Hobsons Choice Essay Example for Free

Hobsons Choice Essay Maggie. Yes, Maggie Youre growing on me lass. In act three we see that the wedding reception is a small and simple one. This tells the audience that Maggie is not one for wasting money and does not mind having the party in the cellars. As the play moves on, the audience starts to see a change in Willie, Youre making a great mistake, Mr. Hobson. Willie also starts to take the upper hand with Hobson, Sit down, Mr. Hobson. The change in him is all down to Maggie; she has pride in Willie and believes in him. Their marriage is originally more of a business arrangement but it starts to ecome more of marriage of equal partners. When Hobson comes over to seek help, Maggie is sure to talk to Will first, Will its my father. Is he to come in? Maggie and Will work together to make Hobson feel ashamed of his drinking and lead him into giving marriage settlements to her younger sisters. The audience will warm to Maggie over the way he skilfully gets her own back on her father. When Maggie deals with her fathers problem, she is in control and the audience, clearly see that she and Will are working together as a team, Do you think it will get in the paper Maggie? Yes, for sure. Will has come a long way as he was previously described as stunted mentally by a brutalised childhood. Even though Maggies plan has gone well in getting Hobson to give the settlement money over as a fine for trespassing, she shows that she cares for her sisters. Maggie does not let Albert Prosser take the thousand pounds he originally asks for, You neednt be greedy. She also threatens to counter-sue and confirms the original settlement of five hundred pounds. We see a softer more sentimental side of Maggie when she throws away the hot ouse flowers but keeps one to press in her bible. To finish the act, Brighouse returns to the comedy of when Will has to be led to bed by the ear. Although Maggie is clearly in charge in this respect, it contains an element of affection and humour plus this would also make her character a likeable one. At the start of Act Four, we see that Hobson is ill. Tubby tries to help by suggesting for Maggie to come over. Shall I go for Miss Maggie sir? The opinion is agreed by the doctor, l dont know who this Maggie is, but I prescribe her. When Maggie and her sisters find that Hobson needs looking after, Vickey and Alice try to get Maggie to do it. Alice says, I dont think I can be expected to come back to this after what IVe been used to. Hobson tries to offer an unfair, mean deal to Maggie and Will to take care of him but Maggie quickly says, If he goes, I go with him father, as the bribe is poor. The audience notice how Will has become a true gentleman with the help from Maggie, Youre the man IVe made you and Im proud. When Will tries to replace Maggies brass ring for a gold one, Maggie does not ish to give it up. That brass ring stays where you put it. This shows the audience a sense of sentimentality. The play ends with Hobson as a sleeping partner, in Wills business. Will, amazed, closes the act and the play with the words, Well by gum! At the end of the play, the audience sees that Maggie as more of a likeable character . She is portrayed, by Brighouse, as a successful businesswoman strange for a lady in her point in time. Brighouse shows Maggie can be fair and compassionate with other characters.

Challenges Facing Facilities Management Departments Construction Essay

Challenges Facing Facilities Management Departments Construction Essay Within the coming years Facilities Management Departments (FMD) are going to be faced with a number of challenges and they will be expected to do a lot more with so much less. These challenges are mainly due, to the ever expanding business sector; this expansion has seen the emergence of new buildings taking place at much faster rate, than the refurbishment or demolition of other predated structures. But this is just the tip of the ice burger, as there are other pertinent issues facing the FMD such as: The rapid pace of change, changing technology, building automation, security issues, sustainability, aging buildings, geographic barriers, cultural differences and Environmental factors such as changing regulatory environments, rapid population growth and continued limitation of energy resources (IMFA 2007). So the need for the FMD to incorporate new technology, that utilizes Renewable Energy Sources to produce energy, and reduce the impact that aged buildings in particular are having on the environment is a high priority. The majority of these issues currently facing the FMD are not new, in fact they have been around for a long time, but have escalated over time, due to increased human activities. This is an exciting time to be a facility management professional. Although facility management professionals will face more challenges than ever before, they have greater opportunity to add value for their customers through efficient management and improved technology.'(IFMA 2007) INTRODUCTION Time present and time past are both perhaps contained in time future and time future contained in time past (T.S. Eliot, Burnt Norton, The Four Quartets) The aim of our FMD is to continue to provide a safe, comfortable and a well maintained working environment, for both staff and clients. By providing a full range of services which incorporates all of the latest technology currently available, these services are then executed by a an experience and well trained group of people who, are both loyal and committed to achieving all the goals set out by the financial institution. The practice of co-ordinating the physical workplace with people and work of the organization, integrating the principles of business administration, architecture and the behavioural and engineering science (Becker 1990) There are a number of new legislations and technological advancements that have emerged over the last decade, which has caused the role of the FMD to constantly evolve, thus requiring the development of both tactical and strategic methods, so that our goals can be achieved, so that we can have continued success in this technological developing world. The FMD is presently performing a number of services throughout this multi-national financial institution, such as but not limited to, maintenance, energy conservation, repairs, maintenance, security, information technology (IT), renovations, capital renewal, training, cleaning, customer services, workplace comfort, occupancy planning, business continuity planning (BCP) etc. So to properly prepare this years budget the FMD is suggesting that careful consideration be given to the following critical service areas: New legislations Energy conservation Capital renewal Workplace comfort Training Energy Conservation Climate change legislations There is a growing concern about global warming and the lasting impact its having on humanity and the environment. Due to this crisis the Global community has implemented a number of legislations geared towards the reduction of Carbon Dioxide (CO2) emissions, two (2) of which are the Kyoto Protocol See Appendix 1 and Copenhagen Accord See Appendix 2. Older building especially consumes a lot more energy than those that were recently built; due to this they are having a significant impact on the environment. So the need to reduce our CO2 emissions by reducing our dependency on Fossil Fuels by using technology that uses Renewable Energy Sources to produce clean energy. Add a little more Buildings have a significant impact on energy use and the environment. Commercial and residential buildings use almost 40% of the primary energy and approximately 70% of the electricity in the United States (EIA 2005) Capital Renewal Replacement of outdated equipment, buildings etc. This is an important process which the FMD have already begun to implement, mainly because the buildings that we presently occupy are in excess of ten (10) years old, making both the HVAC and lighting systems inefficient and obsolete. Because of this they are the two (2) of the largest consumers of energy, simply because they are both required building components and are essential mechanisms for occupants comfort. These technological upgrades off all outdated equipment, coupled with the installation of Energy Management Control Systems (EMCS) and electrical meters, throughout our institutions, are all geared towards reducing our energy demands. This will enable us to reduce our CO2 emissions and conform to all Climate Change Legislations, with the eventual aim of reducing our overall electrical bills. Workplace Comfort Customer Services No employers would like to be on the wrong side of the law, and because of this they are obligated to ensure that the health, safety and welfare of their all employees are adhered to under Section 2 of the Health and Safety at Work etc. Act 1974 (HSW which states that employers should: Providing safe equipment and working practices Ensuring safe handling, storage and transportation of goods and substances Providing information, training and supervision Providing a safe place of work with safe access and egress Providing a safe working environment and facilities So ensuring that all our staffs needs are met and taken care in a timely manner is of utmost importance. Due to the fact that our staff can be considered like a persons heart in that, they are a vital part of the institution and without them we will cease to exist. Add a little more Training This is an integral part of any institution given that technology changes on a daily basis, so every effort should be to insure that each member of staff is kept update with all of the latest technology. As is customary with all recessionary periods it does not last forever, so by keeping abreast of all advance technology, we will not only be gaining an advantage over all of our competitors, but also the advance knowledge needed for our continued sustenance when this period of economic down turn comes to an end. Add a little more Future Challenges So what does the future hold for us as a FMD will apart from being constantly referred to as the Jack of All Trades? what and where we are most liking heading in the future is best summed up by in the following: The future workplace will bring with it a number of distinct priorities. More attempts to make flexible working a reality are likely, requiring improved IT and communications infrastructures. The expansion of a 24/7 work culture will necessitate non-stop support facilities, with consequent outsourcing, contract and health and safety considerations needing to be taken into account. Public Private Partnership (PPP) and private Finance Initiative (PFI) deals and economic pressures will push facilities professionals towards more benchmarking, more cost-benefit analysis and more performance measurement. The tightening of building regulations and particularly the introduction of Part L [the manifestation of the European Unions Energy Performance of Buildings Directive (EPBD)] is having enormous ramifications for energy efficiency and the built environment. Buildings account for an estimated 40 per cent of all world resource consumption and over 40 per cent of all waste, including greenhouse gas emissions. EPBD is designed to increase the energy efficiency of all buildings by more than 20 per cent. A key point is whether anyone will want to rent or own an F-rated building instead of an A or B one. All these developments should give facilities managers a fresh impetus to making their voices heard by senior management in the times ahead. Facilities for businesses in the future will have to be more flexible and more streamlined than ever before. Managers will need to exploit growing communication opportunities and facilitate an ever-widening range of support services. Facilities managers need to become more professional and business oriented. They must develop a performance profile that is committed to the needs of their organization. Facilities managers need a variety of skills, as all organizations are different, but all should aim to gain the attention of the board and not just be visible when something goes wrong. It is one of the most challenging professions to conquer. The key point to be made, touching on an earlier comment, is that facilities managers are indeed the stewards of the built environment. (Frank Booty) Recommendations The present economic climate dictates that once this recession period is over, the FMD would more than likely take a lot longer to recover, already having to survive throughout this time by implementing both tactical and strategic methods and now having to deal with budget cuts all in the same time is quite a lot for any FMD. So before any FMD budget reductions should take place, there are a number of options open for us to consider before any final decision is made on the budget, some of which are: Why dont we look at saving instead of cutting, for instance upon completion of all the capital renewal projects which are presently on stream, a major reduction would be seen throughout all off the institutions electrical bills, but for this to happen all ongoing projects needs to be completed in as timely a manner a feasible possible. Given that most of our noncore service labour is outsourced, we should consider coming up with some sort of partnership agreement, with if not all most of our service provides so as to generate new and innovative ways of reducing our over head expenditure. So taking into consideration all of the pertinent point discussed trimming of the FMD at this time would be unwise, given that heavy fines would be imposed upon any organization / institution not conforming to the new legislations for CO2 emission reduction. Given the current economic climate we are presently facing, and having to deal with all the challenges that comes accompany an economic slowdown, and at the same time, maintaining our vision as being the premier financial choice to both our employees and prospected clients should be of concern. For this reason the following should be noted: Addressing the trends presented here-through consideration, education and preparation-will arm facility management professionals with the necessary tools required to face the challenges ahead. In stable conditions managers can plan with greater certainty and are able to identify significant and longer term issues for which they can easily prepare. However, in a prevailing climate of uncertainty and change, and with the need to respond quickly to unforeseen circumstances, managers need to develop approaches that enable them to foresee future challenges, envisage the impact on the organisations and communities in which they work and develop the strategies and competencies needed to retain an advantage. This is an opportunity for the FMD to utilize whatever little resources they currently have at their disposal, to provide their staff and customers with as wide a service range as possible so as to fulfill all their present needs.

Ajuga Orientalis L Anatomy Studies

Ajuga Orientalis L Anatomy Studies The anatomical studies of medicinal taxon Ajuga orientalis L. (Lamiaceae) from Turkey Abstract. Ajuga orientalis[a1], with a wide distribution area in Turkey, is traditionally used medicine in the treatment of some skin diseases in Anatolia. The aim of this study is to determine the anatomical characteristics of the root[a2], leaf, petiole, calyx and corolla of medicinal taxon [a3]A. orientalis in cross sections. As a result of the study, it was found that the pith rays of root are composed 3-4 rowed cells and stem was quadrangular[a4]. There were glandular and non-glandular hairs on the surface layers on stem, leaves, petiole, calyx and corolla. Starch particles were also identified[a5] in the cortex cells of stem. The stomata were diastic[a6] and the leaf was bifacial. There were one big vascular bundle in the center and 4-5 small vascular bundles on each corner of the petiole. It was also determined that adaxial epidermis cell shapes of corolla are papillose type. Key words: Ajuga orientalis, anatomy, medicinal plant, Turkey INTRODUCTION The Lamiaceae is a large family showing natural distribution. Most of species belonging to this family are shrubby and herbaceus, and trees are extremely rare (Heywood, 1978). The family with its more than 250 genera and approximately 7000 species, has a cosmopolitan distribution (Thorne, 1992). According to BaÃ…Å ¸er (1993), Turkey is accepted as a gene center for this family. Many species of this family are aromatic and are often used as herb spices, folk medicines and fragrances (Werker et al., 1985). With their pleasant fragrance, many species of Lamiaceae have been used as herbal teas in Turkey. Many of species are used as raw material in the cosmetic industry. Some species are traditionally used as medicinal plants (Baytop, 1984). It was reported that some Ajuga L. and Salvia L. species are cultivated as ornamental plants (Baytop, 1984; Ãâ€"zdemir and Ã…Å ¾enel, 2001; Akà §in et al., 2006). In addition to this, Lamiaceae has great importance due to its economical valu e and its variety of species. The genus Ajuga L. belongs to Lamiaceae family. Ajuga L. is represented in Turkey by 13 species and 22 taxa, six species and one subspecies being endemic (Davis et al., 1982-1988). Ajuga species are used in folk medicine in different parts of the world for the treatment of rheumatism, gout, asthma, diabetes, malaria, ulcers and diarrhea and have antibacterial, antitumor, antifeedant, and vulnerary properties (Chen et al., 1996; Ben Jannet et al., 2000). Baytop (1999) reported that some Ajuga species generally known as â€Å"mayasÄ ±l otu† in Turkey have been widely used for their aromatic, diuretic, antipyretic, tonic, diaphoretic, astringent, bitter and homeopathic properties in the Turkish folk medicine. Ajuga orientalis L. one of the species of Ajuga genus is used against some skin diseases by hug on the skin in Anatolia (Koyuncu et al., 2010). Although many species of Lamiaceae family are investigated anatomically (ÇobanoÄÅ ¸lu, 1988; Uysal et al., 1991; Ãâ€"zdemir and Altan, 2005; AktaÃ…Å ¸ et al., 2009) there is no anatomical study of A. orientalis L. in literature. Due to its medicinal importance mentioned above in this study, the purpose of this study is to determine the anatomical characteristics of A. orientalis L. MATERIALS AND MEDHODS In the present study, the plant specimens of A. orientalis were collected during the flowering period and natural populations in A5 Amasya (in the vicinity of Direkli village, open areas, at 1800 m, June 2012, Ä °Ãƒâ€"ztà ¼rk ÇalÄ ± 461) which is a city in the Black Sea region of Turkey. Its taxonomical description was carried out according to Davis (1982). Anatomical investigations were performed using an average of fresh specimens kept in 70% alcohol. Cross sections of root, stem, laeve, petiole, calyx and corolla were taken from 30 specimens of A. orientalis and 50 measurements were conducted for each parameter. Transverse sections were made by hand using commercial razor blades and stained with Sartur reactive (ÇelebioÄÅ ¸lu and Baytop, 1949). Measurements in the sections were performed under a Leica ICC50 HD binocular light microscope by using a Leica Digital Camera and objectives used were x10 and x40. Photographs were taken with a Leica ICC50 HD binocular light microscope and a Leica Digital Camera. RESULTS In cross-sections taken from the root, stem, leaf, petiole, calyx and corolla of A. orientalis , the following significant properties were observed below. In the transverse section of the root, there was a periderm which was the outermost layer of the root of A. orientalis (Figure 1). The periderm had 8-9 layers. The dimensions of periderm cells were 15 – 60 X 15 – 57.5  µm (Table 1). Beneath the periderm, there was the multi-layered cortex, composed of ovaidal and parancyhmatic cells. The cortex was 9-10 layers. The cambium, composed of 3-4 layered, was located between the xylem and the phloem. Beneath the cambium, there were xylem tissue (7.5 – 15 X 7.5 – 20  µm) composed of regular trachea and tracheid cells. Xylem cells were also present in the center, so the pith is not seen in the center. There were 3-4 layered primary pith rays between the secondary xylem cells. A. orientalis, as a typical characteristic of the Lamiaceae, had a 4-angle stem. Its epidermis usually had one layer composed of ovoidal cells (12.5 – 42.5 X 17.5 – 50  µm). The upper surface was covered with a cuticle (1.25 – 2.5  µm). There were glandular and non-glandular hairs on the epidermis (Figure 2). Transverse section of the stem revealed 9-10 layered collenchyma placed on the corners. The cortex was composed of 6-7 layered paranchymatous cell. The dimensions of paranchymatous cells were 27.5 – 75 X 15 – 55  µm (Table 1). Starch particles were also observed in the paranchymatous cells of stem (Figure 3). There were 2-3 layers of sclerenchyma in the outer side of phloem. Right beneath the phloem, there was a 1-2 rowed cambium layer. The xylem tissue existing beneath the cambium was composed of regular trachea and tracheid cells. The vascular bundles were bigger on the corner than other parts of stem. Between the corners there were als o numerous small bundles in the A. orientalis stem. The vascular bundles were collateral (Figure 2). The pith was wide and consist of flat cells with intercellular spaces. There was a cavity in the centre of the pith. In the leaves, the epidermis was single layered on upper and lower surface. There were glandular and non-glandular hairs on epidermis. The cuticle was 2.5 – 5  µm thick. Just beneath the upper epidermis cells, there were 2-3 rowed palisade parenchyma cells (Figure 5). The dimensions of the palisade parenchyma cells were 12.5 – 25 X 25 – 50  µm (Table 1). The 2-3 rowed spongy parenchyma existed beneath the palisade. The spongy parenchyma covered less space than does the palisade parenchyma. The collateral vascular bundle was located in the midrib region (Figure 5). There were sclerenchyma cells in the outer side of phloem. All vascular bundles in the leaves were surrounded by bundle sheet cells. The stoma was diastic and the leaf was bifacial (Figure 4 and Figure 5). The stoma presented on upper and lower surfaces of the leaf (Figure 4). Both adaxial and abaxial epidermis cells were single layered in the petiole (Figure 6). The dimensions of the adaxial epidermis cell were 15 – 45 X 17.5 – 27.5  µm while those of the abaxial epidermis one were12.5 – 27.5 X 15 – 17.5  µm (Table 1). There were a lot of glandular and non-glandular hairs on epidermal cells which were ovoidal-rectangular shapes. Parenchymatic cortex cells were 10-11 layered. There was one big vascular bundle in the center and 4-5 small vascular bundles at each corners of petiole. The vascular bundles were surrounded by sclerenchymatic cells (Figure 6). There were parenchmatic bundle sheets on the all vascular bundles. The type of vascular bundle was collateral (Figure 6). There were 2-3 layered collenchyma in the area between the corners. In the calyx, the adaxial epidermis cells were smaller than abaxial epidermis cells. The dimensions of adaxial cuticle were 1.25 – 2.5  µm whereas the those of the abaxial cuticle is 2.5 – 3.75  µm (Table 1). Parenchymatic cells were flat ovoidal. There were glandular and non-glandular hairs on the epidermis (Figure 7a). In the cross-section of corolla, cuticle was present on both abaxial and adaxial epidermis cells covered by glandular and non-glandular hairs. The shapes of adaxial epidermis cells were papillose type (Figure 8). Beneath the adaxial epidermis, there were the parenchyma cells with intercellular spaces (Figure 7b). There was a vascular bundle in the midrib. DISCUSSION The present study provided useful information on the anatomy of A. orientalis. Few studies on the species A. orientalis had been found in literature (Sajjadi and Ghannadi, 2004; Koyuncu et al., 2010). But, the measurements and observation of anatomical characters belonging to the medicinal taxon A. orientalis were reported for the first time in the present paper. Metcalfe and Chalk (1972) determined some imported anatomical information about root anatomy of Lamiaceae family. They stated that the pith rays of roots of the family are 2-12 or more rowed cells. It was found that the pith rays of A. orientalis were composed 3-4 rowed cells. These findings were consistent with those of Metcalfe and Chalk (1972) and those of some studied species of Lamiaceae (Baran and Ãâ€"zdemir, 2006; Ãâ€"zkan and Soy, 2007; Baran and Ãâ€"zdemir, 2009). Metcalfe and Chalk (1972) also stated that the members of Lamiaceae family have quadrangular with well-defined collenchyma in the four angles and scleranchymatous tissue surrounds the phloem groups of vascular bundles. In the transverse section of A. orientalis, the stem of this species was quadrangular with well-defined collenchyma in the four angles. It was also determined that there were 2-3 layers of sclerenchyma in the outer side of phloem in this study. Quadrangular stem with well-defined collenchyma in th e four angles and scleranchymatous tissue surrounds the phloem groups of vascular bundles were observed in other members of Lamiaceae family (Metcalfe and Chalk, 1972; Kandemir, 2003; Baran and Ãâ€"zdemir, 2006; Kahraman et al., 2010). The vascular cambium located between the phloem and the xylem was 1-2 rowed layer in the stem of A. orientalis. The vascular cambium was seen in the cross-sections of other members of Lamiaceae family (Dinà § and Ãâ€"ztà ¼rk, 2008; Baran and Ãâ€"zdemir, 2009). There were big vascular bundles on the corners of A. orientalis stem whereas a lot of small bundles between the corners were observed in the present study. There were also starch particles in the paranchymatous cortex cells of stem. The leaf of A. orientalis had 2-3 layered palisade parenchyma and 2-3 layered spongy parenchyma cells. Baran and Ãâ€"zdemir (2009) also stated that Lamium lycium which is the member of Lamiaceae family has 2-3 layered palisade parenchyma and 2-3 layered spongy parenchyma cells as well. These results were parallel to our results mentioned above. On the other hand, the stoma type of A. orientalis was diasitic and the leaf was bifacial. According to Metcalfe and Chalk (1972), diasitic stoma type was most common in Lamiaceae family. Diasitic stoma and bifacial mesophyll type were also observed on the leaf of Ajuga chamaepitys and Ajuga reptans (Akà §in et al., 2006). The stomata were observed on both upper and lower surfaces of the leaf. Metcalfe and Chalk (1972) stated that the structure of the vascular bundles in the petiole of the species in the Lamiaceae could be used as a diagnostic character. The structure of petiole shows differences between genera and species. In addition to this, useful petiole anatomical characters are determined in designated taxonomical structures of some species (Shaheen, 2007; Eric et al., 2007). In the petiole of A. orientalis, there was one big vascular bundle in the center and 4-5 small vascular bundles at e ach corner of the petiole. Akà §in et al. (2011) found that Ajuga reptans has a total of nine vascular bundles: one big bundle in the middle and 4 vascular bundles at each corner. The vascular bundles of leaf were surrounded by sclerenchymatic cells. Collenchyma in the petiole is 2-3 layered at the each corners. In the cross-section of calyx and corolla, both adaxial and abaxial epidermis cells were covered with cuticle. In addition to this, there were a vascular bundle in the midrib of calyx and corolla. The adaxial epidermis cells of corolla were papillose type. The most distinguishing characteristics of the species in the anatomical structure were the presence of glandular hairs on the surface layers on stem, leaves, petiole, calyx and corolla. Like other other members of the Lamiaceae, A. orientalis had both glandular as well as non-glandular trichomes. Glandular trichomes were mainly observed on calyx and corolla, but non-glandular ones were found on the stem, leaf surface and petiole. According to Metcalfe and Chalk (1972), having glandular and non-glandular trichomes are important anatomical characters. Glandular trichomes significant taxonomic character and act imported role for pollination in the Lamiaceae family (Navarro and El Oualidi, 2000). As a result, anatomical characters of medicinal taxon A. orientalis were studied for the first time in this paper. According to the results mentioned above, the anatomical features of root, stem, leaf, petiole, calyx and corolla provided useful characteristics for distinguishing species in Ajug a genus. REFERENCES Akà §in OE, Ã…Å ¾enel G, Akà §in Y (2006). The morphological and anatomical properties of Ajuga reptans L., and Ajuga chamaepitys (L.) Schreber subsp. chia (Schreber) Arcangel. var. chia (Lamiaceae) taxa. Pak. J. of Biol. Sci. 9(2): 289-293. Akà §in Ãâ€"E, Ãâ€"zyurt MS, Ã…Å ¾enel G (2011). Petiole anatomy of some Lamiaceae taxa.Pak. J. Bot. 43(3): 1437-1443. AktaÃ…Å ¸ K, Ãâ€"zdemir C, Ãâ€"zkan M, Akyol Y, Baran P (2009). Morphological and anatomical characteristics of Salvia tchihatcheffii endemic to Turkey. Afr. J. Biotechnol. 8(18): 4519-4528. Baran P, Ãâ€"zdemir C (2006). The morphological and anatomical characters of Salvia napifolia Jacq., in Turkey. Bangladesh J. Bot. 35(1): 77-84. Baran P, Ãâ€"zdemir C (2009). The morphological and anatomical properties of Lamium lycium (Lamiaceae), endemic to Turkey. Nord J Bot. 27: 388-396. BaÃ…Å ¸er KHC (1993). Essential oils of Anatolian Lamiaceae: A profile. Acta Hortic. 333: 217-238. Baytop T (1984). Tà ¼rkiye’de bitkiler ile tedavi. Ä °st. ÃÅ"niv. Yay. No: 3255, Istanbul. Baytop T (1999). Therapy with medicinal plants in Turkey, Past and Present. (2nd ed.) Nobel TÄ ±p Press. Ä °stanbul, Turkey. Ben Jannet H, Harzallah-Skhiri F, Mighri Z, Simmonds MSJ, Blaney WM (2000). Responses of Spo- doptera littoralis larvae to Tunisian plant extracts and to neo-clerodane diterpenoids isolated from Ajuga pseudoiva leaves. Fitoterapia. 71: 105-112. Chen H, Tan RX, Liu ZL, Zhang Y, Yang L (1996). Antibacterial neoclerodane diterpenoids from Ajuga lupulina. J. Nat. Prod. 59(7) 668-670. ÇelebioÄÅ ¸lu S, Baytop T (1949). A new reagent for microscopical investigation of plant, Publication of the Institute of Pharmacognosy, No. 10, 19: 3001, Ä °stanbul. ÇobanoÄÅ ¸lu D (1988). The morphological and cytological properties of Salvia palaestina Bentham (Lamiaceae). Turk. J. Bot. 12: 215-223. Davis PH (1982). Flora of Turkey and the Aegean Islands. Vol. 7. Edinburgh Univ. Press. Edinburg. Davis PH (1982-1988). Flora of Turkey and the east aegean islands, Vol 7, 10, Edinburg University Press. Dinà § M, Ãâ€"ztà ¼rk M (2008). Comparative morphological, anatomical and palynological studies on the genus Stachys L. sect. Ambleia Bentam (Lamiaceae) species in Turkey. Turk. J. Bot. 32: 113–121. Eric TJ, Michael VA, Linda WE (2007). The importance of petiole structure on inhabitability by ants in Piper sect. Macrostachys (Piperaceae). Bot. J. Linn. Soc. 153(2): 181-191. Heywood VH (1978). Flowering Plants of the World. Oxford, Oxford University Press. Kahraman A, Celep F, DoÄÅ ¸an M (2010). Anatomy, trichome morphology and palynology of Salvia chrysophylla Stapf (Lamiaceae). S. Afr. J. Bot. 76:187–195. Kandemir N (2003). The morphological, anatomical and karyological properties of endemic Salvia hypargeia Fich. mey. (Lamiaceae) in Turkey. Pak. J. Bot. 35: 219-236. Koyuncu O, YaylacÄ ± Ãâ€"K, Ãâ€"ztà ¼rk D (2010). Risk categories and ethnobotanical features of the Lamiaceae taxa growing naturally in Osmaneli (Bilecik/Turkey) and environs. Biodivers Conserv. 3(3): 31-45. Ãâ€"zdemir C, Ã…Å ¾enel G (2001). The morphological, anatomical and karyological properties of Salvia forskahlei L. (Lamiaceae) in Turkey. J Econ. Taxon. Bot. 19: 297-313. Ãâ€"zdemir C, Altan Y (2005). Morphological and anatomical investigations on endemic Scutellaria orientalis L. subsp. bicolor (Hochst) Edmund and subsp. santolinoides (Hausskn ex Bornm). Pak. J. Bot. 37(2): 213-226. Ãâ€"zkan M, Soy E (2007). Morphology, anatomy, hair and karyotype structure of Salvia blecharoclaena Hedge and Hub.-Mor. (Lamiaceae), endemic to Turkey. Pak. J. Biol. Sci. 10: 893-898. Metcalfe CR, Chalk L (1972). Anatomy of the dicotyledons, vol. II. Oxford University Press, Oxford. Navarro T, El Oualidi J (2000). Trichome morphology in Teucrium L. (Labiatae), a taxonomic review. Anales Jard. Bot. Madrid. 57:277–297. Sajjadi SE, Ghannadi A (2004). Volatile oil composition of the aerial parts of Ajuga orientalis L. from Iran. Z. Naturforsch. C. 59: 166-168. Shaheen AM (2007). Characteristics of the stem-leaf transitional zone in some species of Caesalpinioideae (Legumuninosae). Turk. J. Bot. 31: 297-310. Thorne RF (1992). Classification and geography of the flowering plants. Bot. Rev. 58: 225-348. Uysal Ä °, Ãâ€"ztà ¼rk M, Pirdal M (1991). Morphology, Anatomy and Ecology of Endemic Species of Sideritis trojana Bornm. Turk. J. Bot. 15: 371-379. Werker E, Ravid U, Putievsky E (1985). Structure of glandular hairs and identification of the main components of their secreted material in some species of the Labiatae. Israel J. Bot. 34: 31-45. 1 [a1]Should add faimly of this plant which is â€Å"Lamiaceae† [a2]Should add stem to be root, stem [a3]Remove â€Å"medicinal taxon† [a4]Should mention pith shape in the stem [a5]Better to be other world†detected† [a6]Should be â€Å"diastatic†

to build a fire :: Papers

To Build a Fire To Build a Fire A Paper Jack London?s short story, ?To Build a Fire?, incorporates the struggle for a man and his dog to survive the forces of nature. The story also demonstrates how man is a creature of intellect and dog is a creature of instinct. Ignoring advice about traveling alone in the brutal Alaskan winter, the man begins his journey with his dog. Never realizing the ramifications of exposure to such brutal weather when temperatures are fifty degrees below freezing, he pushes forward, thinking he can beat nature and reach the camp before dark. As he continues his excursion, chances for survival diminish when many mistakes are made attempting to build a fire. Also, the ignorance and conceit of this man would not allow him to follow the dog?s instincts in the freezing weather. Therefore, he succumbs to mother nature and dies. Consequently, the forces of nature are greater and can outsmart a foolish man. In the story called ?The Necklace?, Guy de Maupassant wrote about an unhapp y woman, Mathilde Loisel, who desired the riches of life. However, she was married to a man with minimal wealth. One day Loisel, her husband, surprised her with an invitation to an exclusive social gathering. Instead of responding with glee, she only could worry about how she would look for the event. She took the little bit of money they had and purchased a gown. Then Mathilde borrowed a beautiful necklace from a friend of hers. At the end of this special evening she realized that the necklace had been lost. Her and her husband took out many loans to pay for the replacement. All of their earnings went to pay these loans. After ten years of hardship the loans are paid and she meets the friend who lent her the necklace. Mathilde finally finds out that the original necklace was not even made of real gems.

Home Rule :: Essays Papers

Home Rule The Potato Famine, religious discrimination, and land issues caused tension in the Irish community. Home Rule, a measure of an independent government for Ireland, was the inevitable solution. It took more than two centuries for Ireland to gain its independence over Great Britain. With the Act of 1800, the British abolished Ireland’s Dublin Parliament. As a result, Irish members were forced to take their seats in Westminster (Walsh 1). This left the Irish with no government representation within the country. The Irish had a desire to control domestic affairs without any British involvement. Replaced by English traditions and emigration, the nationalist movement increased opportunity for change. By the mid 1880’s, Irish nationalism rose to great heights and Irish independence was at the forefront of politics (20). Charles Parnell became the leader of the revived Irish movement. He was named head of both the Irish Parliamentary Party and the National Land League. Parnell gained support from members of the Fenian movement, as well as newly elected British Prime Minister, William Gladstone. Gladstone was highly aware of the Irish predicament stating "My mission is to pacify Ireland" (21). His attempt at pacification started with the disestablishment of the Church of Ireland. In 1885, he introduced the First Home Rule Bill. Between the years of 1886 and 1921 there were four Home Rule bills submitted to Parliament. The Home Rule Bills provided a dual-bodied legislature strictly for local matters and Irish representation at Westminster to vote on Irish taxation. According to Taylor "It threatened to frustrate those (British) completely in that it provided for a sepa rate Irish parliament and an end to Irish representation in Westminster" (Taylor 772). This led way to views of republicans and revolutionaries after each bill was defeated. Home Rule had a huge effect on Irish society and Irish politics to which Ireland is shaped today. The Gaelic Revival was an attempt to re-introduce old Gaelic traditions to the Irish people. The Irish were fed up with British influence. The restoration of their culture would provide themselves with a national identity. As stated in Ireland’s Independence, "The period saw the emergence of a separate series of organizations – literary, sporting, political" (Walsh 18). The Gaelic Athletic Association (GAA), founded by Michael Cusak, promoted national games, such as hurling, football, and handball (Walsh 18).

Birthday party planning Essay

To be able to have the entire event completed, I should be able to give a strong impulsive attitude in knowing the different issues that needs consideration in the occasion. These considerations include the wants and needs of the celebrant and the guests who are to be involved in the occasion. It could be observed that through the familiarity that I would have on the personality and the needs as well as the wants of both the celebrant and the guests invited shall help me in becoming highly acquainted within the system of celebration that needs to be processed in arrangement. More than this, knowing the celebrant had been a huge advantage on my part. It could be noted that our friendship has particularly made the process of knowing what he wants made it much easier for me to take the necessary steps to be able to come up with the right theme that fits his personality and would likely make the process more personal for the celebrant and his guests. My interest in the occasion as well made the process of preparing and completing the entire program much easier to bear with. Most likely, this made the process of coming up with the actual plan much effective for application. Considerably, the enjoyment that I felt in preparing the occasion’s plan contributed to the success that I have made in the completion of the said party. The involvement of Jerry’s girlfriend in the planning scheme actually helped ease the process of completing the occasion’s finalization. Her suggestions and the ideas that she has along with my thoughts about the theme of the party went side by side in making the whole occasion strongly manageable and enjoyable. Because of the age of the celebrant, a â€Å"kiddie theme† of birthday party is surely inappropriate. Likely, harmonizing the party celebration’s theme with the age and personality of the celebrant is indeed an important aspect of planning. PERSONAL ESSAY Being personally attached to the celebrant both played as an advantage and as a disadvantage on my part as the planner. During the process, it could be observed that being attached to the celebrant made it easier for me to know what he wants, however, it also made me much concerned if he would approve of the theme of party that I may have planned to present to him and his girlfriend at first. However, accessing the said advantage on my part at best way that it could benefit my planning of the occasion made me more aware on the particular needs of the celebrant thus resulting to a more personally enjoyable party. Most likely, I consider this project as a primary basis of my becoming a more developed planner as well as a more professional events handler. I have learned much too from this particular occasion. One particular learning is that of the main concern of the every occasion whether may it be a birthday or any other parties is that it should not be overdone or lightly treated to be successful. In terms of values and morale, the parties should be well guarded from any particular misbehavior of any of the guests that may cause commotion during the entire occasion’s completion. Considerably, the process of planning the said party involved so many considerations on the personality of the celebrant and the people that were supposed to be invited during the occasion. Knowing what the said group of people wanted primarily helped during the process of formulating the whole approach to the party. Efficiency of planning actually made the entire approach to the party process much successful. Having been organized in everything else that concerned the entire occasion’s final completion was an essential primary process for the success of the entire birthday celebration. Fine oversight of a social gathering includes its planning and preparation. This does not require devising a catchy theme to make it unique or memorable, but it surely must be something that characterizes the one to whom the celebration is dedicated to. One more vital learning that I have garnered from planning this occasion is that it makes sense to invite only as many of your friends as can be supervised properly. Smaller gatherings are less likely to turn into â€Å"revelries,† or â€Å"wild parties. † This would make the entire occasion much meaningful and worth remembering for the celebrant. This way, the people invited are sure to have an enjoyment on the most common things that they share for entertainment thus making the whole planning of the party much easier to deal with. What are some things you can do at a gathering—besides simply watching TV, listening to music, or conversing? Likely, these questions were considerably answered as we tried to know how the celebrant would likely want the party to be completed. It was not simply about the fun or the enjoyment, it was something that needs to have been considered through understanding what the celebrant and his friends needed to be able to remember the entire party as a huge part of their personal advancement and their friendship’s stronger ties later on. Catering to the needs of more than just the celebrants had actually taught me the importance of being flexible and resourceful in handling the demands of each guest and the ones involved in parties. Likely, this learning could be applied to any other occasion that needs to be dealt with in planning later on. Planning the said party involved so much help as well from all the other guests who were highly concerned in the success of the occasion. This made me realize that asking the people concerned in the parties is a certainly helpful process for the success of any occasion’s planning process. Having them help in the process of getting all the necessary informations needed for the completion of the plan surely makes the process much manageable and applicable for celebration. This also made the occasion much personal and meaningful for the people who were invited and the person being celebrated in particular. Having an assistance from the people concerned in the occasion actually helped so much in gaining a considerably dine outcome of the party.

Human Resource Management on Sheraton Hotel Surabaya

Human Resource Function: Sheraton Hotel and Tower Surabaya Alex Chandra 3104009 Raymond Kurniawan Tjiadi 3104010 Kevin Krisnadi 3104802 Julian Giovanni 3104812 Anastasia Santoso 3114701 IBN – Fundamental of Human Resource Management Universitas Surabaya 1. Overview The origins of the brand date back to  1937  when  Ernest Henderson  and  Robert Moore  acquired the Stonehaven Hotel in  Springfield, Massachusetts. The chain got its name from another early hotel that the pair had acquired, which had a lighted sign on the roof saying â€Å"Sheraton Hotel† which was large and heavy and therefore too expensive to change. Instead, they decided to call all their hotels by that name. Henderson and Moore had opened three hotels in  Boston  by 1939, continuing with their rapid expansion opening properties along the entire East Coast. In the 1940s, Sheraton purchased the famousHotel Kimball  of  Springfield, Massachusetts, and transformed the 4-star hotel into The Sheraton-Kimball Hotel, attracting guests like President  John F. Kennedy. In 1945, it was the first hotel chain to be listed on the  New York Stock Exchange. In 1949 Sheraton expanded internationally with the purchase of two Canadian hotel chains. The 1960s saw the first Sheraton hotels outside North America with the opening of the Tel Aviv-Sheraton in February 1961 and the Macuto-Sheraton outside Caracas, Venezuela, in 1963. By 1965, the 100th Sheraton had opened its doors. The multinational conglomerate  ITT  purchased the chain in 1968, after which it was known as ITT Sheraton. In 1985 Sheraton became the first Western company to operate a hotel in the People's Republic of China, assuming management of the state-built Great Wall Hotel in Beijing, which became the Great Wall Sheraton. In 1994, ITT Sheraton purchased a controlling interest in the Italian CIGA chain, the Compagnia Italiana Grandi Alberghi, or Italian Grand Hotels Company, which had been seized from its previous owner, the  Aga Khan, by its creditors. The chain had begun by operating hotels in Italy, but overexpanded across Europe just as a recession hit. These hotels formed the core of what came to be the ITT Sheraton Luxury group, later Starwood's Luxury Collection. In April 1995, Sheraton introduced a new, mid-scale hotel brand Four Points by Sheraton Hotels, to replace the designation of certain hotels as Sheraton Inns. In 1998, Starwood Hotels & Resorts Worldwide, Inc. acquired ITT Sheraton, outbidding Hilton. Under Starwood's leadership, Sheraton has begun renovating many existing hotels and expanding the brand's footprint including their management contracting partnership with Pakuwon Jati Tbk to build Surabaya Sheraton Hotel and Tower. 2. Field Report Q: How important are the function of HRM and the contribution towards the performance of company as a whole? In the recruitment process, what method is used by Sheraton Hotel in choosing and selecting the new employee? What competence / requirement is the major concern? A:As important as the others. Human resource in nowadays has a role as a business partner rather than only recruiting agency that only need sharpness for recruitment. Skill can be taught. But behavior is more important. Sharing about their past (know people from the past. Not a formal interview but make the condition as comfort as possible). Q: About the training and development program, how Sheraton Hotel implement in training and developing the competence from the new and existing employee? What objective that Sheraton Hotel want to achieve? A: Not only work but also study. Training for 48 hours, the orientation is about brand and etc. Have it’s own culture. Service culture needed and built for years and become loyal. We can see from their will for change and develop. We have 4 kinds of training, in our own hotel, in the department training (refreshing the previous training), training analysis (according to appraisal), and the last is training abroad or seminar. Every month they send report and attendance. Q: Human Resource Department of course inseparable from the process of giving motivation both moral and materially. In the motivation of materially or incentive, what is your view about the role of incentive towards the performance of the company? What kind of criteria that awarded that kind of incentive? We have many kinds of motivation, like promotion, associate of the month, associate gathering, care share (can be redeem), president award (star of the month will be registered to the regional), and incentives for sales. We also have two kinds of incentives, cash incentives (quarterly) and trip incentives (yearly). Q: How Sheraton Hotel respond to the violation from rules that happen by the employees? What kind of approach that the Sheraton used? Department and Supervisor manage them. Light warning (discussed) and will be given to the employee a written warning. In relation to the safety function and health care of company to the employee, what implementation that Sheraton use? How Sheraton see that benefits? Is it only as a cost or expense that arise from obligations solely or as an investment in improving company performance? We have safety and security certification (checked from the third party). We also have training for new comers. Once in 3 months, there will be a evacuation practice without any announcement. We also have an emergency response team to ensure safety. We give 4 kinds of insurance that are jamsostek, old age insurance, inpatient, and life insurance. Q: Towards the rules for giving day off compensation that Sheraton give, is there any specific regulations? We give our employee 5 working days in a week. 9 hours per day (8 hours working, 1 hour for rest). We also have some rules for day off. For those who have work for 5 years or above, that will be 12 days off + 8 days. For those who have work for 10 years or above, that will be 12 days off + 20 days. For those who work more than 15 years, that will be 30 days off + 12 days. We treat associate like we treat our consumers. 3. Perception The Human Resources Department is responsible for employee compensation and benefits, policy development, recruitment, affirmative action, employee relations, training and development, administration of the Sheraton’s automated human resources/payroll system and maintenance of employee records. Sheraton Human Resources strive to: Maintain consistency across the organization with regard to human resource issues †¢ Ensure that the workforce reflects the diversity of the community it serves †¢ Ensure that all employees are treated with equal respect and dignity; †¢ Ensure that all employees understand the Sheraton's pay-for performance merit system †¢ Provide departmental support to ensure that Human Resource is an integral partner of every dep artment’s operations. A top priority for the department is to implement a corporate wide training and development program to enhance leadership skills among Sheraton’s employees and managers. Human Resources is also dedicated to meeting the highest level of customer service by providing prompt and accurate service in employee relations, recruitment, compensation and benefits. And lastly, the department is committed to make the service culture better and better among Sheraton Hotel employees to make them loyal. From the interview side we can see an interesting way that they interview them from their past. And we think their recruitment system as something unique. It’s very rare to see an interview like their system. They also respect their employee, by giving a good treatment from insurance, day off and incentives. They also consider the career of their employee by giving some promotion or president award that will make them registered to the regional. 4. Summary After conducting the interview to assess the human resource function in the Sheraton Hotel and Tower, we can conclude that Sheraton had been running the whole Human Resource Function that a company should have. The Sheraton’s HRM Function consists as follow: Staffing According to the Sheraton’s management, we could conclude an excellent performance that they had been conduct. Eventhough they said that their function is more than only recruiting, in reality they had been doing an effective yet proper staffing’s system in light of the type of the industry that they’re dealing. The high customer contact that they must face everyday had made them must modify their recruiting system into a system that emphasizing their behavior and attitude which is an important element in the service industry. Furthermore, they also make a strong highlight in the company’s culture that they always put into every associate’s mind. All of those strategies is conducted by Sheraton Hotel and Tower because in the service industry, technical advantages can be copied instantly by the competitors whereas an advantage in company’s culture can only built by years of improvement. Training and Development Sheraton Hotel and Towers treat their employee more than just an hourly labor or a machine to generate revenue. Moreover, they call the employee as â€Å"associate† that refer to their principle to treat employee as a business partner that can grow together as one entity. For this reason, they also said that they want to hire a F;B waiter that can be a F;B Director. It means that they had a very big concern in the development of their associate. Their commitment of 48 hours of training and development also show their leading advantages in the training and Development aspect because they saw Training and Development as an investment to achieve Higher Company’s performance through the improvement of their associate as the front line of their services. Empowerment In giving a motivation to their employee, Sheraton Hotel and Towers focuses not only in a narrow aspect but moreover they focus on every aspect that employee had achieved. For example, if other company only consider their employee achievement in the business aspect, such as sales performance, profit earned, market share, etc. , Sheraton also appreciate the achievement in other aspect such as internal relationship, social relationship between employee, etc. Furthermore, in line of their HRD’s goal to improve the performance of their associate, they make the incentive more frequent through giving cash incentive quarterly and also yearly trip incentive. The incentives also using the immaterial empowerement using associate recognition system such as romotion, associate of the month appreciation that made the employee focus on the performance and not the material. Safety and Healthcare Unlike manufacture company that rely on the machine that had 100% Performance Rating, high customer contact firm such as Sheraton rely mostly on their associate. Therefore, any absenteeism that caused on many factors to their employee will cause a severe loss to their company. Thus, they set a high standard on the safety and healthcare regulation, such as double the insurance from the Jamsostek standard and also give a full health benefit.