Friday, January 31, 2020

Parenting Coursework Example | Topics and Well Written Essays - 1750 words

Parenting - Coursework Example In my local park, I did made observations of how different parents interacted with their children. Some did this really well, while others did this poorly. There were two major incidences of parent-child interactions, which struck me the most. One was a case of good parent-child interaction, and the other was one of a poor parent-child interaction. In the first instance in my local park, there was a mother and his son. This was a boy, who was close to seven years of age, while his mother seemed to be in her early thirties. These two were relaxing, lying down, after having had some fun in the park. At some point, the young boy saw another family eating ice cream, so he asked his mother to buy ice cream for the two of them too. The mother ignored, but the boy persisted to ask her. This angered his mother, and she started yelling at the young boy. â€Å"You want ice cream, you are already fat, and ugly like your daddy. You want to get fatter and uglier? Do not be a loser, like your dad dy. And please, leave your mommy alone, she needs some peace.† The boy covered his face immediately, and started crying, calling her mother. This gave me the impression that the mother was interacting inappropriately with her son. Yelling at the young boy, calling him fat and ugly, and comparing the young boy to his father, was so wrong for a mother to do to her young son. In the second scenario, I observed a father and his daughter, having some good father-daughter time. The daughter was about five years of age, beautiful and playful. The father appeared to be in his late twenties. These two were playing around, laughing, and generally having fun. Suddenly, the young girl saw an airplane up in the sky. She stopped running and told her dad how much she loved planes, and that she wanted to fly one in future. The father smiled at her broadly, and told her that she was as smart as him and her mother, and that he will support her fully, to ensure she achieves her dream of being a pilot. â€Å"You are a smart girl, and nothing can stop you from achieving your dreams in life,† the father told his daughter. The little girl was impressed, and hugged her father, thanking him, and telling him how he is the best father in the world. This was a beautiful thing to me, and I thought that this was a perfect father-daughter interaction. When I become a parent, I will interact with my child on different levels and in various situations. The people, who will observe me interacting with my child, will judge me differently. I am thinking of a scenario where I am at the mall with my child, doing some shopping. Maybe I have bought my baby some candy, but she insists on having more. I refuse to grant her wish by not buying her more candy. When she starts crying in the mall, I calm her down, and explain to her why too much candy is not healthy for her. I give her the health risks of too much candy and other sweet snacks, and junk food in general. She then cools down, and we get out of the mall, without her having the number of candies she wanted. In this case, people who would have observed us would have different views and judgment of how I treated my daughter. Some would think that as a parent, I did the right thing by denying my daughter more candy, because of its health risks. To them, this means I want the best for my daughter, and that I care much about her health, and well-being. On the other hand, some would consider me a mean parent. To them, a parent should not make

Thursday, January 23, 2020

Genghis Khan :: essays research papers

From the high, windswept Gobi came one of history's most famous warriors. He was a Mongolian nomad known as Genghis Khan. With his fierce, hard-riding nomad horde, he conquered a huge empire that stretched through Asia from the Yellow Sea to the Black Sea. Genghis Khan was born on the Gobi, in a yurt, or felt tent, on a bank of the Onon River in northern Mongolia. His father, Yesukai, was the chief of several desert tribes and had just slain a foe named Temujin. In triumph Yesukai named his newborn son Temujin. Yesukai died when Temujin was about 13 years old. The boy succeeded him, but the fierce, restless nomads would not obey so young a chieftain. The chief of another tribe proclaimed himself leader of the Mongols and captured Temujin. Guards forced Temujin into a kang, a wooden yoke that shackled his shoulders and wrists. In the dark he slowly twisted himself to reach above a guard and smashed the kang down on his head. Then Temujin ra Temujin's bold courage and resourcefulness began to win followers. When he reached manhood, he conquered the Tatars and added them to his tribes. In 1203 he defeated the Keraits. Seizing their cities of mud and stone, he made Karakorum his capital. In 1206 a council of his tribes named him Genghis Khan. It means "greatest of rulers, emperor of all men." Genghis Khan then put all his Mongolian realm under Yassa, a body of laws he assembled from various tribal codes. These laws demanded obedience to Genghis Khan, unity of the tribes, and pitiless punishment of wrongdoers. Through Yassa, Genghis Khan achieved the discipline that welded his wild tribesmen into merciless, successful armies. On his march of conquest Genghis Khan overran North China from 1208 to 1215.

Wednesday, January 15, 2020

Company Analysis Johnson And Johnson Essay

Internationalization Overview It was the joint efforts of three brothers, Robert Wood Johnson, Edward Wood Johnson and Edward Mead Johnson that lead to the inception of Johnson & Johnson in 1886 at New Brunswick, New Jersey. Even today the company strongly follows the Credo, which was formulated by its founder Robert Wood Johnson as philosophy that guides their business. It is a multinational firm established in 60 countries with over 275 companies over the world and is mainly diversified in three different fields namely Consumer Healthcare, Medical Devices & Diagnostics and Pharmaceuticals. Johnson & Johnson has an asset of $131.19 billion. (jnj.com) With all the companies that it owns, it comprises as the largest and the most diverse medical devices and Diagnostics Company, the sixth largest consumer health company, sixth largest pharmaceuticals company, and the sixth largest biologics company. The company has been driven by innovation from their inception. One of their first products was a first aid kit for treating small injuries, which could be used by anyone. The use of child care products was introduced by them in 1894, which is highly successful till date. It was in the year 1924 that Johnson & Johnson started their internationalization, expanding their operations to the United Kingdom. This was extremely successful expansion and it added a great boost to the company’s growth. This carved a path for further expansion internationally into British colonies like South Africa in 1930 and Australia in 1931 and neighbouring country of Mexico in 1930.With the Robert Wood Johnson II taking the leadership of the company he changed the company’s Global strategy and made the company as a decentralized family of companies. Their operations were further expanded into Argentina and Brazil in 1937 flowed by the formation of Ortho Research Laboratories Inc. and Ethicon Inc. in New Jersey. In 1957 they established their operations in India, the first expansion into Asia. In the 1959 there were many acquisitions by the company, McNeil Laboratories in Fort Washington, United States, Cilag AG in Switzerland followed by acquisition of Janssen Pharmaceutica in 1961, it was considered one of the most innovative firm then. (jnj.com) In the late 70’s and 80’s Johnson & Johnson enters into new health care markets such as diabetes management, vision care and mechanical closure of wounds. This created the possibilities for more expansion, and they entered into China and Egypt. The late 90’s was followed by a series of acquisitions; some of them were Centocor, Cordis Corporation, Kodak’s Clinical Diagnostics and Neutrogena Corporation. The expansion into Eastern European market and Russia was a major move. In 2002 they acquired Tibotec-Virco, a firm which helps patients with non curable diseases such as Tuberculosis and AIDS. A major acquisition was Pfizer Consumer Healthcare in 2006. The main goal for them was to follow their Credo, which has been immensely successful. The internationalization strategy was to adapt to changing global markets and basically decentralize their operations. This was what mate them Strengthen their Global Presence. Most of their international expansion was through large acquisitions of established firms. Their steady growth shows how they have captured markets all over the world. They use mainly use adaptation strategy, hence they are focused on the particular target market and have different methods of operations in  different markets. Network Analysis With over 275 companies under one roof Johnson & Johnson group of companies is one of the largest in the world. The Data sets provided gives us a clear idea of how the network is connected from the parent to its subsidiaries. The main objective is to identify how the main subsidiaries are connected to the parent. (Fig. 1) Subsidiaries The above figure depicts the layout of how the main subsidiaries of Johnson & Johnson are connected. Generally nodes with higher centrality measures cannot be considered as main subsidiary, hence a series of analysis is done on the identified subsidiaries using network analysis techniques. The main subsidiaries of Johnson & Johnson are different in each scope of their diversified areas. The Consumer Health Segment is under Johnson & Johnson brand name and they are established in more than 60 countries and are having individual ties with each country and they have their own presence by themselves without any strategic tie ups. However, the administration and finance department seem to have many ties with subgroups within the organization as well as external sources. The Pharmaceutical segment is also one of the largest networks, with Janssen Pharmaceutica which is their main subsidiary. As a main subsidiary, they operate with a number of companies under this banner. Cilag which is also a big company is under the Janssen Pharmaceuticals. Crucell which is a firm developing vaccine is also under the Janssen group. Galapagos which is a joint venture between Crucell and Tibotec deals with the research and development in pharmaceutical industry and is a major contributor to the innovations achieved by Janssen Pharmaceutical. The Medical Devices & Diagnostics segment is the largest and the most diverse  segment in the world. Johnson & Johnson have one of the biggest companies in terms or Research and development under this segment. Some of their subsidiaries are Animas Corporation, Cordis Corporation, Depuy Synthes companies of Johnson & Johnson, Ethicon, Ethicon Endo Surgery, Janssen Diagnostics, Johnson & Johnson Vision Care, mentor and Ortho-Clinical Diagnostics. Most of these are directly connected to the parent firm, but they also seem to have feeble ties within themselves. The comparison of different centrality measures such as Degree, Betweenness, Eigenvector, Closeness and other analysis such as Density, K-cores, Structural Holes, and subgroup division Algorithms like Girvan-Newman, Fractions will help us identify how the parent subsidiary network is formed. Density The complete network Density or the Average Matrix Value is 0.003 for the given data set. The Standard Deviation of the Density is 0.058 and the average weighted degree is 1.278 Centrality Measures Degree (Fig. 2) Degree Centrality The above figure shows the degree of each node with respect to its size, the highest degree is Johnson & Johnson with 119 ties, followed by Indaver with 30 ties Indaver BV with 18ties, Cilag Holdings AG with 17 ties, Johnson & Johnson management limited with 16 ties, Johnson & Johnson International Finance with 15, Synthes Holdings AG with 14 and Crucell N.V. with 12. Indaver has higher degrees than the subsidiary of Johnson & Johnson, though it is not its subsidiary. Janssen pharmaceutical is one of the share holder with Indaver, which provides them with waste management solutions, they have helped them to cut CO2 emission by 270 tonnes annually (Indaver Sustainability Report, 2013).The main subsidiaries of Johnson & Johnson have  also higher degree centrality. The labelled nodes were identified to have the higher degree. Eigen vector (Fig 3) Eigenvector Centrality Eigen vector centrality is measured with respect to the connectivity of nodes with higher degrees. This is effective in helping to identify firms with more social importance or higher level firms such as management and operations level. The key observations from this centrality are that all the nodes they represent the Main subsidiaries of Johnson & Johnson, have higher eigenvector values, as they had connectivity to nodes with higher degrees, Cilag, Depuy Synthes, Crucell, Janssen Pahrmaceutica, Ethicon, Apsis, all of them have higher eigenvectors as they are the main subsidiaries and are connected with nodes with higher degree. Betweenness (Fig 4) Betweeness Betweeneess represents the nodes that are involved in linking major nodes to lesser connected nodes, thereby making a strong coordination within a network. This identifies the nodes of the network that are bridges between the stronger and the weaker connected nodes. The analysis from fig 4. implies that companies such as Adimmune Corporation, Taiwan Biotech, Indaver, Galapagos , Janssen Pahrmaceutica, Crucell , have very high betweenness and are majorly involved in coordination of work between firms. Closeness (Fig 5) Closeness The closeness determines how close the next node is to the main node, hence  the nodes at the periphery of the network are more closer to the next node inside the network. The nodes with lesser closeness are more harder to be reached for any communication. Fig. 5 shows the different closeness of each node. Nodes of higher degree were not really close to each subset of nodes. Nodes with higher betweenness had proportional farness, which mean they had very low closeness. The lower closeness nodes were mostly the major subsidiaries of Johnson & Johnson. Network Cohesiveness K- Core Analysis The K-core analysis identifies nodes of a network that are more connected to other nodes in other parts of the network. The analysis provided us with three k values 1, 2 and 3. This is helpful to identify the core network which is more important than the other nodes. (Fig 6) K-Core Analysis In the above figure the nodes in re have a k value of 1. These nodes are mainly in the periphery of the network and are lesser connected to the main network, the sub nodes connected to them have degree 1. (Fig 7) K-Core Analysis with k value 2 These nodes in fig. 2 have a k value of 2, these are mainly the nodes which bridge the main core to the other network. The labelled nodes are the subsidiary of Johnson & Johnson which are in the sub-core. (Fig 8) K-Core Analysis with k value 3 The above figure show the core network of the organization, these nodes are more connected the main node that the others with their connected nodes having higher degrees than others. Hence the labelled nodes are the major  nodes that are involved in the functioning of the organization. The observations of the k-core analysis are that the subsidiary such as Cilag, Ethicon, OMJ pharmaceuticals, Depuy, forms the major core of the organization. The main core also consists of investor management firm, which helps the organisation fund innovations that are much needed for the growth of the company. Turnbull Investment Company plays an important role in handling investments of Johnson & Johnson. Sub Group Analysis Girvan-Newman Algorithm This algorithm helps in sorting out different community of structures within a network that forms a cohesive sub group. The main objective is to identify different subgroups in a large network by removing important nodes and leaving only the sub group intact. Fig. 9 clearly shows the division of subgroups that having different colour. Indaver , Adimmune Corporation, Prime Oil Service Corporation, Taiwan Biotech Co. Ltd., these are external companies that have ties ups or technology sharing with Johnson & Johnson. Other Subgroups that are divided are subsidiaries of Johnson & Johnson, some of them are Janssen Pharmaceutica, Synthes Inc., Crucell N.V., Johnson & Johnson Holding Gmbh, Johnson & Johnson Financial Services Company, Johnson And Johnson Management Limited. These firms form the major subgroup in the network. (Fig 9) Girvan Newman Algorithm Factions The Factions sub grouping is another method to find the subgroups within a network. Here again we are able to input the number of groups to be divided.  An estimate of 38 clusters could give an idea of how many major subgroups that existed in the network. Fig 10 shows the outcome of the factions sub grouping. (Fig 10) Factions From the analysis and the network datasets, the parent Network is Identifies as Johnson & Johnson, and some of the major subsidiaries are Janssen Pharmaceutica, Cilag, Depuy Synthes, Animas Corporation, Apsis, Mcneil Products, Crucell, Ethicon, Ethicon Endo surgery, Cordis Corporation, Mentor. Implications of the network structure on the innovation activity Johnson & Johnson has been a firm driven by innovation since its inception. As the outcomes of innovation influences the lives of many people Johnson & Johnson has managed to reach its products 175 countries. From the network structure it is evident that subsidiary firms are maintained with independent operations and the operations of the firms is decentralized. Pharmaceutical companies owned by them are independent by themselves for any innovations involved. They don’t seem to have influence on the other subsidiary firms. Firms such as Apsis, Ethicon, Ethicon Endo, Depuy, Synthes, have innovation activity of their own and are developing their own products, and do not reply upon other firms which are owned by Johnson & Johnson. These firms that deal with Medical Devices and Diagnostics are specific upon their product line and are bound to deliver their targets. Almost all the firms in this segment have Research and Development facilities of their own and do not rely on other investments from external sources. Many joint ventures within its network of subsidiaries have been beneficial for Johnson & Johnson, like Depuy Synthes, the collaboration between them has given birth to subsidiaries like Depuy Spine, Depuy Mitek, Depuy Orthopaedics, and Depuy Products. This shows the strength of Johnson & Johnson as the largest and the most diverse organization in the world. The Pharmaceutical segment which is under Janssen Pharmaceutica, has some firms like, Crucell, Cilga, and McNeill. These companies carry out innovations on their own as well. But they tend to have a collaborated structure within them and they are bound to share technologies with external firms outside their network, In order to share risks and benefits. Crucell have a technology sharing strategy with Adimmune Corporation. Whereas Janssen Pharmecutica are dependent on Indaver for waste management solutions. There are many benefits of collaborations and technology sharing. Johnson & Johnson is a firm with high collaborations within their firms, different companies within their firms have self sustainable resources to develop alliances with other firms, this allows them to grow to a higher potential than the parental firm. This has been the major reason for the vast expansion of Johnson & Johnson into many markets. Scope for further improvement in Innovation As there is no end for innovation the firms has been actively involved in various innovation programs that currently changing the trends in the world. One of the simplest innovations that changed the world was the Band-Aid. It just changed the way people have been treating wounds. The list of innovated products by Johnson & Johnson is vast. They are a firm which are totally depended upon innovation. Technology sharing within the companies within the firm must be initiated within all firms to enhance the ties within partnering firms. As on date they are the Sixth largest Consumer healthcare company, Their Target must be to become the number one company in the world. Only inventing more products will help them reach their target. Setting up more Research and Development programmes in underdeveloped countries will help in opening up new ventures for the firm, as well as then targeted area. Then development of vaccines for new virus that have been identified can be implemented. Viruses such as HIV, Ebola, Swine Flu, and Bird Flu are on the  rise, Johnson & Johnson must capitalize these opportunities and innovate new vaccines for cure. Hence the pharmaceutical companies must take combined efforts to make the firm strengthen its capacity. Diabetes is believed to be increasing in the younger population, hence controlling drugs and prevention methods or early diagnostics can be innovated. Setting up Innovation center in local market will help in bringing up more innovations into the firm, as only local people will understand the need of the local market. This could help them to leapfrog their position as to become the number one Consumer Healthcare Company. References Books: Borgatti, S., Everett, M. and Johnson, J. (2013). Analyzing social networks. Los Angeles [i.e. Thousand Oaks, Calif.]: SAGE Publications. Websites: Adimmune.com.tw, (2015). [online] Available at: http://www.adimmune.com.tw/eng/goods.php?catId=5 [Accessed 5 Mar. 2015]. antwerpes + partner, w. (2015). Fields of Activity – Cilag AG. [online] Cilag.ch. Available at: http://www.cilag.ch/en/about-us/fields-of-activity/ [Accessed 5 Mar. 2015]. antwerpes + partner, w. (2015). History – Cilag AG. [online] Cilag.ch. Available at: http://www.cilag.ch/en/about-us/history/ [Accessed 5 Mar. 2015]. antwerpes + partner, w. (2015). Portrait – Cilag AG. [online] Cilag.ch. Available at: http://www.cilag.ch/en/about-us/portrait/ [Accessed 5 Mar. 2015]. Cordis.com, (2015). Global Home | Cordis | cordis. [online] Available at: http://www.cordis.com/ [Accessed 5 Mar. 2015]. Credo. (2015). [online] Available at: http://www.jnj.com/sites/default/files/pdf/jnj_ourcredo_english_us_8.5x11_cmyk.pdf [Accessed 5 Mar. 2015]. Crucell.com, (2015). Crucell’s history. [online] Available at: http://crucell.com/history [Accessed 5 Mar. 20 15].

Tuesday, January 7, 2020

Homeschooling Vs Public Schools Are Two Forms Of Education...

Homeschooling and public schools are two forms of education in America. Both types of education have their similarities as well as their differences. Statistics show that â€Å"about 3 percent of the school-age population was homeschooled in the 2011–12 school year† (http://nces.ed.gov/FastFacts/display.asp?id=91). Statistics also show that, â€Å"In fall 2015, about 50.1 million students will attend public elementary and secondary schools. Of these, 35.2 million will be in prekindergarten through grade 8 and 14.9 million will be in grades 9 through 12† (http://nces.ed.gov/fastfacts/display.asp?id=372). Homeschooling and public schools are the same in a few ways, including the same courses are being taught and they are a form of education. They are different in schedules, extracurricular activities, and differ in number of staff. From the results of statistics, it is clear that both forms of education are actively in use. Whether more children attend public scho ol, or are homeschooled, there are a few similarities and differences between them. Homeschooling and public schools have a small amount of similarities. Both forms of schooling share the same courses as well as being educated. Homeschoolers and students who attend public schools have to learn the same subjects. Whether you are in public school or homeschooled, you will have to complete â€Å"four English’s, three Mathematic classes, three sciences, three social studies, two arts or humanities, and one physical education classes toShow MoreRelatedHome School Vs. Public School1125 Words   |  5 PagesProfessor Dolnick English 102 20 July 2015 Home School vs. Public School School traditions in the United States are changing rapidly and nowadays many parents consider home education to be a more suitable option for their children. Though homeschooling was not popular in previous decades, it is now winning supporters back. 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