Research suggests that those organisations downsizing can reduce the Essay

Research suggests that those organisations downsizing can reduce the likelihood of psychological contract violation by ensuring - Essay Example Cooper, Pandey and Campbell, (2012) asserts that today downsizing of employees is perceived to be part of most companies working life. This is as a result of cost cutting and the need to become accustomed to the current changing demands in the market. Most organizations have continually faced steep fall in their revenues and even sales considering the rate and intensity of economic crisis that started in 2007. Hence, most companies had to downsize their employees as one of the ways to reduce on cost. On the other hand, companies conduct downsizing as a component of a wide workforce strategy intended to support business overall plan. Layoff is perceived as being one of the tools utilized to improve the performance of an organization. As for those in the managerial positions, they perceive this as being an opportunity to improve company’s alertness both in the short term and long-term. This is possible only through designed and targeted coaching, and transformation. This essayâ €™s first paragraph consists of psychological contract definitions. The focus here will also be and the impact on individual’s behavior in the organization. The second paragraph focuses on the expectations and perception of both the employer and the employee. In addition to this, it also consists of employee attitude. The third paragraph focuses on a situation where employees are forced leave the organization due to job loss. Employment relationship comprises of various beliefs between an employer and an employee. It mainly concern what the two parties expect from each other. This is also known as psychological contract. Psychological contract is mainly termed as being an agreement that is informal and is between an employee and an employer. The expectation and beliefs involved are not written and are mainly held by both the employee and the employer. Psychological contract exists in all the categories of employment that include; full time, part time, contract work and ev en temporary. It presents proper framework that helps in appreciating and supervising the behavior of an employee. According to Petersitzke (2009), psychological contract is a deal that is open-ended and consists of expectations of an individual and an organization. The expectation consists of what both parties will have to give and what they get in return from the relationship. Over time various expectations arises as the views develop regarding employers dedication. Psychological contract has its foundation on trust and thoughtfulness and varies among the employees. It is based on social exchange theory. This theory clearly highlights that the basis of individual relationships are on the assessment of individual cost benefit and review of other options. In psychological contract, the costs mainly involve time and effort. The benefits on the other hand are; financial achievement, social class and other benefits emotionally that include; job contentment or sense of reason. Cost bene fit analysis result is evaluated with possible alternatives that include one’s accessibility to other available jobs and obstacles to departing from the present job. Hence, the agreement between the two parties focuses on various aspects both social and emotional. The perception of an employee towards employer’s observance of psychological contract greatly influences work and plan to stay in a given organization. Fair treatment of employees and appreciating their work boosts productivity and continuity in a given company. This is

Organisational change management Essay Example | Topics and Well Written Essays - 2250 words

Organisational change management - Essay Example In their document that was titledâ€Å"Implementing the New Strategic Direction,† the council states how they will review their activities and develop into a strategic body that encourages an array of provision for its services. This can be considered as divestment and this approach will obviously have consequences that will affect the future of public service delivery, the workforce that is in existence in the council as well as the local government (Haglund, 2010, p. 196). The county council has full recognition of the significance, the challenges as well as the consequences that are associated with these proposals and thus they address and detail the risks and have enumerated the work that has not been done yet while acknowledging that these changes need to be taken in the prevailing financial constraints. This is associated with the transition costs, which will be incurred when the council moves to different types of service delivery. When the financial constraints are considered, there are varieties of questions that arise on the manner in which the strategic ambitions can be achieved in relation to the costs linked to building community capacity as well as new social enterprises. There are thousands of jobs that could be lost as the Suffolk county council prepares to halt the direct provision of services in most of the areas that it functions in and all the services at the council including the child protection services may be outsourced if the plan is implemented. The county is poised to take radical approaches as far as the public sector reforms are concerned by coming up with a virtual authority which will outsource most of the services that the council deals with. The new strategic direction could be the beginning of outsourcing of the counties services to social enterprises and companies while aiming at turning the authority form one that avails public services

Digestive System of a Pig

Digestive System of a Pig Learning objectives: After you have studied this chapter, you should: Get a fundamental understanding of the porcine digestive tract Describe the essential digestive processes Understand the role of the digestive organs in digestion and absorption 1. Introduction (HNL/MSH) 2. Anatomy of the digestive system (HNL) The anatomy the porcine digestive tract has been described and illustrated in detail by others (e.g. Sisson, 1975, Moran, 1982)[1] and will only be briefly described in the current chapter. The digestive system of the pig is fundamentally similar to all other monogastric mammals, but the evolutionary development in size and digestive capacity reflects greatly the habitual diet. Pigs are true omnivores but with a large fraction of the diet coming from plant material. As such they have a great capacity to digest enzyme degradable carbohydrates in the upper part of the gastrointestinal tract, and a well-developed ecosystem in the large intestine to partly ferment and utilize fibrous material. 2.1 Mouth and salivary glands The pig is born with 8 deciduous teeth increasing to 32 with age. The complete set of permanent teeth consists of 44 teeth with 3 pairs of incisors, 1 pair of canines, 4 pair of premolars, and 3 pair of molars, which are usually not fully acquired until 18 months of age[2]. The oral cavity is lined with a simple stratified squamous epithelium, and saliva is mainly secreted from 3 large glands; the parotid glands, the mandibular glands, and the sublingual glands. Major ducts from the parotid and mandibular glands transport saliva to the oral cavity, while the sublingual glands have multiple openings beneath the tongue. In addition, a number of small glands with a number of excretory ducts are present in the mouth.[3] After leaving the mouth, food enters the pharynx and oesophagus. The pharynx is long and narrow. The esophagus is short and covered with stratified squamous epithelium. Beneath the epithelium, a number of submucosal glands are located. Their function is to secrete mucin a nd bicarbonate, to neutralize luminal acid and protect the epithelium[4]. 2.2 The stomach The stomach of the pigs consists of a simple compartment that is divided into 4 functionally and structurally different regions. The pars oesophagea is a non-glandular extension of the esophagus into the proper stomach. Ulceration ulcerous autodigestion of the cutaneous mucosa of the pars esophagea is a common phenomenon in swine production and develops from a complex interaction of dietary particle size, gastric fluidity, dietary carbohydrate content, presence of gastric organisms, and environmental stress factors. Next to the pars oesophagea is the glandular cardia, which in contrast to most other species is very large and occupies approximately one third of the stomach luminal surface. The fundic, or proper gastric, region is located between the cardiac and pyloric region. All three contain secretory glands located in so-called à ¢Ã¢â€š ¬Ã‹Å"gastric pits. Structurally, they are similar, but they contain different cell types. The major surface of the stomach and lining of the pits are covered with surface mucous cells, that produce thick, tenacious mucus to protect the epithelium against injure from acid and grinding activity. The gastric pits of the fundic mucosa contain HCl-producing parietal cells that are clustered in the neck of the gland. Distributed between these cells are mucous neck cells that produce thin mucus and proteases. As the only cells of the stomach lining, mucous neck cells divide and migrate either down into the gland or up into the pits and differentiate into any of the mature cell types. Pepsinogen-producing chief cells are located at the base of the fundic glands. In addition, the fundic mucosa also contain endocrine/paracrine somatostatin producing D cells, seretonin producing EC cells, and histamine producing histamine-immunoreactive cells and mast cells (lamina propria) The cardiac glands have mucous cells that produce mucus, proteases and gastric lipase. The pyloric glands contain gastrin producing G-cells and somatostatin producing D-cells, but the dominating cells are the mucous cells. They do contain mucous neck cells that produce mucus and proteases and zymogen producing chief cells but have no parietal cells. [5] 2.2.1 Size and capacity of the stomach In suckling pigs the pars esophagea, cardic, fundic and pyloric regions represents about 6, 30, 44 and 20 % of the total mucosal area, respectively, while on weight basis the cardia represents only 20 % but the fundic region 56 % of total mucosa weight. The weight of the stomach represents 0.5-0.8 % of body weight in suckling pigs and between 1-1.3 % in growing pigs. In adult pigs the stomach accounts for approximately 0.6 % of total body weight. The capacity range from 0.03 l in the new born to approximately 3.5 l in slaughter pigs, and 5 l in adults, while under pressure the capacity under increases to 8 and 12 l for slaughter and adult pigs, respectively. A number of studies have shown that the bulk of the diet can influence the subsequent capacity of the stomach. [6] 2.3 The pancreas[7] The pancreas is located in proximal duodenum. The body of the pancreas separates in the two lobes with the center surrounding the portal vein. A single pancreatic duct leaves the right lobe and enters the duodenum on a minor palpilla 12-20 cm distal to and separate from the bile duct entry, 20-25 cm from the pylorus.[8] The pancreas is a mixed endocrine and exocrine organ. The exocrine pancreas consists of the acinar cells and the duct system, representing more than 95 % of the pancreas fresh weight. The acinar cells produce and store pancreatic enzymes and inactive zymogens, and when stimulated release them into the duct system for transport to the duodenum. Water, bicarbonate and other electrolytes of pancreatic juice are produced in centroacinar cells and cells of the intercalary and intralobular ducts. The endocrine part of the pancreas is restricted to the islets of Langerhans. The islet are distributed throughout the acinar exocrine tissue and contain glucagon producing, alpha cells (15-20% of total islet cells), insulin and amylin producing beta cells (65-80%) , somatostatin producing delta cells(3-10%), pancreatic polypeptide producing PP cells (3-5%), and possibly also ghrelin producing epsilon cells ( 2.4 The liver and gallbladder The porcine liver is divided into 4 principal lobes along with a small quadrate lobe and a caudate process. The lobes, which are the functional units, are surrounded by fine connective tissue. The lobules consist of plates of hepatocytes interdigitated with hepatic sinoids, arranged radially around a central vein. Kupffer cells, which are specialized macrophages, along with endothelial cell line portions of the hepatic sinoids form part of the reticuloendothelial system. Located in the peripheral interlobular connective tissue is the portal triad; the hepatic portal vein, a hepatic artery and an interlobular bile duct, but additionally also lymphatic vessels[10]. Afferent blood from the portal vein and hepatic artery flows centrally in the hepatic siniods. Bile produced by the hepatocytes drains into bile canaliculi formed by hepatocytes and then through ducts of Hering to the interlobular bile ducts in the portal triad. The interlobular bile ducts merge into larger intrahepatic duct s, which become the extrahepatic biliary system. This includes the hepatic bile duct, which divides into a cystic duct connected to the gallbladder, and a common bile duct connecting to the duodenum. The bile duct enters the duodenum on a major palpilla located 2-5 cm from the stomach pylorus. 2.5 The small intestine The small intestine comprise of the duodenum (4-4.5%), jejunum (88-91 %) and ileum (4-5 %). The proportion of duodenum in the neonate is similar to that of the adult, whereas differentiation between jejunum and ileum is not clear. Although there are distinctive morphological feature, the duodenum, jejunum and ileum share a lot of common features. The small intestine consist of 4 major layers; The serosa, the muscularis, the submucosa and the mucosa. The serosa is the outermost layer of the intestinal wall. It has a squamous epithelium forming the mesentery that contains connective tissue, large blood vessels and nerves. The muscular layer contains two types of muscle fibres; an outer layer of longitudal muscles and an inner layer of circular muscles, that are involved in gastrointestinal motility. The submucosa is a layer of connective tissue holding together the large blood and lymphatic vessels and neural complexes. The mucosa consists of 3 sublayers; the muscularis mucosa, the lamina propria and the epithelium. The muscularis mucosa consists of a longitudinal inner muscle and an outer muscle encircling the intestine and produce transient intestinal folds. The lamina propria consists of blood vessels, free lymphocytes and lymph nodes called Peyers patches, and neurons held together by connective tissue. It supports the stru cture and nourishes the epithelial layer. The epithelial layer consists of a single layer of epithelial cells. They cover the whole luminal surface of the intestine, which is severely folded by the formation of fingerlike projections called villi, and at the base of these Crypts of Lieberkuhn, that are moat-like invaginations. There are 3 types of epithelial cells on the villus surface: absorptive cells, goblet cells and enteroendocrine cells[11]. They all originate from stem cells located near the base of the crypts. The entocytes migrate from the base to the tip of the villi and during migration, the enterocytes maturate. The digestive function (enzyme activity) begins as the enterocytes migrates over the basal third of the villi. The absorptive function starts to develop as they reach the upper to midlevel and continues to increase until they reach the top of the villi, where they are shed into the lumen. Hence, enterocytes at the surface of the villi are continuously renewed. Goblet cells are secreting viscous mucus, and are interspersed among the enterocytes. Goblet cells increase in number from the proximal jejunum to the distal ileum. The formation of villi increases the mucosal surface by 10-14 fold compared to a flat surface of equal size. Furthermore, the cell-surface of the enterocytes facing the lumen has an apical membrane forming microvilli (brush-border) that further enhances absorptive surface 14-40 fold. The microvilli have important digestive enzymes and other proteins attached. They extent into a jelly-like layer of glycoprotein known as the glycocalyx that covers the apical membrane. The remaining part of the enterocyte plasma membrane is called the basolateral membrane, referring to the base and side of the cell. The length of villi increases from the duodenum to the mid-jejunum and then decreases again towards the terminal ileum. This reflects the various functions of the different segments of the small intestine. Crypts also vary in size and composition along the intestine. They are deepest in the proximal small intestine (duodenum and jejunum) and shorter distally in the ileum. Paneth cells are located at adjacent to stem cells at the base of the crypts[12]. Their exact function is unknown but due to the presence of lysozymes and defensins they most likely contribute to maintenance of the gastrointestinal barrier. While the duodenum is the site where digesta leaving the stomach is mixed with secretions from the intestine, liver and pancreas, the jejunum is the main site of absorption. Brunner glands, which are located in the submucosa on the part above the sphincter of Oddi[13], produce bicarbonate containing alkaline secretion, which protect the duodenum from the acidic content of chyme, provide an alkaline condition for the intestinal enzymes and lubricate the intestinal walls. 2.5.1 Size and capacity of the small intestine At birth the small intestine is about 2 m long and has a capacity of 72 ml. At weaning it has more than tripled its length (6.6 m) and has a 9-fold as high capacity (660 ml). The small intestine of fully grown pigs is 16-21 m, weighs 2-2.5 kg and has a capacity of about 20 l. While the small intestine accounts for approximately 4-5 % during the suckling period, it decreases to 1.5 % when reaching slaughter weight. 2.6 The large intestine The pig has a relatively short caecum and a long colon, consisting of an ascending, transverse and descending colon.[14] The caecum is a cylindrical blind sac located at the proximal end of the colon. The cecum, the ascending and transverse colon and the proximal portion of the descending colon are arranged in a series of centrifugal and centripetal coils known as the spiral colon. The caecum and proximal part of the spiral colon has longitudinal muscular bands resulting in a series pouches (haustra)[15]. The rectum is embedded in fat and is dilated to form ampulla recti just before ending at the anus. The mucosa of the large intestine has no villi, but columnar epithelial cells with microvilli formed into straight tubular crypts. Numerous goblet cells secreting sulphated carbohydrate-protein complex intersperse the columnar cells to lubricate the colon. The rectum has a simple structure with columnar cells and only few goblet cells. 2.6.1 Size and capacity of the large intestine During the suckling period the large intestine is small; From a weight of 10 g and a length of 0.8 m and with a capacity of 40 ml at birth to 36 g, 1.2 m and a capacity of 100 ml at 20 d of age. This corresponds approximately to 1.2 % of body weight. After weaning and during the growing period it grows dramatically (2-2.5 % of body weight) and increases its weight to 1.3 kg and length to 5 m at 100 kg with a capacity of approximately 10 l. Adult pigs have a large intestine weighing about 2.8 kg, a length of 7.5 m and a capacity of 25 l. 3. Function of the digestive organs 3.1 Salivary secretion (HNL) Saliva contains a mixture of water (99 %), inorganic salts, mucins, a-amylase. In addition, to serve some protection against diseases, it also contains lysozyme, which breaks down the polysaccharide walls of many kinds of bacteria and immunoglobulin A, which play a critical role in mucosal immunity. Saliva moistens the food, lubricates the esophagus, and initiates the digestion of starch. However, the activity of salivary a-amylase is low, and although secreted in the oral cavity, starch digestion is not believed to be of quantitative importance here, as the time spent in the mouth is too short. Some digestion may on the other hand take place in the proximal part of the stomach prior to acidification with gastric juice. [16] The volume and duration of salivary secretion varies in response to external cognitive or sensory stimuli (cephalic stimulation) and physical and/or chemical stimulation in the mouth. Volume and total activity increases with increased feeding level. However as th e ratio of total salivary amylase to total pancreatic amylase is only about 1:250,000 in the postprandial phase[17] (0-5 h after feeding), salivary a-amylase may be considered insignificant from a quantitative point of view. 3.2 Gastric secretion (MSH) Gastric juice is a clear and slightly viscous fluid. The major constituents in gastric juice are shown in Table 1. Triglyceride digestion HCl is secreted by the parietal cells. However, HCl is not produced within the parietal cell because it would destroy the cell. Both H+ and Cl- are independently transported from the parietal cell into the stomach lumen. Hydrogen ions are generated from the dissociation of carbonic acid that is produced by the enzyme carbonic anhydrase acting upon CO2 and H2O. H+ is then transported to the stomach lumen though a proton pump (H+/K+-ATPase). As hydrogen ions are secreted bicarbonate anions accumulate in the cell. To counterbalance this accumulation HCO3- is exchanged for Cl- at the basolateral membrane. The K+ cations that accumulate within the cells are released back into the lumen in combination with Cl- anions. HCl plays two important roles in gastric juice. Firstly, it facilitates the protein digestion. HCl denaturates dietary protein, which results in exposure of peptide bonds to proteolytic enzymes. In addition, HCl activates pepsinogen to pepsin and provides a medium of low pH that ensures the optimal activity of the enzyme. Secondly, the low pH provides a non-specific defence mechanism because it inhibits microorganisms from proliferating in the gastric lumen and cause damage to the gastrointestinal tract. Four types of proteases have been found in the gastric juice of pigs (Table 1). They are all secreted as inactive zymogens (proenzymes that are activated in the lumen) to avoid self-digestion of the cells. The zymogens are activated in the lumen at an acidic pH below 5 or by active pepsin A. Pepsin A is the predominant gastric protease in adult pigs followed by gastricsin. They have strong proteolytic activity at pH 2-3. Pepsin digests approximately 10-15% of dietary protein before it is inactivated in the small intestine[18]. In suckling piglets, chymosin is the predominant protease. It has potent milk clotting activity at pH around 6. Milk clotting is important in suckling animals: it prolongs the passage time of milk along the gastrointestinal tract and enables the thorough digestion and absorption of milk nutrients. Apart from pepsinogen, the chief cells of the cardiac region of the pig stomach also secrete minor amounts of gastric lipase. This enzyme hydrolyses medium- and long-chain triglycerides and plays a role in the hydrolysis of triglycerides in the stomach of the young pig. A layer of protecting mucus covers the mucosal surface of the stomach. This layer protects the stomach epithelium from the acid conditions and grinding activity present in the lumen. Mucin secreted by the mucous neck cells of the gastric glands constitutes a major component of the viscous mucus layer. 3.2.1 Regulation of gastric secretion Gastric acid secretion is regulated by gastrin, histamine, and acetylcholine that stimulates while somatostatin inhibits acid secretion. Gastrin is produced by G cells in the antral mucosa. The production and release of gastrin is stimulated by food compounds mainly small peptides and amino acids and by nervous reflexes activated by gastric distension when food enters the stomach. Gastrin is secreted into the blood stream and acts on the parietal cells via a G receptor. Histamine is an amplifying substance in acid secretion. Histamine is produced by local mast cells and enterochromaffin-like cells and acts on parietal cells in a paracrine fashion. Acetylcholine is a neural transmitter produced by cholinergic neuraon. Acetylcholine is released as response to activation of stretch receptors[19]. The secretion of hydrochloric acid is most efficient when all three regulators are present. Gastric acid secretion is controlled by a feed back mechanism. When pH is 3 or below[20] acid secretion diminishes and gastrin release is blocked. The acidity prevents amines from diffusing into G cells and activate hormone secretion. Fur thermore, acid in the lumen causes D cells to release somatostatin. Somatostatin inhibits the parietal cells from secreting acid and G cells from releasing gastrin. The regulatory mechanisms that control pepsinogen secretion are much less researched but it is generally believed that the pepsinogen secretion is under same regulatory influences as acid secretion. The gastric secretory activity can be divided into three phases: cephalic, gastric, and intestinal. The anticipation of food stimulates gastric acid secretion. This is controlled by the central nervous system and is called the cephalic phase. The cephalic phase lasts for minutes and prepares the stomach for the entry of food. The gastric phase begins when food enters the stomach. It lasts for hours and accounts for two thirds of the gastric secretions. During the gastric phase acid and pepsinogen secretion is increased. When digesta enters the duodenum the intestinal phase initiates. This phase functions to decrease gastric motility and to reduce the secretion of gastric acid and pepsinogen. The intestinal phase lasts for hours. 3.3 Pancreatic exocrine secretion (MSH) The primary function of the exocrine pancreas is 1) to provide digestive enzymes for the digestion of the major nutrients and 2) to neutralize the acidic chyme entering the duodenum from the stomach to allow the pancreatic enzymes to function. The pancreatic juice is a clear, colourless liquid that contains salts, bicarbonate, and enzymes. The acini, the functional part of the exocrine pancreas, are composed of acinar cells, that synthesize and secrete the digestive enzymes and ductal cells where fluids and electrolytes originate from. The main regulatory pathways that control exocrine pancreatic secretion are the hormones secretin and cholesystokinin (CCK) and nervous stimulation. Acinar, centroacinar, and duct cells have receptors for secretin, CCK, and acetylcholine. When these binding sites are occupied the cells are stimulated to secrete, however, maximal secretion is observed when all receptors are occupied. Secretin is secreted by the endocrine S cells in the mucosa of the proximal small intestine. Secretin is released in response to acid or fatty acids in the duodenal lumen and it stimulates release of bicarbonate by pancreatic duct cells. CCK is released into the blood stream in response to the presence of animo acids, peptides, and fatty acids in the duodenal lumen. CCK is secreted by I cells in the proximal small intestine and it stimulates the secretion of digestive enzymes by the acinar cells. Acetylcholine, released by nerve endings near the pancreatic cells, stimulates secretion. The neurons are stimulated to release acetylcholine by impulses from the enteric nerve system or through the vagus nerve. The sight and smell of food induces vagal respo nses leading to pancreatic secretion[21]. This is the cephalic phase of pancreatic secretion analogous to the cephalic phase of gastric secretion described previously. Distension of the stomach also causes a vagovagal reflex stimulating pancreatic secretion, which is the gastric phase of pancreatic secretion. When digesta enters the duodenum it evokes a large increase in the rate of pancreatic secretion and the intestinal phase involves both endocrine as well as neuronal stimuli. The distention of the duodenum produces enteric nerve impulses that lead to the release of acetylcholine. The endocrine (hormonal) part of the intestinal phase occurs in response to the chemical stimulation, digestion products of protein and fat stimulates the release of CCK and the low pH of the digesta stimulates the release of secretin. The exocrine pancreatic secretion is controlled by a feed back mechanism. Diversion of pancreatic juice from the duodenum increases pancreatic secretion. It has been suggested that trypsin is the main component in this feed back regulation as reintroduction of pancreatic juice or infusion of trypsin but not amylase into the duodenum markedly decreased pancreatic secretion. Furthermore ingestion of raw soybeans containing trypsin inhibitor increases pancreatic secretion. There is strong evidence that this feed back regulation is linked with the release of CCK. Enterostatin, a pentapeptide released from procolipase when it is activated by trypsin in the duodenal lumen, may play a role in the feed back mechanism as well. Intraduodenal infusion of enterostatin hs been shown to inhibit pancreatic enzyme secretion. 3.3.1 a-amylase Pancreatic ÃŽÂ ±-amylase hydrolyses starch (from plant sources) and glycogen (from animal sources). Starch is composed of amylose, a linear polymer of glucose that is linked by ÃŽÂ ±-1,4 glycosidic bonds and amylopectin, a branched polymer of glucose, that contains both ÃŽÂ ±-1,4 glycosidic bonds and ÃŽÂ ±-1,6 glycosidic bonds. ÃŽÂ ±-amylase cleaves the interior ÃŽÂ ±-1,4 glycosidic bonds of starch. During the lifetime of the enzyme-substrate complex amylase hydrolyzes starch by multiple attacks through cleavage of several bonds. The major products of starch hydrolysis are maltose, isomaltose, maltotriose, sugars composed of two or three glucose units, and ÃŽÂ ±-limit dextrins, polysaccharides of 5 to 10 glucose residues containing both ÃŽÂ ±-1,4 and ÃŽÂ ±-1,6 glycosidic bonds. 3.3.2 Lipases Pancreatic juice contains three lipolytic enzymes: lipase, phospholipase A2, and carboxyl ester hydrolase, and a protein cofactor, colipase. Lipase is secreted as a fully active enzyme and is the most important enzyme in the digestion of fat. Lipase hydrolyses triglycerides the most abundant lipid in the diet and the products are free fatty acids and monoglycerides. Lipase is strongly inhibited by bile salts in the duodenum and the protein cofactor colipase is the only agent known to counteract this inhibition. Colipase is secreted as a zymogen, procolipase, which requires cleavage by trypsin to become active. Phospholipase A2 splits fatty acids from phospholipids. It is secreted as an inactive zymogen that requires activation by trypsin. Carboxyl ester hydrolase, also known as carboxyl ester lipase and cholesterol ester hydrolase, has an unusually broad substrate specificity, it hydrolyses mono-, di-, and triglycerides, cholesterol and retinol esters and lysophosphatidylglycerols. H owever, the main physiological function probably is to hydrolyse retinol and cholesterol esters. 3.3.3 proteases The major proteolytic enzymes secreted by the exocrine pancreas are listed in Table 1. All proteolytic enzymes are secreted as inactive zymogens to protect the gland from autodigestion. The activation of the proteolytic enzymes is initiated by the activation of trypsin by enterokinase, an intestinal brush-border enzyme. Trypsin then activates all other zymogens as well as trypsinogen. Trypsin is an endopeptidase meaning that it breaks proteins at internal points along the amino acid chain, it specifically cleaves peptide bonds on the carboxyl side of basic amino acids (lysine and arginine). The catalytic activity of chymotrypsin is directed towards peptide bonds involving the carboxyl groups of tyrosine, tryptophan, phenylalanine and leucine. Elastase cleaves on the carboxyl side of aliphatic amino acids (alanine, leucine, isoleucine, valine, and glycine). The carboxypeptidases are zinc-containing metalloenzymes. They are exopeptidases meaning that they remove a single amino acid from the carboxyl-terminal end of proteins and peptides. 3.3.4 Pancreatic secretion and dietary composition The enzymatic composition of the pancreatic juice has been shown to be dependent on the dietary composition. 3.4 Bile secretion (HNL) The bile has pH of 7.4-7.9 and contains bile salts, phospholipids, cholesterol (summing up to a total lipid content of 0.6-0.7 %), sodium, potassium, chloride, bicarbonate, mucus and bile pigments, of which the latter are endogenous waste products. Bilirubin is a major end product of red blood cell turnover produced by Kupffer cells and transported to hepatocytes for conjugation. The conjugated bilirubin is secreted in the bile responsible for its green/yellow colour. In the intestine conjugated bilirubin is converted by the microflora to urobilinogen, then to urobilin and stercobilin[22] and finally excreted by defaecation, giving faeces its characteristic brown colour. Some urobilinogen is reabsorbed and excreted by the kidney as urobilin, which is responsible for the yellow colour of urine. Both bile acids and phospholipids play an important role in digestive function, and the molar ratio of total phospholipid to total bile salts is 1:10.1[23]. Bile salts are conjugated bile acids, and their function is to aid emulsification and absorption of lipids. The bile acids in porcine bile are mainly conjugated with glycine but also some taurine (6.5 %). Chenodeoxycholic acid (CDCA), found in the form of 31.3 molar % glyco-CDCA and 3% taurine-CDCA is de novo synthesized from cholesterol by the hepatocytes. Hyocholic acid (HCA) in the form of 12.6 % glyco-HCA is produced by hydroxylation of CDCA. Reduction of HCA by the microflora of the intestine leads to formation of hyodeoxycholic acid (HDCA), which in bile is found as 48.2 % glyco-HDCA and 3.5 % tauro-HDCA . In contrast to humans, pig bile contains very little cholic acid(CA), found as glyco-CA (1.3 %). When excreted to the intestine conjugated bile acids are deconjugated and converted by the microflora in the distal small in testine. A majority of the bile acids are reabsorbed in the distal small intestine and transported to the liver via the portal vein. Along with de novo synthesized bile acids they are reconjugated and again excreted in bile. This phenomenon is termed entero-hepatic circulation, and is a mechanism to cope with the demand of bile acids, which by far exceeds the capacity for production. The phospholipids of porcine bile is entirely in the form of phosphatidyl choline, dominated by the 16:0-18:2 diacyl forms (59.6 %), followed by 16:0-18:1 (18.4 %) and 18:0-18:2 (15.9 %). [24] The bile secretion from the hepatocytes is constant, but bile is only released to the intestine, when needed for lipid digestion. Hence, when little or no food is present in the duodenum, the Sphincter of Oddi is closed and bile is diverted from the bile duct to the gall bladder, where the bile is concentrated. When food, particularly fat-rich food, enters the duodenum, the Spincter of Oddi is relaxed and the gall bladder contracts by a combination of neural and hormonal factors. Gut endocrine cells are stimulated to release CCK, while neurale receptors located at the Spincter of Oddi in conjuction with the intramural plexus coordinates the bile duct and bladder peristalsis. In bile duct cannulated pigs, where the Sphincter of Oddi is not controlling bile flow, the total bile flow over 24 hours has previously been measured to be 38 and 46 ml/kg in 60 and 45 kg pigs, respectively. Using re-entrant cannulation of the bile duct, which allow gallbladder storage of bile and regulation of flow by the Sphincter of Oddi, it was found that a traditional European pig diet induced a bile 24-h bile flow of 48 ml/kg, while a semi-synthetic diet based on starch, sucrose, casein, maize oil and cellulose led to a flow of 30 ml/kg. Measurement of bile flow by cannulation of the common bile duct and re-entrant cannulation of the proximal duodenum to reintroduce bile at the same rate of excretion resulted in flows of 35 ml/kg for 43 kg pigs fed a wheat-fish meal-casein diet and 59 ml/kg when a similar diet was supplemented with 40 % wheat bran. Hence, the bile flow is influence by the diet. Increasing fat content of the diet from 2 to 10 % induce a dramatic increase in bil e acid secretion along with a moderate increase in phospholipid and cholesterol output. A further increase in fat content to 20 % of the diet does not lead to further increase in bile acid flow, while phospholipid and cholesterol output continue to increase. Lipid composition also influences the bile output. While degree of saturation does not appear to influence the rate of bile acid and phospholipid secretion, the secretion of cholesterol is increased.[25] 3.5 Small intestinal digestion and absorption (MSH) 3.5.1 Digestion of carbohydrates The luminal phase of carbohydrate digestion applies only to starches and the enzyme involved is ÃŽÂ ±-amylase secreted from the pancreas. Starch hydrolysis products (maltose, isomaltose, maltotriose, and ÃŽÂ ±-limit dextrins) and dietary disaccharides (sucrose and lactose) are digested in the membranous phase by digestive enzymes that are a structural part of the intestinal surface membrane. Four different oligo

College Admissions Essay: My Father was Ten Feet Tall :: College Admissions Essays

My Father was Ten Feet Tall My father is in the upper room. With his passing, in the dog days of the summer, came great sadness and longing. As I flip through the pages of my memory, I don't recall my father being a tall, striking figure. But to a child, he seemed to stand ten feet tall. He commanded all of his children using a sense of respect and pride. With age, my father's eyesight became impaired and his gait was not so steady. However, my father never lost his inner vision or the ability to stand by his word. And on a good day, when I felt the warmth of his embrace, in a fleeting glance he appeared to be the spry youngster of his mid-twenties that ushered mama and me to church every Sunday. As I grew older, I noticed that my father and I basically had the same outlook on life. I'd bounce ideas off him and he'd basically come to the same conclusion about life as I. I loved my father unconditionally, not because he listened to me for hours at a time, but because he believed in me. When I informed my father of my decision to attend college, he was excited. And when I told him that I intended to pursue a degree in journalism he said, "Doreen, be the best that you can be." My father wanted desperately to attend my graduation from college. But he will never have the opportunity to do that. My father was slain on the Chicago lakefront while taking a walk. My fondest memories of my father were of lazy Sunday afternoons. He loved to listen to music and drink tea. My father also loved to take everyone to the rodeo, beach and park. My father never favored one child over another among my siblings. He taught us to share and to love one another. When I travel back to Chicago and throughout the Midwest, it truly touches my heart to see fathers playing on the ballfields with their children.

Foreign Direct Investment

Foreign direct investment (FDI) is probably the single most important factor contributing to the globalization of the international economy. FDI are increasingly strong economic links between developing and industrialized countries, and also among developing countries. Foreign direct investment in developing countries (LDCs) have increased nearly four-fold in the 1990s and now account for almost 40 per cent, reaching some $120 billion in 1997. Foreign direct investment is now by far the largest source of all capital flows to the less developed world. The objective of the FDI is to encourage the flow of investments for productive purposes among member†s countries, and in particular to developing countries. To serve this objective, the WTO must provide some type of guarantees (or insurance) covering foreign direct investment for all parties† host countries, home countries and Multinational corporations† against all the obstacles like Different needs, political risks, abuse of labor, Transfer Restriction, Breach of Contract, corruption, and Tax breaks. WTO must carry out advisory and technical assistance for these parties so that their interests are protected, and must emphasis on multilateral investment agreement (MIA. ) No unilateral action or bilateral The host countries or the developing countries are interested in: (I) development of their services, communities and infrastructure that may help their industrialization and development, (III) production of exportable goods and (III) continuous technological development in their industrial production and services Once MNC has been attracted to a particular destination country, they expect a high level of facilitation services. Governments all too often give inadequate attention to servicing investors† needs, even though large sums of money may have been spent on promotion activities and success has been achieved against fierce international competition. In retune, Investors from industrialized countries want to come to developing countries for two main reasons. First, they apprehend that the return on capital in their home country is not adequate; second, they want to combine their capital with the cheap labor of the host country to reduce the cost of production. So the WTO should regulate the minimum wage for the worker in the host county. If the FDI is only for capturing the domestic market, it may still generate profit for the investor, but such profit may leave the country in foreign exchange. Where there are two serious implications. First, in profitable domestic consumption sectors, foreign investments may overwhelm domestic investors (which may generally not be as strong as the foreign counterparts) and in some cases may eliminate them. Second, some critical sectors, like land, minerals and forests, where countries often like to have effective control on ownership because of social, political and strategic reasons, may, in a big way, pass under the control of foreign nationals. Investors have freedom without any responsibility, except in respect of their own profits. The implementation of the obligations of home countries are ought to be ensured by locating the MIA in the WTO, so that for any perceived infringement, action can be taken against exports of the country. Tax breaks for multinational corporations Multinational corporations, whether American- or foreign-owned, are supposed to pay taxes on the profits they earn in their home country. For example, American companies and individuals aren't supposed to gain tax advantages from moving their operations or investments to low-tax offshore â€Å"tax havens. † But the tax laws often fail miserably to achieve this goal. Moreover, IRS data show that foreign-owned corporations doing business in the United States typically pay far less in U. S. income taxes than do solely American firms with similar sales and assets. The same loopholes that foreign companies use are also utilized by U. S. -owned multinationals, and even provide motivation for American companies to move plants and jobs overseas. As a result, the WTO must fix these problems in the current system. The WTO must oblige all multinational corporations to provide income report in the overseas operation. Also, the Home County has the right to inspect every movement of goods and services between a multinational company's domestic and foreign operations, and then attempt to assure that a fair, â€Å"transfer price† was assigned to each real or notional transaction. Host countries insist that foreign firms must meet high domestic-content requirements, take on local partners, or engage in technology-sharing agreements, by contrast, suffer lags in technology acquisition, absence of best management techniques, weak penetration of foreign markets, and flimsy development of a supplier base. Yet developing countries and economies in transition can†t find ways to protect and reward foreign investors who promise to meet domestic content, joint venture, or technology-sharing requirements. Political actions, changes in governments, events or instability may result in unfavorable changes in the value of a foreign security. A new treaty, the repeal or modification of an existing treaty or a change in formal diplomatic relations between the home and the host countries could affect the value or liquidity of investments in that country. Corruption in the developing countries The definition of corruption is misuse of power for private benefit or advantage. Corruption is to all appearances widespread in developing countries and has very serious repercussions on their peoples' quality of life – above all that of the poor and disadvantaged. This power may, but need not, reside in the public domain. Besides money , the benefit can take the form of protection, special treatment, commendation, or promotion; generally speaking corruption encompasses four main distinguishing features: Undesirable effects on third parties (home county). Also the effects of corruption in developing countries ends up as obvious ignore of community interest. The WTO should monitor the MNC operations in the developing countries so that the real objective is achieved, and to protect the other parties. Breach of Contract † home, host countries and multinational corporations† Different needs of investors and host countries Investors from industrialized countries want to come to developing countries main reason profit. The host developing countries, on the other hand, are interested in development of their services and technological development in their industrial production and services. These two objectives are not incompatible. And the interest of foreign investors and host governments may be harmonized. But it is critical that any FDI agreement meet both objectives. This can be achieved if the investors decide on the capability of specific projects, and the host governments decide on the priority sectors and conditions of FDI, consistent with their economic and development objectives. Wherever the two agree, FDI will flow. But for FDI to have a beneficial effect, it is important to realize that the roles of both sides are significant. An MIA is really not necessary for this purpose. What is needed is that governments have clarity of objectives, and these are spelt out clearly. Sets of transparent and stable criteria adopted and announced by governments can help the foreign investors to assess the viability of investments under those conditions. Naturally, governments wishing to encourage foreign investments will lay down criteria, which will welcome the investors in priority sectors rather than scare them away. If there is sufficient scope for the convergence of the interests of investors and those of the host governments and if it can be brought about by the domestic policies and measures of host governments, why is it then that some industrialized countries are pressing for a multilateral discipline? The main reason is to eliminate or, at least, constrict the powers of host governments regarding the choice of the priority sectors for FDI and obligation of conditions on such investments, so that foreign investors are able to operate unencumbered by such constraints. The main objective of the investors naturally is to earn high profit in a short time and repatriate the profit. And the objective behind bringing the proposed discipline on investments into the folds of the WTO Agreement is to utilize its dispute settlement process to enforce the discipline. The WTO, through its provision of cross-sector retaliation, will enable them to take restrictive measures against the developing countries, which may be perceived as violating the discipline. Foreign investment is often welcome to countries, as it increase the country's capital and investment stocks. But the main implication of FDI is that the returns on such investments – in the form of dividends and profits, as well as many fees including license fees, management expenses and so on – are sent out of the country in foreign exchange. Hence, if the investments do not help the country, either directly or indirectly, to earn foreign exchange, the negative effects of the outflow may be serious. A change in the exchange rate between the two countries currency may reduce the value of an investment in a security valued in the foreign currency, or based on that currency value. Foreign Direct Investment Foreign direct investment (FDI) is probably the single most important factor contributing to the globalization of the international economy. FDI are increasingly strong economic links between developing and industrialized countries, and also among developing countries. Foreign direct investment in developing countries (LDCs) have increased nearly four-fold in the 1990s and now account for almost 40 per cent, reaching some $120 billion in 1997. Foreign direct investment is now by far the largest source of all capital flows to the less developed world. The objective of the FDI is to encourage the flow of investments for productive purposes among member†s countries, and in particular to developing countries. To serve this objective, the WTO must provide some type of guarantees (or insurance) covering foreign direct investment for all parties† host countries, home countries and Multinational corporations† against all the obstacles like Different needs, political risks, abuse of labor, Transfer Restriction, Breach of Contract, corruption, and Tax breaks. WTO must carry out advisory and technical assistance for these parties so that their interests are protected, and must emphasis on multilateral investment agreement (MIA. ) No unilateral action or bilateral The host countries or the developing countries are interested in: (I) development of their services, communities and infrastructure that may help their industrialization and development, (III) production of exportable goods and (III) continuous technological development in their industrial production and services Once MNC has been attracted to a particular destination country, they expect a high level of facilitation services. Governments all too often give inadequate attention to servicing investors† needs, even though large sums of money may have been spent on promotion activities and success has been achieved against fierce international competition. In retune, Investors from industrialized countries want to come to developing countries for two main reasons. First, they apprehend that the return on capital in their home country is not adequate; second, they want to combine their capital with the cheap labor of the host country to reduce the cost of production. So the WTO should regulate the minimum wage for the worker in the host county. If the FDI is only for capturing the domestic market, it may still generate profit for the investor, but such profit may leave the country in foreign exchange. Where there are two serious implications. First, in profitable domestic consumption sectors, foreign investments may overwhelm domestic investors (which may generally not be as strong as the foreign counterparts) and in some cases may eliminate them. Second, some critical sectors, like land, minerals and forests, where countries often like to have effective control on ownership because of social, political and strategic reasons, may, in a big way, pass under the control of foreign nationals. Investors have freedom without any responsibility, except in respect of their own profits. The implementation of the obligations of home countries are ought to be ensured by locating the MIA in the WTO, so that for any perceived infringement, action can be taken against exports of the country. Tax breaks for multinational corporations Multinational corporations, whether American- or foreign-owned, are supposed to pay taxes on the profits they earn in their home country. For example, American companies and individuals aren't supposed to gain tax advantages from moving their operations or investments to low-tax offshore â€Å"tax havens. † But the tax laws often fail miserably to achieve this goal. Moreover, IRS data show that foreign-owned corporations doing business in the United States typically pay far less in U. S. income taxes than do solely American firms with similar sales and assets. The same loopholes that foreign companies use are also utilized by U. S. -owned multinationals, and even provide motivation for American companies to move plants and jobs overseas. As a result, the WTO must fix these problems in the current system. The WTO must oblige all multinational corporations to provide income report in the overseas operation. Also, the Home County has the right to inspect every movement of goods and services between a multinational company's domestic and foreign operations, and then attempt to assure that a fair, â€Å"transfer price† was assigned to each real or notional transaction. Host countries insist that foreign firms must meet high domestic-content requirements, take on local partners, or engage in technology-sharing agreements, by contrast, suffer lags in technology acquisition, absence of best management techniques, weak penetration of foreign markets, and flimsy development of a supplier base. Yet developing countries and economies in transition can†t find ways to protect and reward foreign investors who promise to meet domestic content, joint venture, or technology-sharing requirements. Political actions, changes in governments, events or instability may result in unfavorable changes in the value of a foreign security. A new treaty, the repeal or modification of an existing treaty or a change in formal diplomatic relations between the home and the host countries could affect the value or liquidity of investments in that country. Corruption in the developing countries The definition of corruption is misuse of power for private benefit or advantage. Corruption is to all appearances widespread in developing countries and has very serious repercussions on their peoples' quality of life – above all that of the poor and disadvantaged. This power may, but need not, reside in the public domain. Besides money , the benefit can take the form of protection, special treatment, commendation, or promotion; generally speaking corruption encompasses four main distinguishing features: Undesirable effects on third parties (home county). Also the effects of corruption in developing countries ends up as obvious ignore of community interest. The WTO should monitor the MNC operations in the developing countries so that the real objective is achieved, and to protect the other parties. Breach of Contract † home, host countries and multinational corporations† Different needs of investors and host countries Investors from industrialized countries want to come to developing countries main reason profit. The host developing countries, on the other hand, are interested in development of their services and technological development in their industrial production and services. These two objectives are not incompatible. And the interest of foreign investors and host governments may be harmonized. But it is critical that any FDI agreement meet both objectives. This can be achieved if the investors decide on the capability of specific projects, and the host governments decide on the priority sectors and conditions of FDI, consistent with their economic and development objectives. Wherever the two agree, FDI will flow. But for FDI to have a beneficial effect, it is important to realize that the roles of both sides are significant. An MIA is really not necessary for this purpose. What is needed is that governments have clarity of objectives, and these are spelt out clearly. Sets of transparent and stable criteria adopted and announced by governments can help the foreign investors to assess the viability of investments under those conditions. Naturally, governments wishing to encourage foreign investments will lay down criteria, which will welcome the investors in priority sectors rather than scare them away. If there is sufficient scope for the convergence of the interests of investors and those of the host governments and if it can be brought about by the domestic policies and measures of host governments, why is it then that some industrialized countries are pressing for a multilateral discipline? The main reason is to eliminate or, at least, constrict the powers of host governments regarding the choice of the priority sectors for FDI and obligation of conditions on such investments, so that foreign investors are able to operate unencumbered by such constraints. The main objective of the investors naturally is to earn high profit in a short time and repatriate the profit. And the objective behind bringing the proposed discipline on investments into the folds of the WTO Agreement is to utilize its dispute settlement process to enforce the discipline. The WTO, through its provision of cross-sector retaliation, will enable them to take restrictive measures against the developing countries, which may be perceived as violating the discipline. Foreign investment is often welcome to countries, as it increase the country's capital and investment stocks. But the main implication of FDI is that the returns on such investments – in the form of dividends and profits, as well as many fees including license fees, management expenses and so on – are sent out of the country in foreign exchange. Hence, if the investments do not help the country, either directly or indirectly, to earn foreign exchange, the negative effects of the outflow may be serious. A change in the exchange rate between the two countries currency may reduce the value of an investment in a security valued in the foreign currency, or based on that currency value.

Gap Within the Organization: a Case Study in Administrative Building

Communication Gap within the Organization: A case study in administrative building of SUST, Sylhet By Sato Barua Masters Student Department of Public Administration SUST, Sylhet Introduction Organizational communication as a discipline grew tremendously over the 20th century, but accompanying that growth was a struggle to establish a clear identity of the field. Today scholars still continue to define and redefine the focus, boundaries and future of the field (Thompkin & Wanka-Thibault, 2001).Why it is that organizational communication is such an interesting concept for researchers to study? Apparently, a great deal of the answer to this question can be found in the importance communication has been re-vealed having for the success of organizations. Open communication has for example been found to be positively correlated with employees’ satisfaction with the organization (Koike, Gudykunst, William, Lea & Ting-Toomey, 1989). Communication is the glue that holds a society toget her. The ability to communicate enables people to form and maintain personal relationships.And the quality of such relationships depends on the caliber of communication between the parties. Communication is the process of sharing ideas, information, and messages with others in a particular time and place. Communication includes writing and talking, as well as nonverbal communication (such as facial expressions, body language, or gestures), visual communication (the use of images or pictures, such as painting, photography, video or film) and electronic communication (telephone calls, electronic mail, cable television, or satellite broadcasts).Communication is a vital part of personal life and is also important in business, education, and any other situations where people encounter each other (Encarta, 1998). A study was completed within the organization to determine if there was an internal communication gap that existed between the supervisors and representatives. When there 1 is an internal communication gap within an organization there is usually a breakdown in the way information is been sent from the sender to the receiver. This is precedent in organizations that have a top down hierarchy.In this type of hierarchy it can be difficult for bottom level employees to obtain information regarding changes within the organization. Significance of the study Communication is described as one of the crucial fouls of management. It helps in handling the major managerial tasks of planning direction coordination motivating and controlling. We live in a world filled with other people. We live together, work together, and play together. In our personal lives, we need each other for security, comfort, friendship, and love.In our working environment, we need each other in order to achieve our goals and objectives. None of these goals can be achieved without communication. Communication is the basic thread that ties us together. Through communication we make known our needs , our wants, our ideas, and our feelings. The better we are at communication, the more effective we are at achieving our hopes and dreams (Alessandra, Hunsaker, 1993). Based upon conversations among the representatives, this study is important because there appears to be a lack of communication within the organization.Some of the representatives feel as though the supervisors have daily meetings, but no information is shared regarding the company changes and/or procedures. When there is an internal communication gap it becomes difficult for anyone to effectively achieve goals. Purpose of the study The purpose of this study is to determine whether or not there's an internal communication gap that exist between the representatives and the supervisors. The three objectives of this study were to: 2 1. Discover whether or not there is an internal communication gap between supervisors and representatives within the organization. . Determine the subject's perception of their immediate supe rvisor’s level of communication. 3. Identify the ways in which employees usually receive most of their information. Definition of terms Sender Someone or something that sends or transmits something. To establish yourself as an effective communicator, you must first establish credibility. You must also know your audience (individuals or groups to which you are delivering your message). Failure to understand who you are communicating to will result in delivering messages that are misunderstood (Fowler, 2005).Message A communication in speech, writing, or signals. Written, oral and nonverbal communications are effected by the sender's tone, method of organization, validity of the argument, what is communicated and what is left out, as well as your individual style of communicating. Messages also have intellectual and emotional components, with intellect allowing us the ability to reason and emotion allowing us to present motivational appeals, ultimately changing minds and action s (Fowler, 2005). Channel A course or a means of communication or expression.Messages are conveyed through channels, with verbal including face-to-face meetings, telephone and videoconferencing; and written including letters, emails, memos and reports (Fowler, 2005). 3 Receiver These messages are delivered to an audience. No doubt, you have in mind the actions or reactions you hope our message prompts from this audience. Keep in mind, your audience also enters into the communication process with ideas and feelings that will undoubtly influence their understanding. Your audience will provide you with feedback, verbal and nonverbal reactions to your communicated message.Pay close attention to this feedback as it is crucial to ensuring the audience understood your message (Fowler, 2005). Context The words or phrases or passages that come before and after a particular word or passage in a speech or piece of writing and help to explain it's full meaning (Encarta, 2005). Feedback Comments in the form of opinions about the reactions to something intended to provide useful information for future decisions and development (Fowler, 2005). A literature review was completed to determine the importance of internal communication within the work environment. Review of literatureIn every society, humans have developed spoken and written language as a means of sharing messages and meanings. The most common form of daily communication is interpersonal- that is, face-to-face, at the same time and in the same place (Encarta, 2005). Communication barriers can pop-up at every stage of the communication process (which consists of sender, message, channel, receiver, feedback and context) and have the potential to create misunderstanding and confusion. To be an effective communicator and to get your point across without misunderstanding and confusion, your goal should be to 4 essen the frequency of these barriers at each stage of this process with clear, concise, accurate, well planne d communications (Fowler & Manktelow, 2005). Communication, the heart of business, is the most important of all entrepreneurial skills. The destiny of the business depends on the quality of your relationships. Your ability to transmit information helps both clients and employees feel they can communicate with and ultimately trust you (Black Enterprise, Charles, 1998, pg 116). Internal communication is more important today than in previous years partly because the business and market conditions are more complex.There is a lot of information in the marketplace and it's crucial that employees understand it. The development of a strategic internal communication strategy and its implementation can provide a number of benefits to organizations, such as keeping employees motivated and engaged, and sharing clear, consistent messages with employees in a timely manner. Personal relationship is what organizations are all about -or should be. An organization, whatever its size, mission, or moti ve is merely a collection of people assembled to pursue a common objective.An organization functions through its people, who in turn function through communication (Brennan, 1974). Employees have their own sources, their own information system, separate from the management channels. These usually carry the news ahead of communications from management. Not that the employee network is flawless. That system transmits information indiscriminately- Fragments, Rumors, Gossip. It may not always operate in the best interests of the organization, but it does provide a check-point when management fantasies are disguised as information.Furthermore, it enables employees to participate in the communication process, and it fills their need for information which at least seems to come from a credible source: another employee (Brennan, 1974). Employees, like all people, require outlets for their thoughts and feelings. And they find them. So don't arbitrarily assume that the relative absence of emp loyee complaints is a positive sign. Employees may be expressing themselves through other channels: meetings with fellow employees, union representatives, government agents; or through passiveaggressive behavior such as work slowdowns, carelessness, tardiness, absenteeism, and apathy.These can be symptoms that employees feel other means of participation are unavailable to them (Brennan, 1974). 5 The skill of listening becomes extremely important when we talk about â€Å"upward communication. † There are many avenues through which management can send messages downward through a business organization, but there are few avenues for movement of information in the upward direction (Nichols & Stevens, 1999). Many popular theories on workplace communication focus on the differences between men and women, suggesting that the sexual divide causes communication to break down. Women are seen as being more empathetic and oblique than men.Other variables that cause people to mix their mes sages include differences in age, culture, and socioeconomic background. Some tips to help managers bridge any communication gap were (Fortune 1994): 1. Listen actively for the subtext of people's words. 2. Persuade rather than command. 3. Target your words to your audience. 4. React to content, not to people's manner of expressing themselves. 5. Let people know that criticism is welcome. 6. Make your intentions clear before acting. 7. Assume that people take responsibility for what they say. By successfully getting your message across, you convey your thoughts and ideas effectively.When not successful, the thoughts and ideas that you convey do not necessarily reflect your own, causing a communications breakdown and creating roadblocks that stand in the way of your goals-both personally and professionally (Fowler & Mankelow, 2005). In the workplace, supervisors and their employees have opportunities to develop nonthreatening, mutually rewarding relationships. These can be quite cond ucive to individual and corporate health. They are akin to what in our personal life we call meaningful relationships. Supervisors who attain such relationships with employees are said to practice â€Å"positive human relations. True. But it's done through communication. (Brennan, 1974). 6 Methodology of procedures Methodology can properly refer to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a branch of knowledge. Methodology has been increasingly used as a pretentious substitute for method in scientific and technical contexts. â€Å"Methodology† is a system of precise rules and procedures on which research is based and against which claims for knowledge and evaluation. Research and DesignA quantitative research methodology was used for the research to determine if there was a communication gap within the organization. A multiple choice single answered survey was distributed to the lower-level employees. A survey can be a powerful tool to improve communication between different parts of an organization. Surveys are especially useful for establishing upward communication links from lower-level employees to management. Population The survey was distributed to lower-level employees who are within the organization. The participant's involved included males and females with 6 weeks to 20 years of experience within the organization.A total of 20 surveys were completed. The participants were informed per instructions on the survey and through face-to-face conversation that their participation was voluntary and the answers in which they chose would remain confidential, with the exception of the final results from all the participants. Sample The research was conducted within Administrative Buildings of Shahjalal University of Science and Technology, located in Sylhet, Bangladesh. The organization has an 7 estimated 300 staff which are located in three separate buildings. The adm inistration is divided into some units and each unit has one supervisor.The subordinates report to the supervisors. Instrumentation The survey consisted of ten multiple choices single answer questions and one open ended question. The participants were asked single answer questions to discover whether or not there was an internal communication gap between supervisors and the subordinates within the organization, to determine the subject's perception of their immediate supervisors level of communication and to identify the ways in which employees usually receive most of their information. The survey was distributed to the employees by the researcher via face-to-face contact.The researcher chose face- to-face contact because it gave the participants the opportunity to ask questions and to have a visual picture of whom and where to return the surveys. Data collecting and recording A Microsoft program, Excel was used to determine the percentage rate of each answer given by the participan ts. Limitations of the study The limitations of this study were that the researcher could not distribute the surveys to forty-three employees. Some employees were not available to complete the survey due to absenteeism (vacation, personal time, sick, etc). The employees are so much busy so they cannot provide me to give information.Time is not sufficient to gain practical knowledge and prepare a report. I have no proper experience to do this kind of report. So, inexperience creates obstacle to follow the systematic and logical research methodology. 8 Analysis Findings The present study was designed to determine whether or not there were an internal communication gap that existed between the subordinates and the supervisors. The three objectives of this study were to: 4. Discover whether or not there is an internal communication gap between supervisors and representatives within the organization. . Determine the subject's perception of their immediate supervisor’s level of com munication. 6. Identify the ways in which employees usually receive most of their information. The representatives responded to questions regarding the communication within their organization. To the contrary, the result suggests that 5% of the representatives were neutral regarding the overall satisfaction of communication within this organization, 80% were very satisfied, 15% were satisfied and no one indicated that they were dissatisfied.Although majority of the representatives were very satisfied so 60% thought the organization kept them fully informed and no one indicated that the organization gave them a limited amount of information, 35% thought that they were fairly well informed, 5% answer was unclear. When asked how would you rate your supervisor's communication skills, 80% indicated excellent and 20% marked that their supervisor communicated very good. Also, 35% indicated that whenever there was change within the organization their supervisors inform them most of the time . A 60% response was given to the supervisors informing them all the time.Like many organizations, the majority (90%) of the representatives indicated that they received most of their information through their supervisor. The overall result of the survey indicates that there does not appear to be a lack of communication between the subordinates and the superiors. 9 Results Table 1: Which best describes your impression of communications within this organization? Item Response Frequency % Keeps us fully informed 14 70 Keeps us fairly well informed 3 15 Keeps us adequately informed 2 10 Gives us only a limited amount of Information 0 0 Doesn't tell us much at all about what is going on 0 Answer was unclear 1 5 N=20 0% Figure 1: impression of communications within this organization. 10 5% Answer were unclear 0% Doesn't tell us what is going on 10% Adequately informed Fairly well informed 15% Limited amount of information 70% Fully informed 80% 70% 60% 50% 40% 30% 20% 10% 0% Table 2: How do you feel about the information you receive? Item Response Frequency % I can almost always believe it 14 70 I can usually believe it 3 15 I can believe it about half the time 2 10 I usually can't believe it 1 5 Frequency % Strongly Agree 16 80 Agree 3 15 Neutral 1 5 Strongly Disagree 0 0 N=20Table 3: I have the information I need to do my job. Item Response N=20 11 Table 4: How would you rate your supervisor's communication skills? Item Response Frequency % Excellent 16 80 Very good 4 20 Good 0 0 Fair 0 0 Poor 0 0 Unclear answer 0 0 N=20 20% Excellent Very Good 80% Figure 2: Supervisor's communication skills. 12 Table 5: Overall, how satisfied are you with the communications within this organization? Item Response Frequency % Very satisfied 16 80 Satisfied 3 15 Neutral 1 5 Very dissatisfied 0 0 Unable to identify answer 0 0 N=20 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 80% 15% 5% Very Satisfied Satisfied NeutralFigure 3: Overall satisfaction of communications within the organizatio n. 13 Table 6: From which of the following sources do you usually receive most of your information? Item Response Frequency % Grapevine 0 0 Bulletin Board 0 0 My supervisor 18 90 Group meetings 0 0 Organizational Programs 0 0 Organizational emails 0 0 Multiple answers 2 10 N=20 Table 7: I feel confident that management considers my ideas and/or concerns. Item Response Frequency % All the time 8 40 Some of the time 12 60 Undecided 0 0 Almost never 0 0 Never 0 0 N=20 14 Table 8: Whenever there is a change within the organization, my supervisor Item Response Frequency Always inform me 12 60 Inform me most of the time 7 35 Almost never informs me 0 0 Never informs me 0 0 Unable to identify answer 1 5 N=20 Table 9: The information that I receive from my supervisor is consistent with the information received from other supervisors. Item Response Frequency % Strongly Agree 15 75 Agree 5 25 Neutral 0 0 Disagree 0 0 Strongly Disagree 0 0 N=20 15 What topics do you feel are important for you to know more about and would like the organization to inform you during future communications? Answer: ? Policy and/or procedural changes ? Future and/or general changes that are coming and how to prepare for it ?Correct procedures for completing work correctly ? Adequate training for job changes ? Training and/or how to use new programs ? Overtime and/or for special projects ? All information that can help improve goals and job skills ? New updates within the system ? Legitimate reasons why things cannot be updated or corrected ? More feedback on the quality and quantity of work completed. ? Information regarding promotions ? Information regarding other departments. 16 Conclusions Communication is very important in every aspect of our lives. In order for any relationship to work properly we have to learn to communicate effectively with each other.The fact still remains that in order for any business whether entrepreneur, partnerships or corporate offices to succeed we have to commu nicate with someone to voice our ideas and/or concerns. The literature review addressed the importance of internal communication. It provided the researcher with background information on the different ways and the different styles of communication. Needless to say, face-to-face communication seemed to remain the number one style of communicating within organizations. Based upon the answers given on the survey, most people were thought that the communication was satisfactory within the organization.Majority of the participants also felt that their supervisor communication skills were excellent. 17 Recommendations The researcher would recommend for future research that the survey exclude any neutral options. Although by eliminating this option it forces the participants to answer one way or the other. The researcher believes that you will get more precise answers. The supervisors can also following communication techniques can be used to increase the level of internal communication i n the organization and therefore the level of the organizational efficiency (Fishman, 2000). 1. Share information with employees whenever possible.One of the most sensitive areas in management involves how much company information should be shared with employees. Many feel that information should be given on a need-to-know basis. 2. Find out if those listening to you hear what you say and interpret it correctly. One way of doing this is to ask questions that will show the understanding level of those with whom you are speaking. 18 References 1. Alessandra, T & Hunsaker, P. (1993). Communication at Work. Fireside, Simon & Schuster, New York, NY. 2. Brennan, J. (1 974). The Conscious Communicator; making communication work in the workplace. Addison-Wesley Publishing Co. Reading, MA. . MSN Encarta Premium (2005). Retrieved May 2005 from http:// www. msn. com. , accessed on 15. 12. 2011. 4. Retrieved from, http://www. communicationintheworkplace. net/, accessed on 15. 12. 2011. 5. Retri eved from, http://www. buzzle. com/articles/importance-of-communication-inthe-workplace. html, accessed on 18. 12. 2011. 6. Retrieved from, http://www4. ncsu. edu/~crmiller/Publications/ATTW03. pdf, accessed on 18. 12. 2011. 7. Retrieved from, http://www2. uwstout. edu/content/lib/thesis/2005/2005mallett hamerb. pdf, accessed on 20. 12. 2011. 8. Retrieved from,http://www. lisc. org/docs/resources/experts/2007/eo_2007_03_07. df, accessed on 22. 12. 2011. 9. Retrieved from, http://www. google. com/#sclient=psyab&hl=en&source=hp&q=communication+in+t he+workplace+ppt&oq=communicaton+in+the+workplace+&aq=3&aqi=g10&aql=& gs_sm=c&gs_upl=7599l8963l0l11145l8l6l0l0l0l5l766l3816l55. 1l6l0&bav=on. 2,or. r_ gc. r_pw. ,cf. osb&fp=55dcc7523cfd78c6&biw=1024&bih=577, accessed on 23. 12. 2011. 10. Retrieved from, http://www. managementskillsadvisor. com/effective-communicationin-the-workplace. html, accessed on 23. 12. 2011. 19 Appendix Survey Questions Please fill in the answer that best fit your ex perience when dealing with communication within this organization. . Which best describes your impression of communications within this organization? ? Keeps us fully informed ? Keeps us fairly well informed ? Keeps us adequately informed ? Gives us only a limited amount of Information ? Doesn't tell us much at all about what is going on ? Answer was unclear 2. How do you feel about the information you receive? ? I can almost always believe it. ? I can usually believe it. ? I can believe it about half the time. ? I usually can't believe it. 3. I have the information I need to do my job. ? Strongly Agree ? Agree ? Neutral ? Strongly Disagree 20 4.How would you rate your supervisor's communication skills? ? Excellent ? Very good ? Good ? Fair ? Poor ? Unclear answer 5. Overall, how satisfied are you with the communications within this organization? ? Very satisfied ? Satisfied ? Neutral ? Very dissatisfied ? Unable to identify answer 6. From which of the following sources do you usual ly receive most of your information? ? Grapevine ? Bulletin Board ? Company Newsletter (Intranet) ? My supervisor ? Unit leader ? Group meetings ? Company Programs ? Company emails ? Multiple answers 21 7. I feel confident that management considers my ideas and/or concerns. All the time ? Some of the time ? Undecided ? Almost never ? Never 8. Whenever there is a change within the organization, my supervisor ? Always inform me ? Inform me most of the time ? Almost never informs me ? Never informs me ? Unable to identify answer 9. The information that I receive from my supervisor is consistent with the information received from other supervisors. ? Strongly Agree ? Agree ? Neutral ? Disagree ? Strongly Disagree 10. What topics do you feel are important for you to know more about and would like the organization to inform you during future communications? 22

10 ways to improve efficiency as a recruiter to get ahead

10 ways to improve efficiency as a recruiter to get ahead Attention recruiters- as the folks who are at the front lines for ensuring that companies and organizations are staffed with the best and brightest employees available, your jobs are critical to their success.LinkedIn published an article that provided compelling reasons why recruiters today are key to organizations: â€Å"Now, in today’s economic environment and marketplace,  recruiters are more important than ever, especially for those companies that are able to find and secure the services of an experienced search firm with an extensive track record of success.† The author reasons that superstar candidates can be difficult to find and court, as they usually receive multiple offers from top-level organizations and often need to be wooed and properly recruited in order to get them to seriously consider joining an organization.The Balance recently released an article that highlights tips for ensuring that recruiters perform their roles as effectively as possible- use these tips to maximize your efficiency and success.1. Improve your candidate pool.A better talent pool will bring better talent to your organization. In order to make sure you’re searching for the best potential candidates regardless of the position you’re hiring for, make sure you do the following: invest time to forge relationships with college and university career placement offices and executive search firms, use professional association resources and network at professional industry events, keep an eye out for strong potential candidates on online job boards, and take full advantage of available resources on LinkedIn and other online social media outlets.2. Hire the sure thing.As a recruiter you have to trust your instincts. Untested new potential talent that grabs your attention could be a smart gamble, but it is a risk- do you want to put your reputation on the line for a roll of the dice? When you come across real talent with a proven track record, background, and skillset you’ll know it, and these are the sorts of individuals you should go after.hbspt.cta.load(2785852, '9e52c197-5b5b-45e6-af34-d56403f973c5', {});3. Look in-house first.Always work to make sure that your company is using its existing staff resources to its fullest potential before looking outside for talent. Why? Because in-house candidates have already been tried and tested on some level and already have a feel for how the organization operates. Plus, you know how they’ll fit into the company’s culture, which is always a big question mark when bringing someone new aboard. On top of this, if you go â€Å"outside first† and existing staff gets the feeling that new opportunities that arise aren’t open to them, they may start looking for their next big opportunities elsewhere.4. Help build your company’s rep.Sure, a big part of your job as a recruiter is to hunt for and source top talent from far and wide, but if your company has a re p as being a fantastic place to work, top talent will flock to you- making your job much easier and letting you be more effective and efficient.5. Get other employees involved.Although it’s important for any recruiter worth their paycheck to have an extensive network of contacts and professional insiders in the industry they’re hiring for, if you utilize the networks and contacts of fellow employees your universe will expand exponentially- opening you up to a world of new and potentially valuable candidates.6. Offer more.This one seems obvious, but it bears repeating because it’s such a core tenet of human behavior and recruitment psychology. If you want to lure top talent in any industry, you have to be more than competitive regarding the pay package being offered. Make sure to stay on top of industry trends regarding compensation, and make sure that your company is at the head of the pack in terms of offerings.7. Use your perks to your advantage.Beyond the pay package, does your company offer any additional perks to attract potential candidates? Everything from reimbursement for continuing education to vacation discounts and free snacks/meals can help attract top talent and sway them your way when making a job decision, and you never know how important a perk may be to someone who’s considering working at your company- so be sure to play all of your perk cards when recruiting.8. Hire for strengths.Hiring strong people may seem like another obvious point, but you’d be surprised by how many recruiters ignore this fundamental fact and go after an unorthodox candidate who could potentially be a positive disruptor of the status quo in their organizations- which could backfire fantastically. What does The Balance recommend? â€Å"Hire for strengths; don’t expect to develop weak areas of performance, habits, and talents. Build on what is great about your new employee in the first place.†9. Make the most of your compa ny website.A great website will attract new talent to your company, making your job easier. If there’s a clear, well designed, and user friendly career section with information on open job opportunities, even better. Any worthy potential candidate will check out your company’s website- likely before an interview but undoubtedly after one. A weak or sloppy website will not be a check mark in the pro column for candidates thinking about whether to work at your company.10. Check references.Even if you’re completely dazzled by the resume of a potential candidate and are eager to get them on board as quickly as possible, take a pause and be sure to devote the time needed to do an extensive reference check. This is always time well spent, and you may learn some information about a candidate that could affect your initial decision.Bottom line: The more efficiently you do your job as a recruiter, the more your company benefits- both in the short term and the long run. U se the tips presented here to take your recruiting efforts to the next level. Good luck, and happy hunting!

Interview How to sometimes say no to your editor

Interview How to sometimes say no to your editor How to sometimes say 'no' to your editor - An interview with Gale Winskill Our 9th #freelancerfriday interview: â€Å"It does really worry me when authors take every suggestion that I make and implement it. I worry that they don’t believe enough in their own book. An author should always feel they can come back and say â€Å"I hate your suggestions but I accept that my original doesn’t work.† That’s healthy and that’s good. They can understand why you’ve made the criticism, but can then go away and find their own solution to a problem.†Gale Winskill  is a great editor. She offers the full set of editorial services, with a portfolio proving experience in an enormous variety of genres - including a strong background in editing children’s fiction. Below we talk plot-structure, polyediting, and a healthy way to work with an editor. Enjoy!What services do you provide?Mostly editing, proofreading and critiques, although I also do some training. I work with a variety of genres: a lot of fiction editing, bot h for adults and for children; a lot of academic editing for non-native speakers of English; non-fiction; children’s picture books; and manuscript critiques.Are there differences between editing adult and children’s fiction?Not very many. The basics of plot structure are essentially the same for both. The main difference is checking that the content is appropriate for the age group, that you’re talking about subjects that they can understand and follow, and that the language level is also suitable for the age category concerned.What do editors do for authors?The editor is the most critical reader you will ever encounter as an author. As an editor your role is partly to spot things that will be criticised, as well as what’s strong. An editor tries to make sure that the author doesn’t fall into those pitfalls. The author has an opportunity to address any weakness that might open their work  up to criticism before the book goes to print. The editor is very much a reader, first and foremost.Two editors will never think the same way, just as  two readers will find different things in the same text. I may have to tell an author that I can see why they did something one way, but that it may be perceived in a different way by readers. But how the author decides to address that is up to them. Your professional duty as an editor extends to telling an author what strikes you about a text, but at the end of the day it’s the author’s prerogative to ignore everything an editor says, as ultimately it’s their book.Is working with multiple editors a good practice for authors? Does having second opinions help?I think it usually ends up a mess. An author should find an editor they like and - while they don’t have to agree with everything the editor says - one they can work with.  If you have multiple editors it can be confusing. I might feel a particular character doesn’t work for a particular reason, wh ereas another editor might not see a problem. For authors, I don’t see how they can follow one person’s train of thought if they’re trying to compare that with another person’s train of thought.However, there’s a different argument for having more than one critique of a book. It might be interesting to see what various people pick up from reading a book without having them pull it apart.What kind of advice are you able to give an author?Judging by the responses of my authors, I’m good at spotting the weaknesses in a text and offering suggestions on how to resolve it. It does really worry me when authors take every suggestion that I make and implement it. I worry that they don’t believe enough in their own book. An author should always feel they can come back and say â€Å"I hate your suggestions but I accept that my original doesn’t work.† That’s healthy and that’s good. They can understand why you’v e made the criticism, but can then go away and find their own solution to a problem. Authors have told me that they knew something wasn’t working but couldn’t work out why. Once they know the reason they can go away and redraft it. I think authors prefer to be told when a book isn’t publishable in it’s current state but that it could be made to work if they do this and that, as opposed to publishing online and being slated. Authors appreciate criticism so long as it’s constructive, justified, and given in a diplomatic fashion.When should an author approach you with a work-in-progress? After the first draft is completed?Unless I’ve worked with an author for a while and I’m familiar with their work, I don’t like working on a book in pieces. As I work through the book I may change my mind about what I said in the first few chapters. If people send the work piecemeal, I don’t get a sense of the whole. I suggest to new author s that until they’re at the end of the process and are ready to submit it for editing, my seeing it doesn’t benefit them. It’s more constructive when the editor’s opinion is formed in one go.Thank you for your time Gale.

Architecture and Challenges in Computing

The report will discuss in detail about the concept of cloud computing and how it impacts the business in a different manner these days. Therefore, in the process of understanding the power of cloud computing, it is important to have more clarity about streamlining the processes of IT which make the whole process more convenient. However, it is important to understand that it is not easier to rush into the whole process (Aljabre, 2012). Right before, making the changes, it is also crucial to ask some relevant questions and also understand the pros and cons of the process. Cloud computing is being used like never before, and there are organizations of every kind and sizes that adapt the newer technology which helps business to work in an efficient manner. Some industry-based experts who also believe that the system will only continue to develop even further in coming future. The concept of cloud computing is also very advantageous for some mid-size as well as big organizations. As discussed, there are certain disadvantages as well of the process with the opinion to assist many establishments completely understand the process in a proper manner (Aljabre, 2012). There is the detailed discussion of advantages as well as disadvantages of cloud computing with an opinion to assist these kinds of establishments by having complete clarity about the concept of cloud computing. The objective of the report is to understand the advantages and disadvantages of cloud computing clearly. Since cloud computing comes with some advantages for the businesses however companies cannot completely depend on it, and there are some disadvantages as well, and it is crucial to completely understand the concept of business as well as technology which is based on service providers. The concept of cloud computing can be defined as the providing on-demand resources related to computing, and it is also important to understand that everything from some applications to a different base of data can be applied here on the internet. This is done with the help of on a pay for usage basis. Companies like Microsoft and the Amazon are some of the biggest names in providing cloud computing system and also offer the same kind of definition. This also means the concept can utilize the internet in the place of a hard drive in the computer to access the remote servers and also some effective processors that have the ability to perform an intensive storage functions over the internet (Subashini and Kavitha, 2011). There are different kinds of clod computing programs discussed in detail below: Infrastructure based service: this concept consists of the basic blocks that help in building cloud computing and information technology structure as well as also provides access to a number of networking based characteristics. It also consists of data based storage spaces as well as a number of computers. The system also provides companies with high flexibility level and overall control on management over a number of resources in IT, and it is also quite same to the present resources of IT that any department or developer can be familiar with at the present time. Platform as a main service: this kind of system eliminates the requirement for companies to manage the basic level of infrastructure that usually based on operating systems and hardware. Also, it also permits companies to pay attention to the process of deployment and also manage the application in an effective manner (Marston et al., 2011). This further assists them to be more effective as it doesn't require to take any tension about the resource based procurement process, or planning of the capacity, maintenance of software or any other different and heavy lifting which requires involvement in running the overall application. Software as the main service: this can be treated as a finished product that is managed by a number of different service providers. In many cases, it is important to refer the software as the main service that can be referred to software as the main service provider and it can refer to the end-user based applications. With this kind offers there is no requirement to think about how services can be maintained as well as the overall infrastructure can be properly managed. It is important that users only require basing whole research on the specific piece of software. There are some common examples of the system like website based emails. Here these emails are received and further sent without properly users that can manage characteristic in addition to the product and also maintain different servers as well as operating systems that is based on any program (Marston et al., 2011). Cover over data: while running any application that one can share the photographs with millions of mobile based users and also provide support to the critical kind of functions associated with the business. At the same time, the cloud providers are based on providing a rapid access towards flexible as well as low cost based IT kind of resources. The marketplace online and another kind of cloud provider said that the users usually don't need to make large investments in different kinds of hardware and also provide a lot of time on the heavy lifting of managing the hardware in a perfect manner. Rather, the concept of computing can be treated as a provision which is of the right kind and for the right size of computing the resources which require the power in the new as well as bright ideas that function in many IT departments (Han et al., 2011). When the cloud computing system is used in the right manner and to some extent, it is important while working with information in the cloud can be very profitable for every kind of business. Following are some of the main advantages of this system: Cost based efficiency: the concept of cloud computing is the most cost efficient system in using, maintaining and also upgrading process. While dealing with traditional desktop based software costs, companies spent a lot, and it is associated with finance. Also, the licensing based fees add different users, and this can prove to be quite expensive for the setting up in the concerned department. On the other hand, the cloud is present at an affordable rate and therefore, can lower the expenses of IT in significant manner. Also, there are some one-time payments where pay as one go and another kind of scalable point present that make it further reasonable for the organization (Han et al., 2011). Unlimited storage: storing the data in the cloud provides a lot of storage capacity. Therefore, one needs to worry about completely run out of the storage space or raising the present storage space and its overall availability. Recovery and backup: - all the data is stored in the cloud, and this is why proper backup and restoration of the same is easier than storing the similar kind of physical devices. Also, many cloud-based services providers are normally competent by nature to handle the overall recovery of data in an efficient manner. Automatic integration of software: in cloud computing, software based integration is normally associated with something which happens automatically. This also means that one need to some extra efforts to change and also integrate the applications as per the preference of the customers. These kinds of aspect generally take care of itself and not just that, the concept of cloud computing permits the company to customize the options with ease accordingly. This way, the company can handpick different services and software based applications that one can think of and it also suits the specific enterprise in a proper manner (Low et al., 2011). Comfortable access to data: - once companies get to register to the system, it can easily access the data from any part of the world where there is a proper internet connection. This feature will help in going beyond the present time zone and geographic based locations and related issues. Rapid deployment: Lastly, the process of cloud computing provides different advantages of rapid deployment. When the company goes for this method of operations, the entire system can be completely functional very quickly. At the same time, the time taken here will also depend on the same type of technology that company required for the business (Low et al., 2011). Despite of all above disadvantages, the concept of cloud computing also has some disadvantages which are discussed in detail below: Issues in technical aspect: the fact that information on the cloud can be accessed at any point of time and from any part of the world. However, at times the systems can create a lot of problems. Companies should be well aware of the fact that the technology is always based on many technical problems. In fact, the best kinds of service providers function into kinds of trouble and despite keeping some very high standards for maintaining it properly. The company also must have a strong internet connection to get logged onto a different kind of server at all possible times. The concept of cloud computing is an important characteristic of any big scale deployment. It can be taken as a method which leads a much tech-based organization to offer companies and people their personal space to store and also use the growing pile of information since some smart machines gather it. It is important to understand that not everything about storing information online can be an advantage when it is compared with older hardware ways (Janssen and Joha, 2011). Security based on a cloud: the other important issue while using the cloud technology is that there number of security-based challenges. Right before applying this technology; companies must understand that one will be completely surrendering all the sensitive information of the company to an outsider. This can be a great risk for the company. Therefore, companies require being completely sure that they choose the most trusted service provider who will protect the information correctly (Janssen and Joha, 2011). Attacks possibility: saving the data in the cloud can make the companies in the most vulnerable situation and can also impact many external based hacks like attacks or threats. It is important to understand that there is nothing on the internet which is completely safe and this is why there is always a risk of hacking of sensitive data. There are some disadvantages discussed above, and the best kind of cloud provider can claim complete immunity towards service based outages. Some cloud computing systems that are based on the internet and also mean the overall access is based on the strong internet connection. Therefore, it is important to understand that whether the business can absorb a continuous bout based on constant slowdowns. Also, there are some incidences in past where service provider like DropBox faced the similar situation for the longest period which is two days. It is very important to consider two crucial points like business based processes that can be halted if any service provider goes completely down and the internet connection which must be strong otherwise all business based application will also drop offline (Fernando et al., 2013).   The technology of cloud computing in the present time has become very crucial for every business users, and it further plans to move ahead and be more advanced. The kind of cloud has addressed many needs of organizations. This can be in public based cloud or private based cloud and in some case a hybrid kind of cloud where every category is sufficient to apply it effectively. The concept of cloud computing is that the business answers that every company can utilize properly. There are so many pros as well as cons of cloud computing, and it is important to be very careful while applying in business (Gà ©czy et al., 2011). Like every other process, the concept of cloud computing has its pros as well as cons. The technology can also prove to be a huge asset for the organization, and it can also cause some serious harm or threats if not executed in a proper manner. The concept is not evolving in a way it never happened before, and there are companies in all kind of shapes and sizes that can adapt to new technology. There are industry experts that have a belief that this fashion will only develop and grow further in future (Gai and Li, 2012).   This is why the concept of cloud computing is very beneficial for so many and different kinds of companies. Of course, as discussed it comes with number disadvantages specifically for small businesses.   In the present time, with proper planning and significant precautions, the disadvantages of the concept can be reduced tremendously. It is also true that the concept has transformed the business world completely and the advantages can easily outweigh the disadvantages of cloud computing. Minimum cost, as well as easy access along with proper data backup and centralization as well as security and rapid testing, are becoming more and more relevant (Jadeja, and Modi, 2012). Aljabre, A., 2012. Cloud computing for increased business value.  International Journal of Business and Social Science,  3(1). Subashini, S. and Kavitha, V., 2011. A survey on security issues in service delivery models of cloud computing.  Journal of network and computer applications,  34(1), pp.1-11. Marston, S., Li, Z., Bandyopadhyay, S., Zhang, J. and Ghalsasi, A., 2011. Cloud computing—The business perspective.  Decision support systems,  51(1), pp.176-189. Han, J., Haihong, E., Le, G. and Du, J., 2011, October. Survey on NoSQL database. In  Pervasive computing and applications (ICPCA), 2011 6th international conference on  (pp. 363-366). IEEE. Low, C., Chen, Y. and Wu, M., 2011. Understanding the determinants of cloud computing adoption.  Industrial management & data systems,  111(7), pp.1006-1023. Janssen, M. and Joha, A., 2011, June. Challenges for adopting cloud-based software as a service (saas) in the public sector. In  ECIS. Fernando, N., Loke, S.W. and Rahayu, W., 2013. Mobile cloud computing: A survey.  Future generation computer systems,  29(1), pp.84-106. Gà ©czy, P., Izumi, N. and Hasida, K., 2011. Cloudsourcing: managing cloud adoption. Gai, K. and Li, S., 2012, November. Towards cloud computing: a literature review on cloud computing and its development trends. In  Multimedia Information Networking and Security (MINES), 2012 Fourth International Conference on  (pp. 142-146). IEEE. Jadeja, Y. and Modi, K., 2012, March. Cloud computing-concepts, architecture and challenges. In  Computing, Electronics and Electrical Technologies (ICCEET), 2012 International Conference on  (pp. 877-880). IEEE.