Deficiency Disease Essay Example for Free

Deficiency Disease Essay Diseases that are caused by lack of some particular nutrient in a persons diet are called Deficiency Diseases. Following are some of those diseases, their cause and their treatment: 1. Night-blindness: A child having this disease is unable to see properly in the dark. His eyes become dull and listless and the skin becomes dry. If not treated in time, the child may become blind. Cause: This disease is caused due to the deficiency of vitamin A in the diet. Treatment: A child suffering from night-blindness should take a diet rich in vitamin A. Carrots, fish, fruits, milk, butter, etc., are all good sources of vitamin A. 2. Beri-beri: This is basically a disorder of the nerves. It affects the health of eyes % and skin, growth of the body, formation of muscles and blood. There may also to be stomach and intestinal disturbances. Cause: This disease is caused due to the deficiency of vitamin-B. Treatment: The affected child must eat the foods rich in vitamin B like milk, fish, meat, cereals, egg, etc., and also seek medical advice from a doctor. 3. Scurvy: People suffering from scurvy have swollen and bleeding gums. They lose weight and become weak. Their teeth start shaking and become loose. Cause: This disease is caused due to the deficiency of vitamin-C. Treatment: Oranges, citrus fruits, cabbage, amla, etc., should be included in the diet of the patient. 4. Rickets: In this disease, the bones of the legs become thin, deformed and curved (bow-legged). The bones of the child become weak and soft. Cause: This disease is caused due to the deficiency of vitamin D. Treatment: The affected child must eat the foods rich in vitamin D like milk, fish, meat, butter, egg, etc., and take the advice of a doctor. 5. Anaemia: In this disease, the level of the haemoglobin becomes low gets tired very easily and feels weak. The skin becomes pale. The lips and nails become dull and colourless. Cause: This disease is caused due to the deficiency of iron. Treatment: The person should have plenty of green, leafy vegetables like spinach and cabbage. Meat, apples, beans, dry fruits, etc., should be included in the diet. A doctor must also be consulted immediately. 6. Goitre: In this disease, there is swelling around the neck region of a person. Cause: This disease is caused due to the deficiency of iodine. Treatment: The affected person needs to add iodised salt to his or her food. Prevention: A high standard of nutrition must, however, be aimed at and carefully maintained to ensure complete freedom from these preventable causes of ill-health.

Use of Performance Enhancing Drugs in Sports Essay -- Doping in Sports

The use of performance enhancing drugs in sports (doping) is done to improve athletic performance. Doping in sports has become a highly controversial topic among professional sporting venues and in the media. With the increased pressure to perform, high priced contracts, increased competition, and advanced training methods today’s athletes will try to gain an edge by any means necessary. Performance enhancing drugs used by athletes today include Human Growth Hormone (HGH), anabolic steroids, peptide hormones, amphetamines, insulin and stimulants. The reason athletes use performance enhancing drugs is to increase the amount of testosterone produced in the body. The increased testosterone in the body increases muscle strength by enabling new muscle growth. Although there are laws passed with the intention of ridding sports of the use of performance enhancing drugs, it is still a highly debated topic. Supporters argue it is beneficial for the sport. The opposition argues against it. A syndicated political columnist argues â€Å"Drugs that make sport exotic drain it of its exemplary power by making it a display of chemistry rather than character—actually, a display of chemistry and bad character† (Will). In light of the overwhelming evidence, one must agree with the 2004 Anabolic Steroids Act, which attempts to ban the use of anabolic steroids in U.S sporting events. The use of performance enhancing drugs in sports is dangerous, unethical and ruins the integrity of the specific sport, by giving an unfair advantage to the user over their competitors. No one can deny that the use of performance enhancing drugs in sports makes it much more entertaining for fans. Watching home run records get shattered, and new world record times being set,... ...iego: Greenhaven Press, 2006. At Issue. Rpt. from "testimony before the U.S. Senate Subcommittee on Consumer Affairs, Foreign Commerce, and Tourism." 2002. Gale Opposing Viewpoints In Context. Web. "We Should Accept Performance-Enhancing Drugs in Competitive Sports." Writ. Radley Balko. Intelligence Squared US debate. Intelligence2 debates. 15 Jan. 2008. Web. 26 Apr. 2012. West, Doug. "Steroids Are Harmful." Steroids. Ed. Laura K. Egendorf. San Diego: Greenhaven Press, 2006. At Issue. Rpt. from "Steroid Abuse—Getting Bigger." Youthcultureï ¼  today. 2002. 20-24. Gale Opposing Viewpoints In Context. Web. Will, George F. "Steroids Are Destroying Baseball." Steroids. Ed. Laura K. Egendorf. San Diego: Greenhaven Press, 2006. At Issue. Rpt. from "Steroids Scandal Is Damaging to Baseball." Conservative Chronicle (15 Dec. 2004): 25. Gale Opposing Viewpoints In Context. Web.

Entering Grooming Business in Hong Kong Pest Analysis

Personal management and human resource management (HRM) basically brings very similar meaning. The personnel who work for a company represent that company’s human resource. Human resource management (HRM) department didn’t actually exist until 1940s, the activities performed by these departments were not all brand new but in fact, quite a number of the human resource practices and programs that we see today top derivation in the earlier times. Human resource management (HRM) is historically known as personal management which deals with official system for the management of the people within the organization. Many renowned companies want to achieve the transformation of their workforce into a foundation of completive advantage. HR manager inevitably has concerns for their workers. These concerns consists of how to manage layoffs, address deduction of employee loyalty, generate a well trained highly motivated work force that can deliver HR mangers have many concerns regarding their workers. These concerns include how to mange layoffs, address reduced employee loyalty, generate a well trained highly motivated work force that can deliver higher quality and productivity. Mange and increase diverse workforce and contain health care cost. HRM has been undergoing transformation. In 1970s, the job of the HR manger was to keep their companies out of court and in compliance with the increasing number of regulations governing the work place. In the 1980s HR mangers had to address staffing costs related to mergers and acquisitions and downsizing. The economic issues related to an increasingly global and completive workplace characterize the 1990s. Beside these concerns Firms are also facing some other challenges regarding workforce before we take up the HR challenges that face managers, we need to define manager and say a word about where human resources fit into the organization. Managers are people who are in charge of others and are responsible for the timely and correct execution of actions that promote their units' successful performance. B. History of Personnel Management A group of people becomes an organization when they cooperate with each other to achieve common goals. Communication among them is therefore important. But people have individual motivations, which often differ, from the corporate goals. An effective organization is one which succeeds in getting people to accept that cooperating to achieve organizational goals also helps them to achieve their own goals provided they are adequately rewarded through extrinsic and intrinsic rewards. This is achieved primarily through leadership and motivation. Employers therefore increasingly view human resource management from a strategic perspective, and as an appropriate means through which the chasm between organizational and individual goals can be narrowed. As it has been aptly observed: â€Å"Part of the problem is that we have split off human resource management from the general management problem, as if there were some other kind of management other than human resource management. As long as organizations are based upon the coordinated action of two or more people, management is by definition human resource management. Despite the proliferation of writings and studies on HRM, there is a wide gap between the rhetoric and the reality, though the gap has been narrowing in the 1990s. There is as yet inadequate research to ascertain the extent to which practice matches corporate policy statements, and the impact of HRM policies and practices Page # 29 on employee behavior and morale. To have a major impact on enterprises, HRM has to be diffused across an economy, rather than remain islands of excellence. Nevertheless, promoting excellent models of HRM stimulates interest in better people management. HRM has three basic goals, which contribute to achieving management objectives. The first is integration of HRM in two senses: integrating HRM into an organization's corporate strategy, and ensuring an HRM view in the decisions and actions of line managers. Integration in the first sense involves selecting the HRM options consistent with (and which promote) the particular corporate strategy. The option is determined by the type of employee behavior expected (e. g. innovation) needed to further the corporate strategy. For instance, the HRM policies in relation to recruitment, appraisal, compensation, training, etc. iffer according to whether the business strategy is one of innovation, quality enhancement or cost reduction. A strategy of innovation may require a pay system less influenced by market rates but which rewards creativity, and the pay rates would even be low so long as there are ways of making up the earnings package. A cost reduction strategy may lead to pay rates being strongly influenced by market levels. Similarly, training and development would rec eive less emphasis in a cost reduction strategy than in one where the objective is innovation or quality. But such integration is difficult without securing the inclusion of a HRM view in the decisions and practices of line managers. This requires that HRM should not be a centralized function. A second goal of HRM is securing commitment through building strong cultures. This involves promoting organizational goals by uniting employees through a shared set of values (quality, service, innovation, etc. ) based on a convergence of employee and enterprise interests, which the larger Japanese enterprises have been particularly adept at. A third goal of HRM is to achieve flexibility and adaptability to manage change and innovation in response to rapid changes consequent upon globalization. Relevant to HRM policies in this regard are training and multi-skilling, re-organization of work and removal of narrow job classifications. Appropriate HRM policies are designed, for instance, to recruit, develop and retain quality staff, to formulate and implement agreed performance goals and measures, and to build a unified organizational culture. C. Shifting from Personnel Management to HRM The transformation is reflected by raising important role of HRM from the personal management purpose from one of focussing on employee welfare to one of managing people in a way, which matches organizational goal and individual goals and providing employees with intrinsic and extrinsic rewards. Therefore Therefore, today Human Resource Management (HRM), historically known as personal management, deals with formal system for the management of the people within the organization. Many well-known companies report that they are trying to transform their workforce into a source of completive advantage. Stages of shifting of Personnel Management to HRM: First, HRM earlier reacted piece-meal to problems as they arose. Effective HRM seeks to link HRM issues to the overall strategy of the organization, with the most effective HRM policies and practices integrated into such corporate policies and strategies to reinforce or change an organization's culture. Integration is needed in two senses – integrating HRM issues in an organization's strategic plans and securing the acceptance and inclusion of a HRM view in the decisions of line managers. The HRM policies in respect of the various functions (e. g. recruitment, training, etc. ) should be internally consistent. They must also be consistent with the business strategies and should reflect the organization's core values. The problem of integrating HRM view business strategy arises, for example, in a diversified enterprise with different products and markets. In such cases it is difficult to match HRM policies with strategies that could vary among different business activities, each of which may call for different HRM policies. Second, building strong cultures is a way of promoting particular organizational goals, in that â€Å"a ‘strong culture' is aimed at uniting employees through a shared set of managerially sanctioned values (‘quality', ‘service', ‘innovation' etc. ) that assume an identification of employee and employer interests. However, there can be tension between a strong organizational culture and the need to adapt to changed Page # 30 ircumstances and to be flexible, particularly in the highly competitive and rapidly changing environment in which employers have to operate today. Rapid change demanded by the market is sometimes difficult in an organization with a strong culture. IBM has been cited as a case in point. Its firmly-held beliefs about products and services made it difficult for it to effect changes in time, i. e. when the market required a radical change in product and service (from mainframe, customized systems, salesmen as management consultants to customer-as-end-user, seeking quality of product and service) o personal computers (standardized product, cost competition, dealer as customer). Nevertheless, in the long term a strong organizational culture is preferable to a weak one. Third, the attitude that people are a variable cost is, in effective HRM, replaced by the view that people are a resource and that as social capital can be developed and can contribute to competitive advantage. Increasingly, it is accepted that competitive advantage is gained through well-educated and trained, motivated and committed employees at all levels. This recognition is now almost universal, and accounts for the plausible argument that training and development are, or will be, the central pillar of HRM. Fourth, the view that the interests of employees and management or shareholders are divergent and confliction – though substantially true in the past – is giving way to the view that this need not necessarily be so. As organization, which practices, effective HRM seeks to identify and promote a commonality of interests. Significant examples are training which enhances employment security and higher earning capacity for employees while at the same time increasing the employee's value to the enterprise's goals of better productivity and performance; pay systems which increase earnings without significant labor cost increases, and which at the same time promote higher performance levels; goal-setting through two-way communication which establishes unified goals and objectives and which provides intrinsic rewards to the employee through a participatory process. Fifth, top-down communication coupled with controlled information flow to keep power within the control of management giving way to a sharing of information and knowledge. This change facilitates the creation of trust and commitment and makes knowledge more productive. Control from the top is in effective HRM being replaced by increasing employee participation and policies, which foster commitment and flexibility that help organizations to change when necessary. The ways in which the larger Japanese enterprises have installed participatory schemes and introduced information-sharing and two-way communication systems are instructive in this regard. In enterprises that tend to have corporate philosophies or missions, and where there are underlying values that shape their corporate culture, HRM becomes a part of the strategy to achieve their objectives. In some types of enterprises such as ones in which continuous technological change takes place, the goal of successfully managing change at short intervals often requires employee cooperation through emphasis on communication and involvement. As this type of unit grows, â€Å"If there is strategic thinking in human resource management these units are likely to wish to develop employee-relations policies based on high individualism paying above market rates to recruit and retain the best labor, careful selection and recruitment systems to ensure high quality and skill potential, emphasis on internal training schemes to develop potential for further growth, payment system designed to reward individual performance and cooperation, performance and appraisal reviews, and strong emphasis on team work and communication †¦ In short, technical and capital investment is matched by human resource investments, at times reaching near the ideals of human resource management. Shift of personnel management to HRM took place in three stages: Records and 1. Records and Administration 2. Accountability Regulations 3. Competitive Advantage 1. Records and Administration In first stage the primary activities, which were carried out by personnel department, were, Planning Company picnics Scheduling vacations, Enrolling workers for health-are coverage, Planning retirement parties These concerns include how to mange layoffs, address reduced employee loyalty, create a well trained highly motivated work force that can deliver higher quality and productivity, mange and increase diverse workforce and contain health care cost. 2. Accountability Regulations During this stage primary framework of rules and regulations started emerging tin the organization. In 1970s, the job of the HR manger was to keep their companies out of court and in compliance with the increasing number of regulations governing the work place. In the 1980s HR mangers had to address staffing costs related to mergers and acquisitions and downsizing. The economic issues related to an increasingly global and completive workplace characterize the 1990s. Beside these concerns 3. Competitive Advantage The aim of this shift stage is from merely securing compliance to the more ambitious one of winning commitment. The employee resource, therefore, becomes worth investing in, and training and development thus assume a higher profile. These initiatives are associated with, and maybe are even predicated upon, a tendency to shift from a collective orientation to the management of the workforce to an individualistic one. Accordingly management looks for ‘flexibility' and seeks to reward differential performance in a differential way. Communication of managerial objectives and aspirations takes on a whole new importance. What separates or distinguishes HRM from the traditional personnel function is the integration of HRM into strategic management and the pre-occupation of HRM with utilizing the human resource to achieve strategic management objectives. HRM â€Å"seeks to eliminate the mediation role and adopts a generally unitary perspective. It emphasizes strategy and planning rather than problem solving and mediation, so that employee cooperation is delivered by programme of corporate culture, remuneration packaging, and team building and management development for core employees, while peripheral employees are kept at arm's length. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet is objectives). In an enterprise with effective HRM polices and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situation and the legal system. In reality most firms do not have such a well thought out sequential HRM model. But we are considering here is also effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. At conceptual level the interpretations of HRM indicate different emphases, which lead to concentration on different contents of the discipline. The various distinctions or interpretations indicate that HRM â€Å"Can be used in a restricted sense so reserving it as a label only for that approach to labor management which treats labor as a valued asset rather than a variable cost and which accordingly counsels investment in the labor resource through training and development and through measures designed to at tract and retain a committed workforce. Alternatively it is sometimes used in an extended way so as to refer to a whole array of recent managerial initiatives including measures to increase the flexible utilization of the labor resource and other measures, which are largely directed at the individual employee. But another distinction can also be drawn. This directs attention to the ‘hard' and ‘soft' versions of HRM. The ‘hard' one emphasizes the quantitative, calculative and business-strategic aspects of managing the headcounts resource in as ‘rational' a way as for any other economic factor. By contrast, the ‘soft' version traces its roots to the human-relations school; it emphasizes communication, motivation, and leadership. There are several ways in which HRM has changed earlier attitudes and assumptions of personnel management about managing people. The new model of HRM includes many elements vital to the basic management goal of achieving and maintaining

Jazz From The United States - 999 Words

Jazz originated from the United States in the early part of the 20th century. From Ragtime and blues to Big Bean and Bebop, jazz has been a part of a proud African American tradition for over 100 years. The history of jazz has its roots firmly planted in the American cities of New Orleans, Chicago, and New York City. New Orleans jazz was first recorded in Chicago and New York, not in New Orleans. The first recording was the Original Dixieland Jazz Band. Jazz is often referred to as â€Å"American’s classical music.’’ Jazz is known as one’s of North America’s oldest and most celebrated musical genres. Clarence Williams takes credit for the term by declaring that he was the first to ever use the word ‘’Jazz’’ in a song. Jazz originated from brass band and ragtime piano styles of the 1800s that were blende to satisfy dancers. During the 1890s, jazz began to be recognizable as a style of its own. A lot of jazz is offered i n night in nightclubs, where people gather to hear music while they drink and talk with friends. The term ‘’jazz’’ has variety of meaning because it has been used to describe so many different kind of music. Also the terms jazz has many different meaning according to who is using the word. Jazz can be defined as improvisation and swing feeling. Improvisation is to compose and perform at the time and the swing feeling is a steady beat, lilting feeling, and the syncopating. The meaning of jazz is all depend on the person but the overall meaning are theShow MoreRelatedJazz During the 1920s1147 Words   |  5 PagesJazz During the 1920s The 1920’s was a time of innovation, creativity, and recklessness, causing a need for a new style of music. Jazz was fast-paced, upbeat, and very adaptive and it would go hand-in-hand with hedonistic lifestyle, truly giving the 20’s the title of The Jazz Age. Jazz is a style of music composed of various instruments. 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