The Young Years Adoph Hitler Was Born On April 20, 1889 And Lived In

The young years: Adoph Hitler was born on April 20, 1889 and lived in south Austria. He left for high school at the age of twelve and did poorly and never did finish. In 1903, his father died when Hitler was only fourteen years old. In 1907, Hitler decided to leave for Vienna to attend the Academy School of Fine Arts. Due to his unsatisfactory drawings, Hitler failed to be accepted. Soon after that, he received a letter from his sister informing him of his mother's illness, cancer. Hitler headed back home to stay with his mother until the end. His mother died in the year of 1907, and Hitler tried again at the Academy School of Fine Arts. He was, again, rejected due to severe competition of acceptance. Hitler sold his paintings on the streets in order to survive. In August 1914, Hitler volunteered for the army. Later in his army career he received two of the most honorable awards, the first class iron cross. A man told Hitler of a rumor stating the Bavarian government is going to brea k away from Germany and join Austria. Outraged, Hitler gave many persuasive speeches on why the government shouldn't break away. Later Hitler took over a group and renaming it NSADAP, which is infamously known as the Nazi party. Hitler tried taking over the Bavarian government by force. This invasion caused his imprisonment of five years, but he happened to be released after about six months. While in prison, he began writing his book Mein Kamph (My Struggle). When Hitler was released from prison, he quickly found out that the Nazi party membership has fallen drastically. The party was no longer allowed to have private and public meetings and Hitler could no longer speak in public. Hitler was determined to bring the Nazi party back together. The party began to grow slowly and in secret, and after the stock market crash hundreds and soon thousands joined each month due to the public rallies produced by Hitler. With his popularity growing at an outrageous speed, Hitler decided to take over the whole country. Before the elections, he launched a major propaganda campaign. He soon won a seat in the Reichstag, German congress. Hitler had a chance at becoming Chancellor, but was beat out by the previous Chancellor, Charles Bruning. Now the Nazi was official the second largest party in the country, next to the Communist. Hitler was disgusted with the Communist party, and had their meetings attacked. At this time Hitler was not a German citizen, and a day before he was officially appointed Chancellor he became a German citizen. Hitler continued having storm troopers attacking Communist meetings. A close friend claimed to have official documents saying that the Communists were planning a revolution. The Reichstag was later set on fire, and Hitler believed it was the beginning of the Communist Revolution. The Nazi party was growing extremely fast, beating out the Communist party. In the Third Reich, Hitler had total control. Hitler came to realize that he must combine the powers of the president and the Chancellor. Though after the death of the President, he held an election to combine the companies. He launched another propaganda company, and he won. Hitler had total control, and he had to answer to no one. The expansion of on Germany began in 1938, when Hitler's army marched into Austria, and later into Czechoslovakia. The invasion of Poland 1939 triggered World War II, a war that last almost five years and cost the lives of nearly fifty million people. Hitler's intense racism led to the infamous Holocaust, in which, the exterminating of million innocent people, especially Jewish. On April 29, 1945, Hitler heard of Mussolini's death, and decided that he too should die. Then, he and Eva Braun, his girlfriend, sat on a sofa. He shot himself in his right temple as she bit into a poison capsule.

JP Morgan Chase †Information Systems Business Case

JP Morgan Chase – Information Systems Business Case Free Online Research Papers Questions Task One The case study gives an overview of J.P Morgan Chase’s move back from outsourcing. Discuss their Information Technology and Information Systems Strategy in relation to their business requirements. Task Two From your own knowledge of System Theory and System Development practice, discuss methods, which might be used for developing new systems following the merger with Bank One. Task Three Effectiveness of the Information System for the organisation and its users should be considered. Introduction J.P Morgan Chase is a financial holding company. It is the second largest financial services firm in the United States. The firm operates in more than 50 countries. Its principal banking subsidiaries include J.P Morgan Chase Bank National Association, which is a national banking association with location in 17 states; and the Chase Bank USA, National Association. J.P Morgan Chase also operates a principle non-banking subsidiary, J.P Morgan Securities Inc., which is an investment-banking firm in the United States. The firm runs additional set of businesses including its Private Equity and Treasury Businesses, corporate support companies, leasing companies, e-commerce companies, and a host of other financial services businesses. In 2002 J.P Morgan Chase made a major strategic decision. The firm struck a deal with IBM to outsource a significant portion of its IT infrastructure. In September 2004 J.P Morgan cancelled the remainder of the outsourcing contract with IBM after only 21 months seem expected. J.P Morgan Chase’s decision to reverse its IT Strategy, â€Å"Back-sourcing† its information technology, was triggered by a merger with Bank One Corporation in July 2004. Analysts predict that J.P Morgan Chase would look offshore for outsourcing arrangements in the future but would follow a diverse multi-source model rather than agree to a mega deal with a single vendor. Information Technology and Information Systems Strategy All organisations operate within an environment that influences the way in which they conduct business. Strategy development is strongly influenced by considering the environment the business operates in. Environmental influences are broken down into two categories, firstly Microenvironment which is the immediate competitive environment, and the secondly the Macro-environment which is the wider environment. For Information Systems and Information Technology strategy, the most significant environmental influences are those of the immediate marketplace, which is shaped by the needs of the customers and how services are provided to them through competitors and intermediaries and via upstream suppliers. Information Systems have become essential for helping organisations deal with changes in the global economies and the business enterprise. Information Systems provide firms with communication and analytical tools for conducting trade and managing business on a global scale. Information Systems are the foundation of new knowledge based products and services in knowledge economies Such as J.P Morgan Chase and help firms manage their knowledge assets. Information Systems make it possible for businesses to adopt flatter, more decentralised structures and flexible arrangements of employees and management. Organisations are trying to become more competitive and efficient by transforming themselves into digital firms where nearly all core business processes and relationships with customers, suppliers, and employees are digitally enabled, just as J.P Morgan Chase tried to do. There are five main key management challenges in building and using Information Systems. The first is designing systems that are competitive and efficient. The second is understanding the system requirements of the global business environment. The third is creating an information architecture and IT infrastructure that supports the organisations goals. The fourth is determining the business value of Information Systems and the fifth is designing systems that people can control, understand, and use in a socially and ethically responsible manner. The Seven R’s Paul Lickert refers to seven modern management imperatives as the seven R’s. The seven R’s highlight how an organisation must compete by using Information Systems strategy to respond to its external environment. 1. Reach – IS/IT both allow global competition and is required to compete; organisations need information and the tools to process it to allow quick, accurate response, anytime and anywhere; global competition implies information networks and inter-organisational systems 2. Reaction – IS/IT is needed to access and interpret customer feedback. Ti can be used to keep track of customers, products and projects – it is particularly important to bring order to data to facilitate fast and accurate response to so that managers will be able to anticipate customer needs to be flexible and quickly developed. 3. Responsiveness – there needs to be a rapid movement of product ideas to the market. Organisations need IS/IT to help manage this process: efficiency and speed as well as accuracy and reliability are required and information needs to be relevant and well formatted. 4. Refinement – More customer sophistication means increased turbulence in the market, so more information and the tools to manage and manipulate it are needed. Customers are better at communicating precise requirements, which means that niche market appear, grow and disappear rapidly. As a result increased breadth of information is required to create and market products. Also, customers respond well to systems that respond well to them. 5. Reconfiguration – As business processes need to evolve and adapt to market needs, there is a big impact on information resource requirements needed for organisational learning. Complex work structures generate complex data, and management support systems are needed to help manage continually evolving work patterns and structures. Also new architectures allow decentralisation of IS/IT and greater customer responsiveness. 6. Redeployment – Rapid redeployment of resources is required to meet the customer’s needs. An Organisation needs to able to visualise complex arrangements for resources and models to manage them. Therefore, it is necessary to maintain detailed, relevant information on resources at all times and be able to redeploy them. Information itself has become a competitive resource, as well as allowing more control over other resources. 7. Reputation – IS/IT can be used to support product development, testing, marketing and customer post-sale service. It can also help to reduce the gap between expectation and performance. Organisations need to enhance the quality and reliability of the product, and the Information Systems can help in such areas as quality benchmarks, measurement and group-based control techniques. There are four tools used to provide a firm foundation for further analysis of the IS/IT strategies. Each tool examines in the context of the way in which it can be used to help derive an IS Strategy that is an integral part of an organisation’s business strategy. 1. Porter and Miller’s Five Force Model Porter and Miller’s five-force model is a model for analysing the different external competitive forces that affect an organisation and how information can be used to counter them. These five forces can exert a profound influence on how business is conducted. If the model is to be used successfully, it will require a thorough analysis of the industry under consideration. Of itself, the resulting information will not automatically generate a business strategy for the organisation. However, it will create a vivid picture of the market environments within which the organisation is operating and provide some pointers towards avenues of further investigation. The five forces are: Rivalry between existing competitors. Threats of new entrants. Threats of substitutes. Power of the Buyers. Power of the suppliers. The value of this model is that it encourages an organisation to look inside itself in the context of the external environment. Porter and Miller’s Five-Force Model 2. Porter’s Competitive Strategies Related to his work on the five forces, Porter proposed three different competitive strategies that could be used to counter these forces, of which the organisation may be able to adopt one. Once a competitive strategy has been identified, all marketing efforts can be applied to achieving this and IS can help support the aim. The three competitive strategies are: Overall Cost Leadership – Firm aims to become the lowest-cost producer industry Differentiation – creates a product perceived industry-wide as being unique. Focus or Niche – This involves identifying and serving a target segment very well There is also a possible undesirable outcome: Stuck in the middle – the firm is unable to adopt any of the above approaches arid, therefore, it is ultimately at the mercy of competitors that are able to offer these approaches. 3. Value Chain Analysis This is an analytical framework of decomposing an organization into its individual activities and determining the value added at each stage. In this way, the organization can assess how effectively resources are being used at the various points on the value chain. Value chain analysis makes a distinction between primary activities, which contributes directly to getting goods and services closer to the customer and support activities to take place. Primary activities can be broken down into five areas: Inbound Logistics Outbound Logistics Operations Marketing and sales Service Secondary activities fall into four categories: Corporate administration and infrastructure Human resource management Technology development Procurement It is probably easier to see how IS can be applied within this model than in the five forces model. 4. Critical Success Factor Critical Success Factors are measures that indicate the performance or efficiency of different parts of the organization. Good performance of processes measured by these factors is vital to the business unit or organization. This technique is one of the most useful for an organization in pinpointing what is its precise information needs. Critical Success Factors will exist in every functional area of the business and they indicate those things, which must be done right if that functional area is particular, and the organization as a whole are to flourish. Critical Success Factors will also relate to the level within each functional area. Once the Critical Success Factors have been determined across process and hierarchical levels, it is possible to consider the key decisions that have to be made if those Critical Success Factors are to be achieved. Systems Theory Systems Development Practices There are nine principles of the dynamic systems development methodology. 1. Active user involvement is imperative 2. DSDM teams must be empowered to make decisions 3. The focus is on the frequent delivery of products 4. Fitness for business purpose is the essential criterion for acceptance of deliverables 5. Iterative and incremental development is necessary to converge on an accurate business solution 6. All changes during development are reversible 7. Requirements are baseline at a high level 8. Testing is integrated throughout the life cycle 9. A collaborative and cooperative approach between all stakeholders is essential SSASM and the Waterfall Model Although complex, SSDAM as a methodology only covers part of the system development process, as the name of methodology suggest, the emphasis is on the analysis and design. However, given the importance of having system requirements determined correctly before further developments take place, this is perhaps understandable. The attention is now turned on what the traditionalists would regard as very antithesis of a proper structure of methodology that is rapid application development. The traditional waterfall or SDCL model as described previously was discussed in the context of a system that acquired using a bespoke development approach. For Package software, that application of the SDCL stages would be: Initiation Feasibility Analysis Design Build Implementation/changeover Maintenance and review The RAD Approach Avison and Fitzgerald (2002) outlined and approach to rapid application development, which embraces many of the principles outlined in the principles of the dynamic systems. For them, the RAD approach: Is based on evolutionary prototyping rather than the traditional lifecycle approach It identifies key users and involves them in workshops at the early stages of development It obtains commitment from the business users It requires the use of CASE (computer-aided software engineering) tools for system building. Typical RAD activities include: Joint requirements planning (JRP) to determine high level management requirements Joint application design (JAD) using prototyping tools to explore processes, interface, screens, reports, dialogues, etc., which are then developed and modelled using entity modelling, dataflow diagrams, action diagrams and function decomposition diagrams Transformation of user design and code generation, often with the assistance of CASE tools A cut over phase involving more testing, functional level training, training for organisational change and adaptation, conversion, parallel running and, finally, live running. The result of the rapid application development approach should be new information systems that more closely meet the requirements of the intended users, not least because the requirements will not have changed significantly over a relatively short development timescale. For this reason I would recommend that J.P Morgan Chase use the RAD Approach to develop new systems following the merger with Bank One. Effectiveness of Information Systems Abrupt changes in the economic environment are forcing businesses to absorb and integrate new ways of delivering value to their customers. The opening of new markets, the increase in globalization, and the growth in cross-border mergers and acquisitions have focused the attention of many companies on how best to deliver their products and services across a complex network of suppliers, manufacturers, and intermediaries. Greater differentiation of products and services through an emphasis on customer service combined with the emergence of new technology has provided an incentive for many companies to rethink their business models. At the same time, many companies are recognizing that, in order to provide global reach and local responsiveness, the traditional vertically integrated business model requires re-evaluation. To meet these growing challenges, more and more companies are looking to co-operate with their supply chain partners. In order to gain supply chain efficiencies, companies need to exchange large amounts of planning and operational data, ranging from information for annual contracts and periodic progress reporting to real-time delivery and invoicing data. The emergence of the Internet and new software applications has provided an opportunity for some companies to move towards an extended enterprise business model-one that enhances value across traditional corporate boundaries. To support the transfer of information between supply chain partners there is a requirement to utilize technology in an effective way. But in the last decade, business information systems development has focused on internal process integration of traditional functions, such as sales, production, and materials management. The prime driver of this trend has been the implementation of Enterprise Resource Planning (ERP) systems, such as SAP R/3, Baan, and Oracle. Managing Treats In general terms, threats to information systems can be managed using basic approaches and techniques: Firewalls – Firewalls act as a barrier between an information system and the Internet. The software attempts to monitor and control all incoming and out going traffic in an attempt to prevent outsiders gaining access to the information system. Intrusion detection software – this type of software monitors activity on the network in order to identify intruders. Typically the software will look for characteristic patterns of behaviour that might identify the fact that someone has gained assess to the network AI software – many organisations have begun to develop applications that use artificial intelligence in order to detect intrusion attempts or unusual activity that might indicate a breach in security. Bibliography Bakos, J. Yannis, Dependent Variables for the Study of Firm and Industry Level Impacts of Information Systems, Proceedings of the Fifth International Conference on Information Systems, 1995 pp. 10-23 Barki, H and S.L. Huff, Implementing Decision Support Systems: Correlated of User Satisfaction and System Usage, INFOR, Vol. 28 No. 2, May 1990, pp. 89-101 Crowston, Kevin and Michael E. Treacy, Assessing the Impact of Information Technology on Enterprise Level Performance, Proceedings of the Sixth International Conference on Information Systems, 1986, pp. 299-310 Hirschheim, Rudy and Heinz K. Klein, Four Paradigms of Information System Development, Communications of the ACM, Vol. 32 No. 10, October 1989, pp. 1199-1215 From Adam Smith to Michael Porter: Evolution of Competitiveness Theory Page 212 by Dong-Sung Cho, Hwy-Chang Moon, Tong-Song Cho Making Good in Business 1921 Page 2 by Roger W Babson 2003 176 pages Marketing Insights from A to Z: 80 Concepts Every Manager Needs to Know Page 21 by Philip Kotler Business Information Systems By Paul Bocij, Dave Chaffey, Andrew Greasley Simon Hickie. Research Papers on JP Morgan Chase - Information Systems Business CaseThe Project Managment Office SystemOpen Architechture a white paperPETSTEL analysis of IndiaBionic Assembly System: A New Concept of SelfAnalysis of Ebay Expanding into AsiaIncorporating Risk and Uncertainty Factor in CapitalMoral and Ethical Issues in Hiring New EmployeesRiordan Manufacturing Production PlanRelationship between Media Coverage and Social andStandardized Testing

The negative effects of milk products on the human body Essay

The negative effects of milk products on the human body - Essay Example On the other hand, mothers' milk has six to ten times as much of the essential fatty acids, especially linoleic acid which cow's milk does not have. While animals stop taking in milk from weaning however, man is known to continue with his fill, and is in fact the only specie that drinks the milk of other species. On television healthy, beautiful people claim milk is good for the body. Dieticians insist that one has got to have milk to have calcium. Milk producers likewise advocate the benefits of calcium, vitamin D, and other nutrients. Meanwhile, mothers insist on their children to drink their milk, and schools include milk in their feeding programs. For many years also, people are taught that dairy products make up an "essential food group." And yet amidst this din, there are those who claim that milk is poison, and mention possible links to cancer or other diseases. Yet, people have grown so comfortable consuming milk and eating milk products, and for this, many do not give a second thought to the possible negative effects of milk. Worse still, they do not want to give up milk. ... n intestinal colic, intestinal irritation, intestinal bleeding, anemia, allergic reactions in infants and children as well as infections such as salmonella. There is the fear of viral infection with bovine leukemia virus or an AIDS-like virus as well as concern for childhood diabetes. Also discussed in these literatures is contamination of milk by blood and pus as well as a variety of chemicals and insecticides. Among children the problems were allergy, ear and tonsillar infections, bedwetting, asthma, intestinal bleeding, colic and childhood diabetes. In adults the problems seemed centered more around heart disease and arthritis, allergy, sinusitis, and the more serious questions of leukemia, lymphoma and cancer. According to Kradjian, none of the authors said milk was a perfect food. As if to concur to findings that milk is not good for the human body, its composition is now being sought to be altered but that it is accepted that only one institution is incapable of doing this venture.3 The following discussions include why milk and dairy products are bad, the effects of ingesting milk and dairy products, and the alternatives. It also includes the stand of the government on these products and the stand of doctors. A conclusion at the end repeats the paper's thesis that milk is bad for the body due to these named deficiencies and negative effects on the human body. Why milk and dairy products are bad Not a perfect food. That milk is a perfect food is a dairy industry myth.4 Outside of milk containing a wide range of disease-causing substances that can have a cumulative negative effect on all who consume it, milk lacks other elements.5 In 1930 Dr. G.O. Burr in Minnesota working with rats found that linoleic acid deficiencies created a deficiency syndrome. This

World Architecture and Reflective Practice Essay

World Architecture and Reflective Practice - Essay Example World Architecture and Reflective Practice This break produced by Utzon’s dismissal from the project in 1966 in the face of contentious outlay and time overruns, and the architects re-involvement with his project thirty years later to oversee future transformations to the Sydney Opera House. A key cultural centre for Sydney and its sitting at Bennelong Point has received constant debate since 1940s. Utzon’s design impression engaged unexpected architectural outlines and required solutions that demanded new technologies and materials. Up till now there was strength and enthusiasm to discover new perceptions in the postwar years in Australia (Anderson, 2005). There was an impulsion in some camps to reform Sydney into a new cultural capital and this increased following the decision to host the 1956 Olympic Games in Melbourne. A further major catalyst behind the origin of the Sydney Opera House was the then Prime Minister vision of creating the Sydney Opera House that would have huge cultural effects on Australian s ociety. The Sydney Opera House is frequently viewed as being built in three phases and this is important in comprehending the history of the three major features of its architectural constitution, including the platform, the arched shells and the glass walls as well as the interior. Architect Utzon thought of all the general design and managed the construction of the platform and the arched shells. The glossy walls and interiors were design and their construction was monitored by architect Peter Hall and NSW regime. Ove Arup & Partners offered the engineering knowledge for all three phases of construction, working with the construction contractors. Design was directly tangled and this was a different aspect of the Sydney Opera House. Utzon’s innovative design in unison with his revolutionary technique to the building of the structure nurtured an outstanding collaborative and inventive climate. His cooperative model marked a breach from traditional architectural practice at th e period. The distinction of architecture and engineering that had started in the nineteenth century did not react to the sophisticated nature of modern architecture. The determination for new architectural outlines utilizing new materials required new approaches and architects in some states has began pursuing more inventive contribution from engineers. The scope of construction of the Sydney Opera House was immense. The design from the location and the construction of the shell structure demanded the world’s biggest crane. The Sydney Opera House took sixteen-years to construct at a projected $102 million. Likely the most important aspect of the entire Sydney Opera House tale is the magnificent fact that in a modern society with all its checks and balances (Andersen, 2005). The Sydney Opera is one of Australia’s iconic structures and it acknowledged across the globe. It has become an international embalm of Australia. The Danish architect Jorn Utzon won the architectu re competition established by NSW government for the structure in 1957, and the construction began 1959. The design created by Utzon was architectural feat that never been witnessed before. Utzon was still capable of changing the geometry of his design even after 4 years of building. For that reason his new design was able to save time and cost of construction. The project experienced a lot of delays and cost over-runs that were uncertainly blamed upon Utzon. In 1956 a new regime was appointed in NSW and

Platos Apology Of Socrates Essay Example for Free

Platos Apology Of Socrates Essay INTRODUCTION Plato makes it clear, especially in his Apology of Socrates, that he was one of Socrates’ devoted young followers. In that dialogue, Socrates is presented as mentioning Plato by name as one of those youths close enough to him to have been corrupted, if he were in fact guilty of corrupting the youth,[1] and questioning why their fathers and brothers did not step forward to testify against him if he was indeed guilty of such a crime. The relationship between Plato and Socrates is not unproblematic. The charges against Socrates says that he has two sets of accusations: the old, longstanding charges that he is a criminal, a busybody, and a curious person who makes inquiries into the earth and sky, and the recent legal charges that he is guilty of corrupting the young, and of believing in supernatural things of his own invention instead of the gods recognized by the State.[2] Which he terms as charges stemmed from years of gossip and prejudice against him and hence was unanswerable. The trial of Socrates is the central, unifying event of the great Platonic dialogues.   The causes that occasioned this Apology were as follow: Aristophanes, at the instigation of Mellitus, undertook, in his comedy of the clouds, to ridicule the venerable character of Socrates, on the stage; and the way being once open to calumny and defamation, the fickle and licentious populace paid no reverence to the philosopher, whom they had before regarded as a being of a superior order.[3] When this had succeeded, Melitus stood forth to criminate him, together with Anytus and Lycon; and the philosopher was summoned before the tribunal of the Five Hundred. He was accused of making innovations in the religion of his country, and corrupting the youth. However, as both these accusations must have been obviously false to an unprejudiced tribunal, the accusers relied for the success of their cause on perjured witnesses, and the envy of the judges, whose ignorance would readily yield to misrepresentation, and be influenced and guided by false eloquence and fraudulent arts. In the Apology, Socrates tries to dismiss rumors that he is a sophist and defends himself against charges of disbelief in the gods and corruption of the young. Socrates insists that long-standing slander will be the real cause of his demise, and says the legal charges are essentially false. Socrates famously denies being wise, and explains how his life as a philosopher was launched by the oracle at Delphi. He says that his quest to resolve the riddle of the oracle put him at odds with his fellow man, and that this is the reason he has been mistaken for a menace to the city-state of Athens. THE APOLOGY of SOCRATES Socrates begins by saying he does not know if the men of Athens (his jury) translation often says â€Å"gentlemen,† have been persuaded by his accusers.[4] Plato often begins his Socratic dialogues with words that indicate the overall idea of the dialogue; in this case, I do not know. Indeed, in the Apology Socrates will suggest that philosophy consists entirely of a sincere admission of ignorance, and that whatever wisdom he has, comes from his knowledge that he knows nothing. Socrates asks the jury to judge him not by his oratorical skills, but by the truth. Socrates says he will not use ornate words and phrases that are carefully arranged, but will speak the chance thoughts that come into his head. I know not, O Athenians, how my accusers may affect you: I indeed have through them almost forgotten myself, so persuasively have they spoken; though, as I may say, they have not asserted any thing, which is true. However, among the multitude of their false assertions I am most surprised at this, in which they say that you ought to beware of being deceived by me, as if I were an eloquent speaker. For that, they should not be ashamed of asserting that which I will immediately confute in reality, since in the present instance I shall appear to you to be by no means eloquent, this seems to me to be the consummation of impudence; unless they call him eloquent who speaks the truth. The three men who brought the charges against Socrates were Anytus, son of a prominent Athenian, Anthemion. Anytus makes an important cameo appearance in Meno. Anytus appears unexpectedly while Socrates and Meno are discussing the acquisition of virtue. Having taken the position that virtue cannot be taught, Socrates adduces as evidence for this that many prominent Athenians have produced son’s inferior to themselves. Socrates says this, and then proceeds to name names, including Pericles and Thucydides. Anytus becomes very offended, and warns Socrates that running people down could get him into trouble someday. Meletus, the only accuser to speak during Socrates’ defense. He is mentioned in another dialog, Euthyphro, but does not appear in person. Socrates says there that Meletus is a young unknown with hooknose. In the Apology, Meletus allows himself to be cross-examined by Socrates and stumbles into a trap. Apparently not paying attention to the very charges he is bringing, he accuses Socrates of atheism and apparently, of believing in demi-gods. Lycon, about whom little is known; he was, according to Socrates, a representative of the orators. O Athenian, I should answer the first false accusations of me, and my first accusers, Socrates claims to never have been a teacher, in the sense of imparting knowledge to others. He cannot therefore be held responsible if any citizen turns bad. If he has corrupted anyone, why have they not come forward to be witnesses? Alternatively, if they do not realize that they have been corrupted, why have their relatives not stepped forward on their behalf? Many relatives of the young men associated with him, Socrates points out, are presently in the courtroom to support him.[5] For many have been accusers of me to you for many years, and who have asserted nothing true, of whom I am more afraid than of Anytus and his accomplices, though these indeed are powerful in persuading; but those are still more so, who having been conversant with many of you from infancy, have persuaded you, and accused me falsely.[6] For they have said, that there is one Socrates, a wise man, studious of things on high, and exploring every thing under the earth, and of believing in supernatural things of his own invention instead of the gods recognized by the State. These men, O Athenians, who spread this report, are my dire accusers. For those who hear it think that such as investigate these things do not believe that there are gods.[7] In the next place, these accusers are numerous, and have accused me for a long time. They also said these things to you in that age in which you would most readily believe them, some of you being boys and lads; and they accused me quietly, no one speaking in my defence. Such however, as have persuaded you by employing envy and calumny, together with those who being persuaded themselves have persuaded others. Consider, therefore, as I have said, that my accusers are twofold, some having accused me lately, and others formerly; and think that it is necessary I should answer the latter of these first; for you also have heard these my accusers, and much more than you have those by whom I have been recently accused. Be it so. I must defend myself then, O Athenians, and endeavor in this so short a space of time to remove from you the calumny that you have so long entertained. I wish, therefore, that this defence may effect something better both for you and me, and that it may contribute to some more important end. I think however that it will be attended with difficulty, and I am not entirely ignorant what the difficulty is. At the same time let this terminate as Divinity pleases. It is my business to obey the law, and to make my apology.[8] Conclusion Socrates concludes this part of the Apology by reminding the jurors that he will not resort to the usual emotive tricks and arguments. He will not break down in tears, nor will he produce his three sons in the hope of swaying the jurors. He does not fear death; nor will he act in a way contrary to his religious duty. He will rely solely on sound argument and the truth to present his case.[9]Socrates punishment speech angered the jurors. 360 of them voted for the death penalty; only 141 voted for a fine of 3,000 drachmae. Now Socrates has to respond to the verdict. He first addresses those who voted for death. He claims that it is not a lack of arguments that has resulted in his condemnation, but rather his unwillingness to stoop to the usual emotive appeals expected of any defendant facing death. Again, he insists that the prospect of death does not absolve one from following the path of goodness and truth. To those who voted for his acquittal, Socrates gives them encouragement: He says that his daimon did not stop him from conducting his defence in the way that he did as a sign that it was the right thing to do. Therefore, death must be a blessing. It is either an annihilation (thus bringing eternal peace from all worries, and therefore not something to be truly afraid of) or a migration to another place to meet souls of famous people such as Hesiod and Homer and heroes like Odysseus. With these, Socrates can continue his task of questioning. Bibliography Leo Strauss. Socrates and Aristophanic. New York, 1966. [1] Pp 82-2 [2] Pp83- 2 [3] Pp 84-1 [4] Pp 82-2 [5]pp143-1 [6] Pp 138-2 [7] Pp 84-2 [8] Pp 180-2 [9] Pp163-4

Pathogenesis of Anthrax :: Anthrax

There are two main factors that are important for an anthrax infection: bacterial proliferation (growth) and invasion of organ systems and the â€Å"†¦cytotoxic effect of anthrax toxin, with eventual organ failure and death† (Karginov). The first factor occurs once the host has been infected. This infection will never be reached if it were not for a very important characteristic of the bacterium: its ability to form spores. Sporulation occurs in the soil and on culture media but â€Å"†¦not in living tissue, unless exposed to air† (Sakarya). These spores are formed by B. anthracis in soil when the environment becomes inhospitable to growth due to a variety of factors including drought, excessive heat, lack of nutrients, or presence of harsh chemicals. The formation of a spore begins when a bacterium replicates its chromosome and places it within a hard shell. Once the outer cell wall dissolves, the endospore (â€Å"inner spore†) is released. This spore can lie dormant in its environment for a long period of time and survive many harsh conditions. Once the environment is favorable for growth, â€Å"†¦the spore will rehydrate to form a vegetative bacterium† (Campbell). Endospores are highly resistant to UV light, temperature extremes, high pH, drying, high salinity (salt) levels, different types of disinfection, and even time. An experiment conducted at Iowa State University in 1978, â€Å"†¦showed that a 50-year old vial of anthrax spores could still give rise to live bacteria† (Boyer). The two main methods for killing spores are incineration and high-pressure steam. The temperature required by these methods that will result in spore death is 240?F. Most laboratories and hospitals use similar conditions to sterilize instruments in an autoclave. Without the help of these spores, the chance for infection by B. anthracis would decrease dramatically. Once a host is infected by the spores and germinates, producti on of a capsule and three toxin proteins takes place. This leads to an important factor of anthrax infection involving the three toxin proteins: protective antigen (PA), edema factor (EF) and lethal factor (LF). To produce â€Å"†¦active toxins, PA must bind to cellular receptors and then to either EF or LF†(Joellenbeck). Binding of the protective antigen to either of the other two toxin proteins will form â€Å"†¦complexes which penetrate the patient’s cells to cause massive cell swelling and rapid cardiovascular collapse† (Hersack). These complexes will contribute to causing the disease. The edema toxin forms edema, which might â€Å"increase host susceptibility to infection with B.

Child Favoritism Essay

Do parents really have a favorite child? According to â€Å"The Science of Favoritism† by Jeffrey Kluger, yes, parents do have a favorite child although they try very hard to hide it. This article is about parents having a favorite child and the science behind it. It also talks about how nature plays a role in child favoritism, how favoritism is influenced by gender, and what it feels like to be the second best. Not only does Jeffrey Kluger bring up great points throughout his article but he has many examples of real life situations from interviewing people. For example, when going and actually watching various siblings and parents, Catherine Conger, found that â€Å"70% of fathers and 65% of mothers actually do have a favorite child† (Kluger 44-50). She says that â€Å"these numbers are probably even higher because parents try very hard to try and hide their favoritism† (Kluger 44-50). The author relates child favoritism to how it works in nature. Parents want their kids to be the best and most successful out of all the other kids. Just like with animals, parents will pick the strongest, healthiest child to be the favorite and this is mainly because of genes and reproduction. Douglas Mock says that â€Å"we are like the black-eagle who has more than one kid for insurance purposes† (Kluger 44-50). The second or third child would be considered insurance in case the first kid is not strong or smart enough, but if the first child is superior then the policy is terminated. With gender roles in favoritism, the author states that the mother may pick the first son as her favorite and the father may pick the youngest daughter as his favorite. Douglas Mock shows many examples of how this is true and writes that girls will follow in their father’s footsteps where as the boys will follow in their mother’s footsteps. When talking about being second best, the article shows how not being the favorite is very hard on a child. Clare Stocker did a study on 136 sibling pairs and found that the child being loved the less will usually develop depression and low self-esteem. This doesn’t mean that that most favored child will always be the most successful. Child favoritism can also damage the favorite child because they may be used to getting everything and may not develop certain skills. I find all this evidence very compelling, and being the second child and youngest of two sons, I believe a lot of what this article says is true. I also think a lot of it depends upon who the parents are and I don’t totally agree with some of the points made. Yes, my brother is bigger and stronger, but I am probably healthier and smarter. We both have our perfections and we both have our flaws but I would say we are both equal. That doesn’t mean our parents don’t have favorites, because I’m sure they do but I would say it changes from time to time. This article can be used by many people but there is a specific audience that can really benefit from reading this article. I would say the author was trying to reach either young couples thinking about starting a family, couples that have recently started a family, or couples that have already gone through parenting. He would try to reach young couples either thinking about a family or young couples that just started a family because it would be helpful for them to know this information and would hopefully lead to better parenting and decision making so their kids, either the second best or even the favorite, don’t end up totally damaged. The author would also be trying to reach couples that have gone through parenting and all their kids are grown up because maybe they need to help the child that wasn’t loved as much. I think that the author effectively addressed the target audience especially with all the stories and research he found and put in the article. Work Cited Kluger, Jeffrey. â€Å"Why Mom Liked You Best: The Science of Favoritism.† Time. 02 10 2011: 44-50. Print.