Find this article and answer this questions Schwarz, K., Mion, P., &

Find this and answer this questions Schwarz, K., Mion, P., & Litman, G. ( 2007). Telemonitoring of heart failure patients and their caregivers - Article Example The depth of the study profoundly affects the researcher’s preference of research design. The Logical similarity has influenced the researchers’ choice of a research design by ensuring the contents of the research model make sense. The sensibility of the research content is analyzed through grave thinking in the study. The researchers consider the logical similarity of his work before selecting a study design. Theoretical clarity has influenced the researchers’ choice of a research design by describing the concepts applied in the study and relating the study’s statement to find out the connection amongst the concepts. The researcher uses theoretical clarity to determine the nature of his study. Level of idea has influenced the researchers’ choice of a research design by ensuring that the ideas are represented in a theoretical model. They have not restricted intensity of idea by time or space, and are not directly measurable. The researcher has considered the level of the idea to be used in electing the research design. Clinical utility has influenced the researchers’ choice of a research design by the relevancy of the research findings to the real world. The research considers the benefits of his study to the real world prior to selecting the research design. View point on cultural competence has influenced the researchers’ choice of a research design by knowing the field they are dealing in more than their customers. The researchers have considered cultural competence before choosing the research design to use in his study. The study can be classified under qualitative study, since it compares the telemonitoring structure to the quality of health measures it has on a patient with constant heart failure. Qualitative study focuses on superiority rather than the magnitude (McDonagh, 2011). The evidence proving that the journal is peer-reviewed is

Commercial Property Development in the Central Manhattan Area Essay

Commercial Property Development in the Central Manhattan Area - Essay Example This paper addresses the main drivers for commercial property development in central Manhattan area over the last 6 years. This adopts special reference to the fundamental economy of the USA, as well as the Times Square in Manhattan, which reflects the role of IBIDS in commercial property development. Commercial property in the USA suffered adverse effects from the global economic challenges. Indeed, the stalled economic recovery from the global recession destabilized the USA’s commercial real estate (CRE) recovery (O’Brien, B., Sheth, S., & Mahajan, S 2013, p.1). This has been because of economic stagnation in Europe, huge foreign debts, problems in the world labor force, global economic recession that started in 2012, correlation between USA and Eurozone economic growth, globalization, demeaning liquidity trap, lack of business innovation, and slow growth in emerging economies like China and India. Nevertheless, there are probable measures that reinforced the commerci al properties industry in the US especially in Manhattan. Question 1: Main drivers for commercial property development demand Demand and supply are important factors in all markets. In Manhattan, the demand for commercial property has steadily increased over the past few years. Therefore, new commercial property development in Manhattan has aimed to meet the demand in the market. According to O’Brien, Sheth, & Mahajan (2013), the use of social media, enhancing innovation, cloud computing, and adopting enterprise mobility in the commercial proper

Team Performance And Strategic Objectives

Team Performance And Strategic Objectives Team performance working involves the development of a number of interrelated processes that together make an impact on the performance of the firm through its people in such areas as productivity, quality, and levels of customer service, growth, profits, and ultimately the delivery of increased shareholder value. This is achieved by enhancing the skills and engaging the enthusiasm of employees. The starting point is leadership, vision and benchmarking to create a sense of momentum and direction. Team Performance Management is focused directly on the achievement of the teams key business objectives. It bridges the gap between the team building enablers and business performance results. It removes the reliance on faith the need to believe that team building works before investing in it and establishes a direct connection between collective behaviors and team performance. Team Performance Management is predicated on the following three principles: Team Behaviors are different to Individual Behaviors. Most competency frameworks include teamwork, but these usually refer to what an individual does within a team, not what a team does collectively together. E.g. whilst all the individuals in a team can behave in trustworthy ways, this does not guarantee that the team will build trust together this is also dependent on other factors such as the environment they work in, or the team processes they use for communicating, deciding, rewarding, etc.. The behaviors that make a team successful vary from team to team and from time to time. E.g. the profile of behaviors that makes a design team successful is different from the profile that makes a financial audit team successful. And if the design team is using a top-down approach, for optimal performance, it needs to change its behaviors once it gets beyond the outline design and starts work on the detailed implementation of the ideas. Team behaviors can be changed using a team performance management process. In essence, performance management involves establishing behavioral goals, measuring current behaviors to identify the gap between the current and desired behavior profile, and then planning, implementing and monitoring changes in order to close that gap. There are both similarities and significant differences between performance management processes for individuals and teams. The key difference between traditional team building and team performance management is that the former engages in activities in the belief that they will indirectly lead to improvements in team performance (sometimes they do, sometimes they dont). Team Performance Management, however, identifies the team behaviors that will lead directly to business success, and then uses a process to change the behaviors accordingly. Evaluate tools and techniques available to set team performance targets Most performance measures can be grouped into one of the following six general categories. However, certain organizations may develop their own categories as appropriate depending on the organizations mission: Effectiveness: A process characteristic indicating the degree to which the process output (work product) conforms to requirements.(Are we doing the right things?) Efficiency: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing things right?) Quality: The degree to which a product or service meets customer requirements and expectations. Timeliness: Measures whether a unit of work was done correctly and on time. Criteria must be established to define what constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements. Productivity: The value added by the process divided by the value of the labor and capital consumed. Safety: Measures the overall health of the organization and the working environment of its employees. The following reflect the attributes of an ideal unit of measure:  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Reflects the customers needs as well as our own  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Provides an agreed upon basis for decision making  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is understandable  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Applies broadly  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  May be interpreted uniformly  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is compatible with existing sensors (a way to measure it exists)  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is precise in interpreting the results  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is economical to apply Performance data must support the mission assignment(s) from the highest organizational level downward to the performance level. Therefore, the measurements that are used must reflect the assigned work at that level. Within a system, units of measure should interconnect to form a pyramid. Technological units start at the base. These are measures of individual units of products and of individual elements of service. 1.2.1. Performance Evaluations: Performance evaluation is a very important activity which will be initiated to evaluate and appraise the performance of every employee in the organization. This process can be done twice a year and few companies do the same process for every quarter. Majorly, employee performance can be evaluated based on 5 categories; those are Productivity, quality, communication skills, interpersonal skills, professional behavior initiative. Promotions and performance rewards for an employee is decided based on this criteria only. Productivity is nothing but the quantity of work items or assigned work performed by an employee. On a daily base employee should be given a target or set of work and that should be completed by the end of the day. If employee couldnt achieve the target in a particular day, can compensate the balance work in subsequent working days. Quality means the accuracy levels of work which an employee has performed. This processed data will be randomly reviewed or audited by senior associates in the company. If all the work items which were reviewed are perfect and accurate then, the employee quality of work is 100 %, in case any error found, quality decreases. Hence need to maintain consistency in quality. Communication skills also play an important role in performance appraisals. It includes written and oral communication skills. If employee cannot communicate in a proper way, he or she cannot elevate themselves in work and share their views, suggestions in terms of development and growth of the process. Hence always concentrate on improving communication skills. Interpersonal skills professional behavior are nothing but your way of approach and behavior with fellow team members and superiors. Always need to maintain a cool environment within the team, should not be any ego feelings in learning and always solve any personal issues in a professional way in the presence of supervisor. Growth of project or process, always try to share the ideas with supervisor to implement and if employee has any thought due to which manual working hours may reduce and helpful for the process then such things must share with the supervisor so that in performance evaluation employee can gain a very good rating. 1.2.2 . Feedback: Feedback is such an important communication skill. Openness, honesty, candor, trust all of these are hallmarks of high performance teams and organizations. Good feedback skills are essential to any team relationship. Feedback is important because: It prevents small issues from festering into unmanageable problems. It builds trust in relationships. It promotes personal and professional growth. It acknowledges individual and team accomplishments. It clears up misunderstandings. It is a way to acknowledge and recognize team members skills and contributions. As a result, effective team feedback makes life at work a great deal easier and more rewarding. There are two types of feedback Positive feedback and feedback for improvement (sometimes called negative feedback). Positive Feedback Positive feedback is information about what someone did well. Theres a very simple approach you can use when giving positive feedback. Describe what the team member actually did or said, and Why this statement or action was effective. Feedback for Improvement Feedback for improvement is given about situations which did not go well, or which could have been better. In this case, its important to tell the team member specifically what could have been said or done differently, and why that would have been more effective. 1.2.3. Development Planning: Development Planning is broadly defined as the planning of any organized endeavor that aims at promoting development. It encompasses a wide range of thrusts in economic, social and institutional fields at various societal levels, from the local to the international and usually emphasis the relation between societal spheres and units. It addresses the values, objectives, resources, organizational ability and a range of variables of environment of the development organizational its pursuit. The main concerns of development planning may be expressed by the concept of strategy and derivatives of that concept. The term strategy has wide application and is used with numerous shades of meaning. Assess the value of team performance tools to measure future team performance A team needs to know how its results will help the organization. Individuals on the team need to know what the team requires of them to reach the teams goal. The seven-step processes for measuring team performance are Terminology Seven-Step Process Measurement Points Terminology the terms performance standards, goals, and objectives interchangeably and sees them as descriptions of some future, desirable state that the team is trying to achieve. As depicted below, performance below the standard is considered unacceptable, and performance exceeding the standard is considered exceptional. Seven-Step Process. Review existing organizational measures. Ensure that the measures above and around the team are known and linked to the teams measures. Define whats going to be measured. Selecting the best alternatives and using them to identify the teams key accomplishments provide the basis for all further measurement. Identify individual team member accomplishments that support the team. Identify the results each team member must produce to support the teams results or work processes. Weight the accomplishments. Discuss and agree upon the relative importance of each accomplishment. Develop team and individual performance measures. Identify the measurement (either numeric or descriptive) that will be used to gauge how well the results have been achieved. Develop team and individual performance standards. Define how well the team and individuals have to perform to meet expectations. Decide how to track performance. Identify how the data for each performance standard will be collected and fed back to team members Measurement Points. Elaborating on step two of his seven-step process, Zigong describes four ways to identify what should be measured. These methods can be used singly or in combination: If the team exists to satisfy the requirements of its customers, the measurement point(s) should be the product or service the team provides to the customer. If the team exists to help the organization make an improvement in a specific measurable goal, the measurement points should be determined by asking, What value-added results does the team produce that can help the organization achieve its goal? If the team exists to support the organizations function, the measurement point(s) are determined by identifying the hierarchy of results that the organization must produce and selecting those that link the team to the organizations results. If the team is used to support a work process, the measurement points are found by mapping the process and using the map to identify whats worth measuring. 2.1 Analyse how to determine required performance targets within teams against current performance Performance measurement is primarily managing outcome, and one of its main purposes is to reduce or eliminate overall variation in the work product or process. The goal is to arrive at sound decisions about actions affecting the product or process and its output. Performance measures quantitatively tell us something important about our products, services, and the processes that produce them. They are a tool to help us understand, manage, and improve what our organizations do. Performance measures let us know: how well we are doing â‚ ¬Ã‚  if we are meeting our goals â‚ ¬Ã‚  if our customers are satisfied â‚ ¬Ã‚  if our processes are in statistical control â‚ ¬Ã‚  if and where improvements are necessary. They provide us with the information necessary to make intelligent decisions about what we do. A performance measure is composed of a number and a unit of measure. The number gives us a magnitude (how much) and the unit gives the number a meaning (what). Performance measures are always tied to a goal or an objective (the target). Performance measures can be represented by single dimensional units like hours, meters, nanoseconds, dollars, number of reports, number of errors, number of CPR-certified employees, length of time to design hardware, etc. They can show the variation in a process or deviation from design specifications. Single-dimensional units of measure usually represent very basic and fundamental measures of some process or product. 2.1.1 Know what it looks like It will be impossible to know when youre achieving high performance if you dont know what it looks like. From an organisational perspective, high performance means not only running a financially sound business, adhering to essential policies and ensuring regulatory demands are observed, but also understanding the capability of your workforce to deliver high performance. All too often, concerns about what they might find and the time it may take prompt organisations to adopt the three wise monkeys strategy dont see, dont hear, dont speak with the result that low performance goes unchecked for years until it is too late and competitors have overtaken you. Too often, individual high performance is defined as simply getting the job done in the short term rather than looking to the long term and focusing on behaviors. 2.1.2 Make a commitment Strong and active commitment from leaders and managers, and the pursuit of continuous learning throughout the organisation, are crucial to building a well-defined high-performance culture. Commitment means not leaving it to fate, but truly understanding what high performance looks like, trusting different approaches and working with all stakeholders, including the human resource 2.1.3 Define your starting point Knowing where your organisation currently stands will make it much easier to create a vision for the future and to secure buy-in. One of the most effective strategies is to define explicitly what creates high performance in your organisation. Ensure that these behaviors are distinct, while being comprehensive enough to cover different levels of the organisation. Include areas such as how people collect and make sense of information and how they influence and build confidence in stakeholders. 2.1.4 Put a stake in the ground Once you have agreed what the behavioral high performance indicators look like, it is essential to observe and measure them. The best way to capture current performance is through objective observation, such as work shadowing, behavioural event interviews and subjective feedback via online and facilitated 360-degree analysis. This should clearly distinguish between behavior that: à ¢Ã¢â€š ¬Ã‚ ¢ impedes performance à ¢Ã¢â€š ¬Ã‚ ¢ helps to do the task in hand à ¢Ã¢â€š ¬Ã‚ ¢ makes a sustainable and long-term positive contribution à ¢Ã¢â€š ¬Ã‚ ¢ promotes beneficial and long-term behavioral change in teams and divisions. 2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational goals The definition of the group dynamics is the social process by which people interact face-to-face in small groups. The group controlled through leadership rather than force, ensured discipline through internal pressure, pooled thinking, respected the individual, and allowed all its members to participate in deciding on things that directly affected them in their work. Teamwork is much more important than the sum of the individual part since a nominal engineering team can succeed under a well-managed project. The success of a software project relies very much on a good management and control system which allows the development to satisfy the project objectives Team process skills are- (a) communication, (b) leadership, (c) goal setting, (d) cross training, (e) problem solving/decision making, (f) conflict resolution are the essential elements for successful teamwork. Team members and leaders must play their roles if they are to be high-performing. The roles of a team leader as follows: Coordinate the activities of the team (tracking progress, scheduling work). Motivate the team. Ensure the team communicates effectively. Interface with supervisor; arrange meetings with client when necessary. Set agendas for meetings Help to set the team goals (project goals, task allocations). Help the team move towards these goals. Accomplish tasks given to them. Meet deadlines. Attend team meetings. Contribute to developing a productive atmosphere within the team 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives A mentoring relationship is usually where one wiser and more experienced person assists another person to grow and learn. It is not a new management technique. Since humans have lived in social groups we have learnt our norms, values and behaviours by the example and coaching of others. The business world has adopted the tradition of an older and wiser person fostering the growth and development of the younger generation. This has sometimes resulted in perpetuation of old ways at the expense of diversity and development. However, new adaptations of mentoring allowing individuals to interact as colleagues in a helping relationship, on a more equal basis, can cultivate growth and learning to mutual benefit. Experience, skills and a genuine desire to help are more valuable assets in a mentoring relationship than age or position. Open and assertive communication and the trust of both parties are essential. Both partners in the mentoring relationship benefit. Learning must be a lifelong process and one of the most effective ways to learn is to assist in the development of others. The best teachers learn much from their students, counselors constantly learn from clients and partners in any successful relationship grow and develop along the way. Coaching is suitable for the successful achievement of many different objectives in working life. What is essential is the importance of the objectives for both the person being coached and the organisation. Motivation from the person to be coached is required for the coaching process to be successful, and without organisational objectives coaching will not result in real success at work. The main focus of coaching is on the development of managerial work and leadership competence, and on the coaching of key persons. Persons on different organisational levels have different objectives, but some challenges are shared by all. 2.4 Evaluate a team performance plan to meet organisational objectives Although there is no guaranteed how-to recipe for building team performance, we observed a number of approaches shared by many successful teams. Establish urgency, demanding performance standards, and direction. All team members need to believe the team has urgent and worthwhile purposes, and they want to know what the expectations are. Indeed, the more urgent and meaningful the rationale, the more likely it is that the team will live up to its performance potential, as was the case for a customer-service team that was told that further growth for the entire company would be impossible without major improvements in that area. Teams work best in a compelling context. That is why companies with strong performance ethics usually form teams readily. Select members for skill and skill potential, not personality. No team succeeds without all the skills needed to meet its purpose and performance goals. Yet most teams figure out the skills they will need after they are formed. The wise manager will choose people for their existing skills and their potential to improve existing skills and learn new ones. Pay particular attention to first meetings and actions. Initial impressions always mean a great deal. When potential teams first gather, everyone monitors the signals given by others to confirm, suspend, or dispel assumptions and concerns. They pay particular attention to those in authority: the team leader and any executives who set up, oversee, or otherwise influence the team. And, as always, what such leaders do is more Important than what they say. If a senior executive leaves the team kickoff to take a phone call ten minutes after the Session has begun and he never returns, people get the message. Set some clear rules of behavior. All effective teams develop rules of conduct at the outset to help them achieve their purpose and performance goals. The most critical initial rules pertain to attendance (for example, no interruptions to take phone calls), discussion (no sacred cows), confidentiality (the only things to leave this room are what we agree on), analytic approach (facts are friendly), end-product orientation (everyone gets assignments and does them), constructive confrontation (no finger pointing), and, often the most important, contributions (everyone does real work). Set and seize upon a few immediate performance oriented tasks and goals. Most effective teams trace their advancement to key performance-oriented events. Such events can be set in motion by immediately establishing a few challenging goals that can be reached early on. There is no such thing as a real team without performance results, so the sooner such results occur, the sooner the team congeals. Challenge the group regularly with fresh facts and information. New information causes a team to redefine and enrich its understanding of the performance challenge, thereby helping the team shape a common purpose, set clearer goals, and improve its common approach. A plant quality improvement team knew the cost of poor quality was high, but it wasnt until they researched the different types of defects and put a price tag on each one that they knew where to go next. Conversely, teams err when they assume that all the information needed exists in the collective experience and knowledge of their members. Spend lots of time together. Common sense tells us that team members must spend a lot of time together, scheduled and unscheduled, especially in the beginning. Indeed, creative insights as well as personal bonding require impromptu and casual interactions just as much as analyzing spreadsheets and interviewing customers. Busy executives and managers too often intentionally minimize the time they spend together. The successful teams weve observed all gave themselves the time to learn to be a team. This time need not always be spent together physically; electronic, fax, and phone time can also count as time spent together. Exploit the power of positive feedback, recognition, and reward. Positive reinforcement works as well in a team context as elsewhere. Citing outgo!d stars helps shape new behaviors critical to team performance. If people in the group, for example, are alert to a shy persons initial efforts to speak up and contribute, they can give the honest positive reinforcement that encourages continued contributions. There are many ways to recognize and reward team performance beyond direct compensation, from having a senior executive speak directly to the team about the urgency of its mission to using awards to recognize contributions. Ultimately, however, the satisfaction shared by a team in its own performance becomes the most cherished reward. Initial performance plan Understanding and subsequently discussing a teams performance is central to managing team performance. To work effectively, teams must regularly and objectively review their teamwork. In addition to concentrating on their short-term outputs, team members must examine work processes to ensure that the team is working creatively, that the team is effectively promoting itself to others, and so on. Too often in managing team performance the team review focuses on subjective individual evaluation, as opposed to an objective team assessment. Performance improvement plan A Team Performance Plan is a detailed plan used to: Identify the desired performance levels of the team Identify how these performance levels will be achieved Provide guidance and direction to the team Measure progress towards the desired performance levels Although there are no strict rules as to the format of a Team Performance Plan they normally contain the following information: Specific goals for team development Performance measures Actions required to achieve goals An indication of how long goals will take to achieve The Team Performance Plan should align with the organisations overall objectives. This can be achieved by: 1. Aligning the Team Performance Plan with the Team Purpose 2. Aligning the Team Purpose with the organisations objectives Team Performance Plans might include the following types of goals: Key Performance Indicators (KPIs) Goals to improve team competency Team building goals Collate the information regarding poor performance Performance = Ability x Motivation Where: Ability is the persons aptitude, as well as the training and resources supplied by the organization Motivation is the product of desire and commitment Someone with 100% motivation and 75% ability can often achieve above-average performance. But a worker with only 25% ability wont be able to achieve the type of performance you expect, regardless of his or her level of motivation. Incorrect diagnoses can lead to lots of problems later on. If you believe an employee is not making enough of an effort, youll likely put increased pressure on him or her to perform. But if the real issue is ability, then increased pressure may only make the problem worse. Low ability may be associated with the following: Over-difficult tasks. Low individual aptitude, skill, and knowledge. Evidence of strong effort, despite poor performance. Lack of improvement over time. People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position thats too demanding for them. Or maybe they no longer have the support that previously helped them to perform well. Meet with the relevant team member(s) and discuss the issues Creating a Performance Improvement Plan So how do you do this in practice? This is where you need to develop a Performance Improvement Plan. Armed with the strategies weve looked at, you first need to evaluate the performance issue that youre facing: Have you discussed with the person what he or she feels the problem is? Have you evaluated your organizations motivation system? Are you doing everything you can to recognize and reward peoples contributions? Are you rewarding the things that you actually want done? Do you have regular goal setting and development meetings with members of your team? Do you help your people keep their skills current? From there, its important that you and the employee discuss and agree upon a plan for improving performance. Write down what youve agreed, along with dates by which goals should be achieved. Then monitor progress with the team member, and use the techniques weve discussed above for increasing motivation and dealing with ability-related issues. Recognize that the actions needed to close ability gaps need high motivation on the employees part to be successful. The two causes of poor performance lack of ability and low motivation are inextricably intertwined, and goal setting, feedback, and a supportive work environment are necessary conditions for improving both. Develop a Performance Improvement Plan Successfully managing team performance starts by identifying where the team is performing well and where it needs further development. The Team Performance Profile Questionnaire and associated analysis gives team members an objective assessment of how the team is doing. It provides opportunities to compare the various viewpoints of team members and outsiders and relate them to the team vision and purpose. The common language ensures that everyone is focusing on the critical team performance factors and the measured gaps can then be translated into action plans for improved performance. It is the diagnosis of the problems that is essential. Once we know what is wrong, it is usually easy to fix it! Tuckman (1965) presented the four stages of teamwork which are now widely used by work teams throughout the world to assess their progress. The model describes the stages as follows: Tuckmans Stages of Teamwork Model Once teams are formed, they go through an unpleasant storming stage before ground rules and norms are established. Eventually the performing stage is reached. In the 1980s it was acceptable to take maybe six months or so to reach the performing stage. However, in the 90s, such is the speed of change and the intensity of competition that some teams have to get to good performance levels in six weeks or even six days! Follow up Ensure that you monitor, follow up and evaluate the performance improvement as set out in the plan. A Performance Improvement Plan should clearly convey: The area of performance that requires improvement or development The action(s) to be taken Any parties required to assist in the achievement of the set actions The timeframe for achieving each action 3.1 Assess the process for monitoring team performance and initiate changes where necessary Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are thre

Miss Fozzard in Alan Bennetts Talking Heads Essay -- Papers

Miss Fozzard in Alan Bennett's Talking Heads The video, â€Å"Talking Heads Two† was made in 1998. It is a collection of six dramatic monologues by various different actors, each one telling their own story. Bennett wrote a series of monologues in 1988 for BBC 2 at a time when they were having financial difficulties. Monologues were chosen as they only required a few actors and cameramen. They were successful and Bennett decided to write a second series of monologues, the one which I am going to study is called â€Å"Miss Fozzard finds her feet† and I will be discussing how Alan Bennett creates her character and how her story is told. The monologues were written for, and shown on television. The use of the â€Å"talking head† as a dramatic device is effective as the audience sees the expression on the actors face and then feels the emotion the actor is portraying in their role. The effect of using the monologue form is effective as there is only one character so the audience can connect and understand the character better. In the collection of monologues there are no special effects used i.e. flashbacks, distractions also helps the audience understand the character. The audience also has to use their imagination as other characters are only spoken about and not seen so the audience has to imagine what they look like. Also, as the monologues are only set in one scene, for example Miss Fozzard’s lounge, the different locations described by the characters also have to be imagined. The purpose of the monologue is to entertain, however there is a limit to which effects the producers can afford to use however, many wouldn’t be used in a monol... ... tone of voices of the unseen characters used by Patricia Routledge (the actress) creates a successful character. I think her characters exterior seems boring to someone who takes a first glance, but as you get to know her throughout the monologue her character evolves into someone interesting and funny. If I was a member of the audience I think I would find Miss Fozzard inoffensive and quite eccentric. However, I think these qualities in a person are often amusing, as we frequently find in the monologue, and her prejudice views may be at times questionable, but are mostly harmless and funny. The audience would feel that this is only due to Miss Fozzard’s old fashioned manner and this is what she has been brought up to think. Overall, her character is excellently created and brought to life and I enjoyed the monologue.

Baroque Assignment

The period of art known as Baroque began in the late 16th century. The period introduced art that was complex, rich, and extravagant. This was a time when optimism was the law of the land and a more confident and self-assured attitude made itself known. This is reflected in most of the artwork in this period.Paintings in the Baroque period were more complex than sculpture, and it showed in almost every painting. (Gardner, 397, 402) The painting, â€Å"The Geographer† by Jan Vermeer, is an example of Baroque art in the 17th century.Encompassing the theme of cartography, the sea chart, globe, and the like, (Harden) the painting shows a man, interrupted from his work, looked out the window. It is interesting to note that the man in the painting might be Anthony van Leeuwenhoek. It has been said that the man in this painting fits the mold of an intelligent man, knowledgeable from literature and observation. (Gowing) This would certainly fit van Leeuwenhoek. In regards the the rest of the painting, there is an abundance of objects on the left, leading the viewer's eye to that area.It seems that the few objects on the right of the painting are unimportant. This painting embodies the four main characteristics of Baroque paintings: the use of diagonals, suspense, tenebrism, and snapshot quality. Diagonals play a major role in â€Å"The Geographer†. In fact, almost every line is at an angle to imply perspective. This gives the painting depth. Everything is on a diagonal, to the point where it almost looks as if the picture is slanted to one side.Other details to note are the compass in his hand moving at the same angle as his arm, creating movement in the direction of his other hand, creating a circle. Most of the movement of the piece leans to the left. Even the shadows seem to be at a diagonal. It seems as if the man in the painting is looking out the window at something. It looks as if he is disturbed, or shocked, with what he sees. Perhaps he was inter rupted from his work to witness something awful. This is the most exciting moment. The viewer can imagine what he is looking at, none of the possibilities pleasant.This is how the painting is suspenseful. One can only imagine what happened before, or what will happen after, this picture was painted, but one can be sure that this moment is the beginning of something exciting. Tenebrism is defined as a style of painting that uses violent contrasts of light and dark. In â€Å"The Geographer†, this is apparent. The strongest light source in the picture is on the left, adding even more emphasis to this side of the painting. The man's face is lit quite well, the viewer must be able to see his face for the viewer to understand his anguish.What he is working on is also well-lit. The wall, where nothing seems to be happening, also where there are no diagonals, is cast in shadow, making this wall unimportant. There seems to be stark lines of shadow, and then of light. (Harden) This con trast adds to the painting's shocked and disturbed feel. Looking at the painting reminds the viewer of looking at a photograph. The colors are rich, the strokes barely noticeable. However, more importantly, the painting resembles a photograph because of the emotion that is caught by the artist.It seems as though the artist painted this at top speed, just to catch the shocked look on the subject's face. Of course, it is impossible to paint that fast, and this is why it resembles a photograph. The characteristics of Baroque art in the 17th century show themselves in â€Å"The Geographer†. In an age of complexity, Vermeer took a subject and animated him with the use of shadow and light. The subject was captured in a state of shock, which leaves the viewer curious as to what he was looking at. Also, one cannot help but to notice the quality of the painting.In an age when optimism was the rule, this painting lends itself to a darker corner of the world, and Vermeer makes it work b eautifully. ? Gardner, Helen. Art Through the Ages. Chicago: Harcourt, Brace & World, Inc. 1959. ? Gowing, Lawrence. â€Å"Vermeer†. Essential Vermeer. 1950. 2001. 28 Jan 2009. http://www. essentialvermeer. com/cat_about/geographer. html ? Harden, Mark. â€Å"Jan Vermeer: The Geographer†. WebMuseum, Paris. 14 Oct 2002. 29 Jan 2009. http://www. ibiblio. org/wm/paint/auth/vermeer/geographer. html

Accountant Necessities

Running Head: Accountants Accountants Stacy Frank CGD 218 Mike Miers September 24, 2012 Accountants In my opinion Accountants are inspiring for people. They help can help you with financing and anything else such as tax etc. Accountants make sure that they give you the help you need before they let you get out of their eyesight. I myself also wanted to work at a bank. I always had plans on going to college and get my degree to become the Accountant I wanted to become. There are many different people in life who do things that can benefit others by helping them in so many ways.Your enjoyment is your fun and pride. Everyone have their own way of doing what is right and there are so who don’t care what they do. You have to strive for the best in order to be the best and you have to do perfect in whatever you do. Accountants do a great job when it comes to financing, tax reparations, records, and investors. They are on point when it comes to their work. They have a lot of paperwor k to do but as long as you do what is asked of you to do then you are going to get your job done.It is amazing when you can find a bank that will allow you to get loans for important things that you need to get for yourself and help you out with things such as your utility bills and other things that need to be gotten. Everyone needs a little help in life. There are times when people struggle and they wonder how they are going to make it. There is something in me that make me feel so sorry for people like that. My thing about that is I try to help them in every which way. I plan to become an accountant in the future. There are many aspects of being an accountant.Accountants become the measurement, disclosure, and also the provision when benefiting with business. I will be able to precede financial information, investors, and tax authorities in life. You have to give life your all even though there are things that may follow. Accountants have to be very skilled workers for the job. Y ou have to know what you are doing and you have to have experience. No matter what you do you have to have the ability Accountants to show what you can do on that job. Accountancies are people who are in charge of a lot of things in life.Your dreams are all that matter and you have to do your best to reach them. Sometimes people love to see others down, but you don’t get nowhere being that way. Accountants are required to follow a set of rules and regulations at the workplace. Those rules and regulations are Generally Accepted Accounting Principles. A company is allowed analyze financial performance of the business. There are many words that follow accountancy and they are listed as a combination of skills and pride. A business should be recognized as a symbol for help and need.Accountancies have good salaries each year. Salary| $32,259 – $60,787| | | Bonus| $0. 00 – $5,088| Â   | | Profit Sharing| $485. 53 – $5,891| | | Total PayXTotal Pay combines base annual salary or hourly wage, bonuses, profit sharing, tips, commissions, overtime pay and other forms of cash earnings, as applicable for this job. It does not include equity (stock) compensation, cash value of retirement benefits, or the value of other non-cash benefits (e. g. healthcare). | $30,070 – $61,937| | | This is good for the market and the people who have job as an accountant.You have to be able to benefit yourself in so many ways and you have to do what is best for you in the future. You have to strive for the best in order to be the best and you have to do perfect in whatever you do. Accountants There are a lot of things and pictures that support accountancies. This is known as visual communication and the purpose is to get a message sent out to the audience showing their work and skills. REFERENCE Accountants Ryan, W. (2012). Visual literacy: learning to see. Bridgepoint Education.

The Experts Scientific Definition of Dinosaurs

The Experts' Scientific Definition of Dinosaurs One of the problems with explaining the scientific definition of the word dinosaur is that biologists and paleontologists tend to use much drier, more precise language than your average dinosaur enthusiast on the street (or in an elementary school). So while most people intuitively describe dinosaurs as big, scaly, dangerous lizards that went extinct millions of years ago, experts take a much narrower view. In evolutionary terms, dinosaurs were the land-dwelling descendants of the archosaurs, egg-laying reptiles that survived the Permian-Triassic extinction event 250 million years ago. Technically, dinosaurs can be distinguished from the other animals descended from archosaurs (pterosaurs and crocodiles) by a handful of anatomical quirks. Chief among these is posture: Dinosaurs had either an upright, bipedal gait (like that of modern birds), or if they were quadrupeds, they had a stiff, straight-legged style of walking on all fours  (unlike modern lizards, turtles, and crocodiles, whose limbs splay beneath them when they walk). Beyond that, the anatomical features that distinguish dinosaurs from other vertebrate animals become rather arcane; try on  an elongate deltopectoral crest on the humerus for size (i.e., a spot where muscles connect into the upper arm bone). In 2011, Sterling Nesbitt of the American Museum of Natural History attempted to tie together all of the subtle anatomical quirks that make dinosaurs dinosaurs. Among these are a radius (lower arm bone) at least 80% smaller than the humerus (upper arm bone); an asymmetrical fourth trochanter on the femur (leg bone); and a large, concave surface separating the proximal articular surfaces of the ischium, aka the pelvis. With terms like these, you can see why the big, scary, and extinct is more appealing to the general public. The First True Dinosaurs Nowhere was the line dividing dinosaurs and non-dinosaurs more tenuous than during the middle to late Triassic period, when various populations of archosaurs had just started to branch off into dinosaurs, pterosaurs, and crocodiles. Imagine an ecosystem filled with slender, two-legged dinosaurs, equally slender, two-legged crocodiles (yes, the first ancestral crocs were bipedal, and often vegetarian), and plain-vanilla archosaurs that looked for all the world like their more-evolved cousins. For this reason, even paleontologists have a hard time definitively classifying Triassic reptiles like Marasuchus and Procompsognathus; at this fine level of evolutionary detail, its virtually impossible to pick out the first true dinosaur (though a good case can be made for the South American Eoraptor). Saurischian and Ornithischian Dinosaurs For the sake of convenience, the dinosaur family is divided into two main groups. To vastly simplify the story, starting about 230 million years ago a subgroup of archosaurs split off into two types of dinosaurs, distinguished by the structure of their hip bones. Saurischian (lizard-hipped) dinosaurs went on to include predators like Tyrannosaurus rex and huge sauropods like Apatosaurus, while ornithischian (bird-hipped) dinosaurs consisted of a diverse assortment of other plant-eaters,  including  hadrosaurs, ornithopods, and stegosaurs. (Confusingly, we now know that birds descended from lizard-hipped, rather than bird-hipped, dinosaurs.) Learn more about  how dinosaurs are classified. You may have noticed that the definition of dinosaurs provided at the start of  this article  refers only to land-dwelling reptiles, which technically excludes marine reptiles like Kronosaurus and flying reptiles like Pterodactylus from the dinosaur umbrella (the first is  technically  a pliosaur, the second a pterosaur). Also occasionally mistaken for true dinosaurs are the large therapsids and pelycosaurs of the Permian period, such as Dimetrodon and Moschops. While some of these ancient reptiles would have given  your average Deinonychus a run for its money, rest assured they werent allowed to wear dinosaur name tags during the school dances of the Jurassic period.