prioritize Windows over Linux. Which means you may end up pulling out tufts of hair in frustration as you try to find the latest compatible drivers for your system. Then again, it depends what you’re going to use while on Linux. If all you need is a word processor, a web browser, some form of instant messaging and email, then it would be passable, if not inconvenient, to have missing drivers. But if you want to play games, you may want to reconsider. (Then again, you’ll have a hard enough time playing mainstream games on Linux to begin with. ) Do-It-Yourself Attitude:- All in all, the Linux environment really calls for a do-it-yourself mindset. The kind of people who would most benefit from the freedom and openness of Linux are the people–men and women alike–who enjoy exploring, learning, and experimenting with what they’re given. Every Linux computer is unique, and that uniqueness comes from having to personalize a bunch of settings to your hardware and setup.

7 tips to not letting work take over your life

7 tips to not letting work take over your life In this age of leaning in and working whatever hours it takes to get ahead, it can be increasingly easy to forget to take time for yourself. Doing anything but work can actually seem like laziness or self-indulgence- especially when it looks like everyone else is still working furiously while you’ve taken off for the day. However, burnout is real. If you’re not operating at full capacity because you’re mentally and physically exhausted, your work and personal life will suffer. The key is to find a  good balance between your hard work and your outside life. Here are a few strategies on how to do just that.1. Keep one day meeting-free.Lots of companies establish one day a week as â€Å"meeting-free,† where no one is allowed to schedule any kind of mandatory group gathering. If your company doesn’t do this, suggest it to your manager. Setting aside one work day that’s just for you to actually work will do wonders for your productivity. Youâ₠¬â„¢ll get more done during the day and take home less work (and stress) at night.2. Work from home if possible.If telecommuting is an option for you at your job, take advantage of it. If it isn’t yet, have a conversation with your boss. Even one day or half day a week can help keep you grounded and give you that little bit of extra space that keeps you centered.3. Protect your time away from the office.If you do have to take work home, make sure you set strict time limits for yourself, so it doesn’t eat up all of your out-of-office time. Triage the important stuff. Respond only to the most critical emails, then leave the rest for when you’re back at your desk. And unless it’s truly an emergency, try to make it a policy not to respond to work emails at all over the weekends. Your weekend time is your own.4. Fit in exercise.Build this into your work day, with something as simple as a half-hour walk during your lunch break. If that isn’t possible, bu ild an hour or two a week into your weekly routine. Exercise will keep you healthy, sharp, young, and full of endorphins. You can’t really afford not to find the time, so go ahead and make sure you do- your body and your brain will thank you. Taking care of your body takes care of so much else.5. Make family a priority.The people you love and who love you in your life aren’t expendable, and your job should know that. If emergencies come up, show up. Make time to be there for the people that you love as a rule, not as an exception.6. Take vacation.Seriously. Vacation and personal time exist for a reason. Take every day you are allowed. You’re supposed to use these days, and you (and your boss) will be glad you did. Your work and attitude will definitely improve after taking a break.7. Schedule blank time.Instead of scheduling yourself to the gills, from your alarm going off in the morning until bedtime, make sure you block off time in your schedule when you donâ €™t have anything to do- not even family obligations or doctors appointments. Let your brain really an truly relax,  and it will stay sharp and creative.You might not be able to give yourself a full half-hour or hour every day, but you can try. Even just twenty minutes to sit quietly and meditate or take a walk can make all the difference in your attitude and your health.

Critical Communication Event on the Internet Essay

Critical Communication Event on the Internet - Essay Example The responsibility of the press to relay messages in such incidences was seen to come out very clearly. The public seemed to be very aware of the happenings at that particular time. The media did not assume its role in concealing information but portrayed the information to the mass just as the events unfold. The issue of size policy in relation to the Southwest Airlines came out clearly. With the news, the customers were much enlightened on who they would be dealing with the next time they use the Southwest airlines. With the freedom of the press, many journalists attempted to conduct interview with Emery Orto to have a clear understanding on the views regarding to the issue. From the journalists’, judgment on various online articles, Orto seemed to have an irrational attitude and his communication with the authorities was not at all pleasant. Not only was it his size barred him from flying but his rude approach on the authorities. With the freedom of the press, each and every person is given an opportunity to air their views, in our case study, the huge person, Orto, and the refusal to board on the plane by the Southwest Airlines

Instructional Design Skills and Competencies Dissertation

Instructional Design Skills and Competencies - Dissertation Example This includes internal training courses, formal and informal mentoring, certification programs, and externally run training courses. Unfortunately, this is not the case for all faculty. Although these numbers have increased nationwide, when analyzing data from individual schools, there are many faculty who do not receive this training. The specific topic for this research is the skills that are needed for faculty who are involved in online course development, and the training that is needed to assist in this development. 1.4 Research Problem Write a brief statement that fully describes the problem being addressed. Present this in one sentence or no more than one clear concise paragraph. Through the past decade, the number of higher education institutions that offer online courses has increased, and there has been an increase of enrollment in these courses (Allen and Seaman, 2011). In specific colleges and universities, faculty members are faced with developing these courses without f ormal training in many cases. This lack of knowledge indicates a need for increased knowledge and skill building for all teachers developing and teaching online course. According to Allen and Seaman (2011), 65% of institutions surveyed indicated that online course delivery is critical to an institution’s long-term plans. Also, there has been an increase in acceptance of online courses (Carliner & Driscoll, 2009). Faculty is often responsible for creation, development, and management of online classes (Carliner & Driscoll, 2009), without formal training. Devries (2007) states that there is an assumption that ready-made software automates part of course development processes, leaving only the contributions of subject matter experts (SMEs), who are the faculty-designers. This usually is not true in practice. Although the software may use templates and other tools, faculty may lack understanding of how to use them (De Vries, 2007). Faculty-designers are often met with the tasks o f developing and managing course content, facilitating and recording student activity, providing consultation sessions for students with questions and concerns and developing meaningful learning activities (Ally, 2008). The need for faculty training in these areas is well documented (Ally, 2008; De Vries, 2007) and an effective training program to enhance the skills needed must be found. 1.5 Research Purpose Write a brief statement that fully describes the intent of the study or the reason for conducting the study. Present this in one sentence or no more than one clear concise paragraph. The purpose of this study is to understand the needs of faculty designers who teach and design online courses. The findings from this study will provide insight into instructional design skills currently used by faculty-designers of online higher education courses. It will also provide information about skills required to develop and manage online courses from the faculty-designer perspective. The f uture purpose of this research is to design a training program for a higher education institution where faculty need training. 1.6 Research Question(s) (What do you really want to know? The rest of this form derives from and should constantly be

Case study of cyanotic congenital heart disease

Case study of cyanotic congenital heart disease Baby J, a 3-week-old infant, was admitted to Ward 5A since birth due to severe central cyanosis caused by several congenital heart problems. Soon after birth, he suffered from respiratory distress, where his initial SaO2 was only about 70%. He was resuscitated and given 5 nanograms/kg/min of Prostin (Prostaglandin E2). On appearance, he was dusky-looking and his peripheries were cold and cyanosed. He was started on biphasic continuous positive airway pressure (CPAP) via an apnoea mask and also given positive end-expiratory pressure (PEEP) as an adjunct. His CPAP was delivered using nasal cannula the following day after his SaO2 increased to 80% and he remained on CPAP for the first 5 days after birth, which subsequently was weaned off. Antenatal scans found pulmonary atresia, overriding aorta and ventricular septal defect (VSD). Postnatally, cardiac catheterisation confirmed the antenatal findings with extra major aortopulmonary collateral arteries (MAPCAs). He tolerated feeding via TPN and was given 6ml of EBM (expressed breast milk) at intervals of 2 hourly. Bottle feeding was attempted on 28/09/09 and he tolerated the feedings well. Recently, the feedings increased to 44ml 2 hourly. Baby J passed urine normally and his stools were of normal consistency. Past Medical and Surgical History Baby J underwent a cardiac surgery on 1/10/09 through a median sternotomy and a Melbourne shunt was inserted to create an aortopulmonary connection. He was also diagnosed with Alagilles syndrome (an autosomal dominant inherited disorder affecting the heart, liver, spine, kidney and central nervous system). Family History Baby Js father was diagnosed with Alagilles syndrome as a child. He has congenital spinal abnormalities, cardiac defects (atrial septal defect, ASD, pulmonary stenosis and right ventricular dysfunction). Baby Js mother suffered from depression for about 3 years now. She also has asthma and a high BMI of 40. During pregnancy, Baby Js mother was on anti-depressant (Fluoxetine 20 mg OD) and inhalers (Becctide and Ventolin). Drug History NKDA Medication Dosage Frequency Aspirin 15mg OD Frusemide 3mg BD Spironolactone 3mg BD Social History Baby J is the 3rd child in the family. He has one brother and 2 sisters. His brother was also diagnosed with Alagilles and suffers from cardiac anomaly. Baby Js mother is a non-smoker and she did not drink alcohol while conceiving him. Systemic Enquiry Neurological None to note. Cardiovascular See above. Respiratory Cyanotic. Gastrointestinal None to note. Opened bowel normally with normal stools. Genitourinary None to note. Passed urine normally. Haematological None to note. No fevers or rigors Musculoskeletal None to note. Endocrine None to note PHYSICAL EXAMINATION General Inspection Not distressed or in pain. Alert and non-lethargic. Apyrexial (Temperature 37.1 0C) Mild bluish discolouration of lips and tongue. SaO2 83% on room air. Heart rate: 156 bpm RR: 48/min Anterior fontanelle normal. Cardiovascular Examination Examination Findings BP Pulse rate 78/ 45 mmHg 156 bpm (regular, normal volume, character) No radial-radial delay or radio-femoral delay. Normal radial/ brachial/ femoral pulses. Normal carotid pulses. Inspection Hands and nails Face and tongue Precordium Ankle Non-cyanotic fingers. CRT No finger clubbing/ splinter haemorrhages. Non-pallor palmar creases. Deep-set eyes, prominent forehead (features of Alagilles syndrome) Non-pallor conjunctiva Mild central cyanosis (bluish tinge to tongue) Median stenotomy scar. No peripheral oedema (rarely seen in children) Palpation Central trachea. No thrills or left parasternal heave. Auscultation HS=I+Single II (muscular pulmonary atresia) + Ejection click (due to high flow across aortic valve) and continuous murmur. Respiratory Examination Examination Findings Inspection Hands Mouth Eyes Chest wall Not breathless or in distress. Breathing at ease. No peripheral cyanosis. No finger clubbing. Mild bluish tinge to tongue. No jaundice and non-pallor conjunctiva. Normal AP diameter. Symmetrical movement of chest wall with respiration No accessory muscles used in respiration. Trachea Central, no tracheal tug Percussion Generally, resonant to percussion. Auscultation Vesicular breath sounds. Normal air entry. No wheeze or added sounds. Summary of Problems Baby J suffered from severe cyanosis immediately post-delivery due to closure of ductus arteriosus. To maintain the patency of the duct, he was given prostaglandin E2. However, this was just a temporary measure to maintain a duct-dependent pulmonary circulation. A more definitive treatment for Baby J was to establish a direct connection between the aorta and the pulmonary artery by a shunt in order to promote growth of central pulmonary artery. Differential Diagnosis *Most likely differential for Baby J bolded. Differentials of cyanosis:- Primary pulmonary disease Cyanotic congenital heart disease Reduced or duct-dependent pulmonary circulation Tetralogy of Fallot Pulmonary atresia Tricuspid atresia Abnormal mixing Transposition of great arteries Total anomalous pulmonary venous drainage (all draining into right atrium) Single truncus arteriosus Persistent pulmonary hypertension due to persistent fetal circulation Anaemia Asphyxia Sepsis Metabolic disorder Methaemoglobinaemia due to haemolytic anaemia Management Plan Initial management:- Respiratory distress at birth Resuscitation, give CPAP and PEEP to maintain oxygenation to lungs, immediate Prostin (5ng/kg/min) Check breathing Maintain circulation IV fluids Routine bloods and ABG Continuous monitoring oxygen saturation and vitals Cardiology review- echo and CXR Echo findings consistent with Fallot tetralogy with MAPCAs CXR found cardiomegaly Feeding via TPN (6ml/kg/2 hourly) Further management:- Cardiac catherisation to assess for cardiac anomaly Cardiology experts advised surgery to establish connection between aorta and pulmonary artery to increase pulmonary blood flow. Melbourne shunt was inserted via median sternotomy on 1/10/09. Echo post-op showed good flow in small pulmonary arteries and patent central shunt. Continue monitoring oxygen saturation aim to keep above 75% Perform ECG Monitor temperature post-op If pyrexial, culture blood and give vancomycin and gentamicin. Start on aspirin, frusemide, spironolactone and paracetamol PRN. Increase feed to 150ml/kg/day via bottle Relevant Investigations and Results: Bloods results (2/10/09) after cardiac surgery FBC Hb Platelets WBC 15.2 230 10.5 UE Na+ K+ Cl Urea Creatinine 142 4.7 100 3.9 77 LFTs Alk P AST ALT Pro Alb 274 29 31 55 27 CRP 100 Echo Results on 18/09/09 Pulmonary atresia, MAPCAs, VSD, overriding aorta. Results on 2/10/09 Patent central shunt with good flow to small pulmonary arteries. MAPCAs flow demonstrated from joined aortopulmary branches. X-ray of whole spine Single AP view of thoracolumbar spine no abnormality found. Reflective Commentary: Tetralogy of Fallot Tetralogy of Fallot (TOF) is the commonest cause of cyanotic congenital heart disease. It has 4 cardinal anatomical anomalies:- [1] Large outlet VSD Overriding aorta with respect to ventricular septum Right ventricular outflow obstruction (infundibular and valvular pulmonary stenosis) Right ventricular hypertrophy Epidemiology TOF affects 3-6 infants in every 10, 000 births. [1] Aetiology [4] The aetiology is unknown, but evidence suggests a multifactorial cause. Antenatal risk factors are:- Maternal rubella (or other viral infections during pregnancy) Poor antenatal nutrition Maternal alcohol use Maternal age > 40 years Diabetes Children with Down syndrome have a higher risk of TOF. Presentation [4] Symptoms Very few infants present with severe cyanosis in the first few days of life with duct-dependent pulmonary circulation. Most infants are diagnosed by murmur at the age of 1-2 months. Feeding difficulty and failure to thrive. Tet spells episodes of bluish pale skin during crying or feeding. Squatting is classical of infants with TOF. Exertional dyspnoea usually worsens with age. Physical examination Smaller than expected for age. Peripheral cyanosis is normally found at birth, and after 3-6 months, finger clubbing may develop. Cardiac examination:- A thrill at left sternal border. Ejection systolic murmur heard over the pulmonic area and the left sternal border. In babies with aortopulmonary collaterals, continuous murmurs may be detected The S2  is usually single. Diagnosis Diagnosis is through history and clinical examination, supported by chest x-ray and ECG, and confirmed by echocardiography. Bloods Haemoglobin and haematocrit are usually increased in relation to the degree of cyanosis. The arterial oxygen saturation varies from 65-70%. ECG ECG shows right ventricular hypertrophy (+ right axis deviation) and may also show right atrial hypertrophy. Imaging Radiography Classical boot-shaped heart. Echocardiography Used to diagnose ductus arteriosus, VSD, or ASD with Doppler echocardiography. *Comparison of Baby Js presentation to the classical presentation Baby J had severe pulmonary atresia (muscular in origin) due to a severely malrotated infundibular septum. He suffered from life-threatening cyanosis at birth which had to be attended to promptly by maintaining the patency of ductus arteriosis using prostaglandin E2. As he was highly symptomatic, a palliative surgery to increase pulmonary blood flow had to be done where he underwent placement of Melbourne shunt connecting his aorta to MAPCA. This was done hoping to promote the development of main pulmonary artery. Baby J also had another problem which was the 50% possible chance of inheriting Alagilles syndrome (autosomal dominant) from his father. His LFTs were checked for any liver abnormality which is commonly implicated in this syndrome. He also had spine X-ray to exclude spinal deformities. He will be having ophthalmology review soon as well. GMC theme 2: Treatment Acute treatment [4] Neonates with severe cyanosis due to ductal constriction are given an infusion of prostaglandin E2(0.05 to 0.1  ÃƒÅ½Ã‚ ¼g/kg/min IV) to reopen the ductus arteriosus. Tet spells are usually self-limiting and followed by a period of sleep. If prolonged (> 15 mins), treatment consists of:- [4] placing infants in a knee-chest position sedation and pain relief morphine  IM. IV fluids are used for volume expansion. Propanolol  IV acts as peripheral vasoconstrictor. Bicarbonate to correct acidosis. Muscle paralysis and artificial ventilator to reduce oxygen demand. Symptomatic or palliative treatment in first few months Palliative surgery can be performed in patients who are not suitable for complete repair or patients with tet spells. One of the commonly used procedures is the Blalock-Taussig shunt where the subclavian artery is connected to the ipsilateral pulmonary artery with a prosthetic graft. Baby J had a relatively new shunt placement (first developed in Melbourne) which connects the major aortopulmonary collateral artery (MAPCA) to aorta. This has been shown to promote the growth of central pulmonary artery. [2] Melbourne shunt: illustrates the completed shunt with the pulmonary artery anastomosed to the posterior and left lateral aspect of the ascending aorta close to the sinotubular junction. Adapted from Ref [2] Corrective Surgery Since TOF is a progressive disorder, Baby J will require a more definitive corrective surgery. Nowadays, surgery is commonly performed electively at around 6 months of age (or before 1 year). The timing of complete surgical repair on Baby J will depend on numerous factors like further symptoms, severity of lesions (multiple VSDs, pulmonary atresia),etc. Complete repair is achieved by patch closure of VSD and widening of right ventricular outflow tract. Perioperative mortality rate is   Primary repair is beneficial in terms of preventing long-term right ventricular outflow obstruction and the consequential development of right ventricular hypertrophy, prolonged cyanosis, and postnatal angiogenesis. [1] Summary Survival in children with simple forms of TOF is promising and quality of life is good. Studies showed that survivors are in NYHA 1 class with minimal reduction in exercise capacity. However, Baby J has a rather severe form of TOF and it is difficult to predict his prognosis as for now. This will depend on his progress after corrective surgery repair done. He will need life-long cardiac review and this can be quite stressful for the child and the family as well. Baby J is fortunate to have good supportive parents who are both rather anxious about the childs condition during the interview.

Evolution Of Management Essay -- Organization Management Industry

Evolution of Management In this paper I will be explaining the evolution of management from the beginning of the industrial revolution to present which includes Classical School of Management, the Human Relations/ Behavioral School of Management, Theory X and Y, the Scientific Approach, Contingency Approach, and Theory Z. I will also be comparing the classical style and the present style to each other and to my current work environment. The Classical school of thought began during the Industrial Revolution around 1900 and continued into the 1920s when new problems related to the factory system began to appear. Managers were unsure of how to train employees (many of them non-English speaking immigrants) or deal with increased labor dissatisfaction, so they began to test solutions. Traditional or classical management focuses on efficiency and includes scientific, bureaucratic and administrative management. Bureaucratic management needs a rational set of structuring guidelines, such as rules and procedures, hierarchy, and a clear division of labor. Scientific management focuses on the "one best way" to do the job. Administrative management emphasizes the flow of information in the operation of the organization. The first... ...g. Fayol believed that all managers performed these functions and that the functions distinguished management as a separate discipline of study apart from accounting, finance, and production." (Online - http://www.referenceforbusiness.com/management/Log-Mar/Management Thought.html) [3] "McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and therefore may need tighter controls that can be relaxed as the employee develops." (Online - http://www.envisionsoftware.com/articles/Theory_X.html) [4] "This approach arose out of the observation that the three earlier approaches to management - the Classical, the Behavioral, and the Operations Research - did not always lead to an acceptable solution" (Patrick J. Montana and Bruce H Charnov, Management, Third Edition, page 30)

Organizational Conflict Essay

Conflicts within an organization can be difficult on employees. Some conflicts may be petty and some could end up in violence. They are often started because of the difference of opinions between employees (Shetach, A., 2012). Regardless of the situation; employers cannot afford to have conflicts within their organization. The purpose of this paper is to analyze the reason for the conflict within this organization and to come up with ways to help solve the conflicts. Description of the Conflict The conflict at my place of employment is that there are never enough associates scheduled to perform the duties that are needed to be done. The ICS team is the main team that goes through the inventory in the back room on a daily basis. Their job is to bin every item that comes within this store with a labeling system. The problem that is being cause is that there are not enough associates able to keep up with binning the items after the ICS team finishes scanning and counting their freight. What conflict that has occurred from this is that the unloaders are coming in and they have to help them out. In return the un-loaders are falling behind in their work. When the morning shift associates comes in; mainly department managers they have to work out the items that the ICS team has scanned. When you look at the amount of freight that is needing to be work out, it could be from four to fifteen L-carts. L-carts are the large carts that are used to move large freight to the floor or to the customer’s car. Production was falling behind because there was not a good plan set into place on who, what, and how the receiving area of the store would be operated. There was lack of communication that was going on between upper management and lower management. It seemed as though the associates were the ones that were making the decisions instead of the managers. The ICS team and the un-loaders were constantly arguing with each other, claiming that the other one is not doing their job. The department managers were coming in to work stating that the overnight associates were not putting out freight. It looked as if the same freight was left from the day before was not being worked. Level of Conflict There are four levels of conflict within an organization (Baack, D., 2012). What is going on within this organization is called intragroup conflicts. Intragroup conflicts occur when incidents between members of a team do not have the same mind set concerning goals. They disagree with the way the operations are being handled and the leadership (Baack, D., 2012). If conflicts are left unattended within an organization it could affect the overall goal of the company. The teams may not do what they need to do and the decision that they make in doing their job may not be the right decision (Baack, D., 2012). Propose Steps to Resolve the Conflict There are five steps that must be followed in order to help resolve conflicts within this organization. The first thing is to identify the parties that are involved in the conflict. Determining if the entire team is involved or if there is an individual that is causing the conflict need to be investigated first (Baack, D., 2012). By doing this, it will allow for the managers to help determine what is need to be done in order to resolve the conflict. This conflict can be stopped with the proper communication between team members and management. But they need to have weekly meeting in order to go over their goals and their concerns (Shetach, A., 2012). Having meeting will allow the team members to voice their opinions if they feel they may not be doing ample amount of production that is needed in order to be productive. This can be analyzed by management as soon as it is brought up in the meeting. The management team needs to find out what the real issue is within the team and figure o ut how the problem started. While they are investigating this issue they need to also know what position that each team member have concerning this conflict (Baack, D., 2012). This can help management to understand where each team member stands on this conflict so it could help them come up with a better solution in order to stop the problem. Finding an area in which there can be bargaining is very important in resolving conflicts within an organization (Baack, D., 2012). Management need to stay neutral in making a decision regarding the conflict that is going on between the ICS team, the unloaders, and the department managers. There should be lines in which the managers need to be able to listen to all sides and not show favoritism. Finding the best solution for the organization in what is important. The policies need to be addressed at the time when bargaining process is going on (Montgomery, M., 1995). At the same time, the team members need to be able to work through their conflicts. There need to be a check list that needs to be done on a daily basis in order for each backroom associate to follow. If they are not able to do what they are assigned then they should be able to type in the reason why. For example, I was called to work in the garden center by Assistant Tony. It should have the time, and date on the log so that it can show the reason why a task was not completed. Management should not be able to call an ICS member out of their work area for more than 15 minutes a day. Considering they might be one of four that was assigned to scan in what is coming off of the trucks. Another step that could help resolve the conflict is to schedule people with the department managers that only have one associate. Some department managers do not have more than one associate within th eir area. A department manage usually have five hundred to five thousand prices changes to do on a daily basis. They have to work their bins; bins are the freight that they have to put out on the shelves. If more associates are schedule past 5 pm, it could help the organization to make a better profit; because the shelves will be filled. Not all conflict situations are the same. Some may be resolved if the people that are involved learn the effect that their opinion, attitudes, or behavior have on other team members (Montgomery, M., 1995). Some of the managers need to be more productive by helping the team members to see what they need to improve in or what they have to offer to make the team stronger. Outcomes to the Conflict Resolution By not doing anything and letting the teams argue about what each other are doing it will cause a lack of production within the team. It could affect the entire team as a whole. Agreement is very important in a conflict resolution (Baack, D., 2012). When all of the team members on the ICS, department managers, and the un-loaders believe that their opinions matters that is when agreement is reached. The managers have to let them all know that all of the concerns that were leading up to their conflicts have been met. Everyone will be held accountable for their own job expectation, and no one will be pulled out of their area for more than fifteen minutes a day. The night managers will make sure that they have associates working in areas that have the largest amount of freight in order to keep the department managers from being over whelmed. Stronger relationships may develop between the teams; however, some teams like to work without other teams being involved. Take the ICS team for example; they do not trust anyone to count what is coming in on the truck. If an upper member of management scans what comes in on the truck they do not have much of a choice. If a new employee is in training they have to gain trust within this group before they let them work by themselves. And finally organizational learning can take place among team members. The can learn how to work together by coming up with better ways to find solutions to the problems they may encounter within their team (Baack, D., 2012). They can learn how to deal with each other on a personal level because they may have learned what each team needs. If the meetings continue to be given between these three teams on a weekly basis, this will teach them. In conclusion, there conflicts can make it difficult for team to work together. This paper was to show ways that teams could resolve their conflicts in order to help their organization to run smoothly and put a handle on conflicts. References Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc Montgomery, M., (1995). Five steps to resolves conflicts. Supervisory Management, 40(10), 8 Shetach, A., (2012). Conflict Leadership. Navigating Toward Effective and Efficient Team Outcomes. Journal for Quality & Participation, 35(2), 25-30