Thursday, May 21, 2020
ANTHROPOMETRIC PREDICTPRS OF QUADRUPLE HAMSTRING GRAFT DIAMETER FOR ACL RECONSTRUCTION Naiyer Asif INTRODUCTION Among ligament reconstruction, the anterior cruciate ligament (ACL) is the most commonly reconstructed ligament of the knee. Many graft options are available for ACL reconstruction. BoneÃ¢â¬âpatellar tendonÃ¢â¬âbone autograft has rigid fixation and has bone-to-bone healing, but it has donor site morbidity, among the complications ,anterior knee pain is the most common. The Ã¢â¬Å"quadrupled hamstring autograftÃ¢â¬ is obtained by harvesting the semitendinosus and the gracilis tendons at the pes anserinus and then folding them over twice to create 4 strands. Failure, however can be prevented using a graft that is significantly stronger than the native ACL, and graft strength has been found to be directly propotional to the cross-sectional area of the graft. Scott and Insall concluded that the length of normal ACL is 38mm (25Ã¢â¬â41mm) and the width is 10mm (7Ã¢â¬â12mm), on average In order to have a optimal 7cm quadrupled graft construct for ACL reconstruction (2cm in the femoral tunnel, 3cm intra articular, and 2cm in the tibial tunnel), it is essential to obtain a minimum tendon length of 28cm (ranged from 28 to 30cm) and it should have a minimum thickness of 7mm. Grafts used for ACL reconstructions which have smaller thickness have been shown to be weaker graft length could also inÃ¯ ¬âuence the thickness by multiple looping. Sometime harvesting an adequately sized hamstring graft may not
Wednesday, May 6, 2020
The Space Race was a 20th century competition between the former Soviet Union and United States for dominion in spaceflight capability and is still an event that generates controversy. Historians and contemporary analysts who claim the United States won the space race frequently cite Ã¢â¬Å"the landing of Apollo 11 on the moonÃ¢â¬ as the sole reason why the nation won. However, while this event was indeed a triumph, it was stimulated by a series of consecutive feats by the former Soviet Union. The U.S.S.R. was the victor of the space race because it successfully launched the worldÃ¢â¬â¢s first artificial satellite, the Sputnik 1, leading directly to the launch of the first living creature into space with the Sputnik 2. Later, the U.S.S.R launched the first human into orbit inducing future endeavors like the launch of the first woman in space and the first-ever spacewalk. The U.S.S.R. then Ã¢â¬Å"kicked off the era of manned space stations with its Salyut series of orbital outpos tsÃ¢â¬ as the series fostered the development of the Mir space station. In essence, although these events were paralleled with the prompted creations and developments from the United States, the former Soviet UnionÃ¢â¬â¢s space accomplishments paved the way for future innovations in space. As a result of the successful launch of the worldÃ¢â¬â¢s first artificial satellite (the Sputnik 1) that led directly to the launch of the first living creature into space (with the Sputnik 2), the U.S.S.R. was the winner of the space race. PriorShow MoreRelatedTaking a Look at the Space Race850 Words Ã |Ã 3 Pagestook a more subtle route of impact on Soviet society and culture. Space exploration in the Soviet Union and across the world took a huge leap forward toward the end of the 20th century. Namely, the Space Race between the Soviet Union and the United States of America lasted from the 1950Ã¢â¬â¢s to the 1970Ã¢â¬â¢s and engaged the country in an intense competition to the moon. While the Space Race did focus on achieving greatness in space, a deeper analysis showed that it revolved around the desire to obtainRead MorePros And Cons Of The Space Race1669 Words Ã |Ã 7 Pages o | Course Title | Date Contents: o Introduction to the Space race P, 2 o what is the space race and who was involved? P, 3 o Nasa p. 4 o when did it occur p. 5 o COLD WAR p. 6 o proÃ¢â¬â¢s and conÃ¢â¬â¢s p.Read MoreSpace Exploration : The Space Program Essay1659 Words Ã |Ã 7 Pages The Space Race sparked an era of ingenuity and technological advancement that no one had seen before the Cold War. Once Russia launched Sputnik (Ã¢â¬Å"travelerÃ¢â¬ in Russian), the worldÃ¢â¬â¢s first man made satellite, on October 4th, 1957 the race was on. The race also lead to several advancements in technology and education because of increased funding to make sure America got ahead of Russia. Many of these technologies are used today and many donÃ¢â¬â¢t know they are a result of the space program. From LEDs toRead MoreWe Chose the Moon983 Words Ã |Ã 4 PagesJuly 21st, 1969 the whole world stopped to watch as Neil Armstrong took his first steps, making manÃ¢â¬â¢s first footprints on the surface of the Moon. Meanwhile, tensions between the United States and the Soviet Union were growing and the heat of the arms race was smoldering. Upon the conclusion of the mission, Apollo 11Ã¢â¬â¢s crew of three was successfully recovered along with the photographs taken on the lun ar surface; many of which are quite iconic to this day. However, one in particular stood out with respectsRead MoreThe National Aeronautics And Space Administration1405 Words Ã |Ã 6 Pagesthis statement about the future of the human race isnÃ¢â¬â¢t absolutely terrifying then a reevaluation of your major concerns is necessary because you are missing the ingrained human instinct of survival. While the impending doom of Earth and everyone on it should be an issue of the utmost importance, the voting population and Congress of the United States seem to disagree. This opinion is apparent when looking at the funding of the National Aeronautics and Space Administration, more commonly known as NASARead MoreWorld War II : A Watershed Event1690 Words Ã |Ã 7 Pagesimportant events that occurred were the arms race and the space race. Ã¢â¬Å"An arms race denotes a rapid increase in the quantity or quality of instruments of military power by rival states in peacetime. A close examination of the historical evidence reveals a different picture. Political purposes almost always drive and govern arms races. It is common for a major race to be initiated by a state interested in changing the political status quoÃ¢â¬ (Arms Race). The arms race was a major rearmament between the USSRRead MoreThe Evolution Of The Spacecraft1279 Words Ã |Ã 6 Pageson the moon in February 1971 (8). Space travel had humble beginnings with the first object reaching space orbit in the late 1950s. Technology improved such that a rocket could be sent to the moon. Studying space teaches us about our universe and our own planet. The space craft that scientist predict in the future will travel further into the unknowns of space. In this research paper I will outline the history, the benefits, the present state, and the future of space travel. The construction of theRead MorePublic Space, Race Street Pier1509 Words Ã |Ã 7 PagesObservation For the final Philadelphia Experience report, I decided to observe a public space, Race Street Pier. To get to the pier you can either walk or drive a car there. Since I donÃ¢â¬â¢t live in the city, I had to drive. Once there, I approached a big black gate that was wide open with the name of the pier on it. Walking from the busy street behind me, I wandered into a tree covered garden with two possible paths to pick from. I chose the one on the left. This path was lined with trees and lightsRead MoreMoon Landing Hoax1034 Words Ã |Ã 4 PagesS. Government was desperate to beat the Russians in the space race, faked the lunar landings by having NASA. Stage the whole thing. There has been a number of people who believe the moon landings never actually happened, faked right before our eyes maybe by our own government and other organizations.Our Government merely could have cheated public people out of billions of tax dollars just so they could beat the soviet union in the space race. N ASA could have easily tampered with the photos tapes andRead MoreJust Walk On By Brent Staples Analysis740 Words Ã |Ã 3 Pagespeople, certain types of individuals are treated like outcasts because of their race. In Ã¢â¬Å"Just Walk On By,Ã¢â¬ Brent Staples explains how his presence makes others scared and uncomfortable because of the assumptions put on black men. Staples tries various tactics, such as whistling and walking faster, in order to deal the way others act towards him. Staples isnt the only one to experience the power of altering public spaces. At the beach last spring break, I realized that I also had an ugly affect on
string(37) " cannot be met by the formal system\." Effects on Performance Management and the Company when Nepotism and Cronyism is Present. Cronyism is Present. Whether deliberate or unintentional, workplace nepotism and cronyism threatens positive corporate culture as well as the companyÃ¢â¬â¢s overall performance management. We will write a custom essay sample on Effects on Performance Management or any similar topic only for you Order Now Managers who give special treatment to their family members or their favorites decrease the morale of the other employees and do not pay attention to the areas of need that the employee may be facing in their Job performance. Finding yourself on the non-receiving end of desirable assignments can be rough-?especially when the recipient also lacks adequate employment lubrications. The organization being discussed is a relatively small organization; there are approximately twenty full-time employees and seventeen part-time employees. The organization serves adults with developmental disabilities on cite and in the community. They are a non-profit organization and rely on state funded money as well as fundraisers. Their performance evaluation they work with does not have any weight when considering raises or pay scale. There have been two directors in the last ten years and both directors suffered from performance management issues. However, since the latest director has been in charge the organizational culture is also changing rapidly. The previous director hired her daughter and the daughterÃ¢â¬â¢s best friend. When both were hired neither had the required skills to perform their duties. They both rapidly moved up the ladder of success during the directorÃ¢â¬â¢s time. A couple of years prior to the directorÃ¢â¬â¢s retirement an Ã¢â¬Å"assistant directorÃ¢â¬ position was created to train the upcoming replacement. She also happened to be a family friend. This friend had experience as a support coordinator and some college experience. After the new director took over, the entire center seemed to be recreated. The Ã¢â¬Å"daughterÃ¢â¬ was made a program manager and the Ã¢â¬Å"friendÃ¢â¬ was made a program manager. Once these positions were filled and time went on, cronyism became very visible among the center staff. The Ã¢â¬Å"daughterÃ¢â¬ had now been moved into an Ã¢â¬Å"invented positionÃ¢â¬ since she was unable to perform her managerial duties, as told to staff, yet her salary and status seemed to remain intact. The Ã¢â¬Å"friendÃ¢â¬ however seemed to shine brighter daily and chain of command communicated regularly. The morale of the organization started falling and stories and complaints traveled quickly between staff. It was starting to be evident that the word Ã¢â¬Å"teamÃ¢â¬ did not exist. If rooms needed assistance, coverage, or other types of conflict arose there was not anyone to come and offer support. The staff knew they had to call the program manager per chain of command but she was never available. After months of back and forth from trying to get answers from the director and when questioned, the program manager, who also happens to have tightened the bond of friendship with this director would lie and say it is handled or Just not show up when needed the staff began feeling like no matter how much they complained or tried fixing the situation the director valued the friendships more than the organizations culture all together. Every year when it is time to do performance evaluations the direct support staff would cringe. They all knew that no matter what was on the form that they signed it did not matter because Ã¢â¬Å"ifÃ¢â¬ there was a raise to be given, it would be a standard 1%-3% across the board. The facts that the Ã¢â¬Å"mangersÃ¢â¬ actually had a larger salary increased their raises due to the percentage factor. This past year most staff filled out their own evaluations and wrote their own goal to work towards the following year and the managers Just signed off and passed to the director. The character of cronyism is proactive and dynamic. Goanna (1991) notes that loyalty has two true-hearted dimensions: emotional and behavioral. The emotional aspect of loyalty results from gratitude. Since emotions are invisible, oneÃ¢â¬â¢s loyalty is evaluated through the behavioral dimension. In situations where loyalty is a highly valued characteristic, individuals tend to display loyal behaviors in order to receive positive evaluations and personal benefits, in this case no consequences for not being supportive to the program staff or not being held accountable for her lack of performance. Additionally, it may not be easy to distinguish between behaviors hat emerge from true-hearted gratitude and behaviors that result purely from Ã¢â¬Å"impression management. Ã¢â¬ That is why this definition of cronyism is based on the notion of perceived loyalty. The lower ranked employees are likely to play an active role. For instance, a program staff may want to influence the perception her supervisor by uncritically agreeing with the program manager on work or non-work related issues or by speaking highly of that program manager in the presence of the director of the center. (Deluge and Perry, 1994). This perceived loyalty plays a major factor when the yearly evaluations roll around. Since there is not clear Job descriptions or expectations in any area of the organization there would not be anything to effectively measure or evaluate. Popularity or convenience plays more of a role. When the evaluations rotate through the managers, they have many other things that rank higher in priority so it is usually rushed through and passed back to the director to file. In a healthy organizational culture personal relationships and loyalty, to a certain degree, may be functional and does not necessarily breed cronyism. Coffee and Jones (1996), argue that sociability, which refers to sincere approachability among members f an organization, raises morale, fosters teamwork, and promotes creativity. However, when the stress on relationships is so great that it is turned into strong in- group bias and when loyalty becomes unreserved, cronyism is likely to occur. There is a more complex system of social interactions that arise spontaneously as people associate with one another. Dissimilar to the formal structure, which accentuates official positions in terms of authority and responsibility, the informal structure emphasizes people and their unofficial relationships (Newsroom and Davis, 1993). The informal system develops to fulfill needs that cannot be met by the formal system. You read "Effects on Performance Management" in category "Papers" Increasing informal relationships with the right people, which may include subordinates, peers, and superiors, can be a useful means of acquiring power Nouns, 1992). The coupled relationship between the superior and subordinate in the context of cronyism tends to be governed by their personal ties rather than assigned Job duties or responsibilities. These casual relationships may override organizational hierarchy and involve an element of Ã¢â¬Å"power-seeking,Ã¢â¬ where individuals exchange ore than friendship among themselves to further individual goals that cannot be met through formal channels. Studies suggest that the mere act of categorizing people as Ã¢â¬Å"cliquesÃ¢â¬ and out-groups have a tendency to result in favoritism (Teasel et al. , 1971; Turner et al. , 1983). Clique members are given high levels of trust, interaction, support and rewards while out-group members receive low levels of each and often denied valuable opportunities (Vehicle, 1997). These behaviors breed a competition among the staff that creates stress among the employees since they hank that if they are not a member of that clique or friendship they may not get any of the Ã¢â¬Å"rewardsÃ¢â¬ they feel those clique members receive. Some examples of this description within the organization is when an instructor, someone with no authority, brings gifts or constantly offering flattering compliments to feel as though she is in the Ã¢â¬Å"cliqueÃ¢â¬ status and when an opportunity arises like a special outing or work opportunity that is praise worthy she usually gets it. The opposite end of the spectrum however is the employee that constantly goes above and beyond her jugular Job duties to help others and seems knowledgeable of her position gets constantly overlooked for promotions, raises, or passed by because she chooses to focus more in her Job rather than the social side of relationships. Personal loyalty toward the program manager or director is different from loyalty to the organization or organizational commitment. The director or program managerÃ¢â¬â¢s cronies may not be committed to the organization as a whole. In fact, the increase of a deep sense of obligation toward the director or program manager may surpass connection toward the organization (Chem. and Francesco, 2000). An example could be that if the director leaves the organization, her cronies will try to follow suit. Being trusted supporters, Ã¢â¬Å"cliqueÃ¢â¬ members of a work unit tend to cultivate a feeling of gratitude towards the program manager or director. These same employees are likely to be pleased with their work due to the existence of receptive bonds in their working relationships. These same employees shared motivational factors and experienced less role-related stress like Job overload, insufficiency, ambiguity, or conflict. Unfortunately, out-group employees who do not possess these same connections seem to have lower Job distraction because even if they are the Ã¢â¬Å"cream of the crop,Ã¢â¬ their chances of climbing the ladder of success are slim. This has an antagonistic impact on their sense of self-worth as they become trapped in organizations that require friendships to Ã¢â¬Å"earnÃ¢â¬ promotions (Hurley et al. , 1997). This reason alone should be evidence enough that performance evaluations should be considered more serious than they are in this particular company. They are likely to feel a sense of inequality when they perceive that in-group members, regardless of competency, manage to be promoted much faster than they do. It is not surprising to find that out-group members are more likely to file grievances (Coleman et al. , 1993). The clique group of employees is likely to show low commitment to the organization. This is where prominence on loyalty to the director or manager may transform into negative organizational performance when the directors personal goals struggle with those of the organization. Although cultural influence plays an important part here, the practice of cronyism, with its stress on loyalty toward management rather than the organization, greatly emphasizes such influence. When the companyÃ¢â¬â¢s strategic plan ND evaluation standards are stated to be practiced one way in the personnel handbook and the actual actions of the management staff proves otherwise the staff could view that situation as an opportunity to slack on their personal performance and not care whether or not the company actual succeeds or not. Obligation is related to organizational dependability or the degree to which an organization is perceived to be looking after the interests of its employees in practices such as Job security and career development (Buchanan, 1974; Steers, 1977). Due to in-group bias, the hard work of out-group members is often unrecognized by their previous. Furthermore, out-group members do not experience the Job security and preferred rewards in-group members enjoy. They are often overlooked in terms of opportunities for personal achievement. While in-group members are delegated key roles in the organization, and the out-group members are merely assigned peripheral functions that are easily expendable (Change, 1999). Ingratiation, an attempt by individuals to increase their attractiveness in the eyes of others, is one particular rising influence strategy whereby ingratiation behaviors are driven by attempts to influence someone higher in the formal hierarchy of an organization Porter et al. , 1983). Loyalty is adored in cronyism; employees may openly reaffirm the managerÃ¢â¬â¢s views and defend her appearance and prestige. They may also acknowledge the power distance in the hierarchy ladder and show their submissiveness in order to win the manager or directors heart (Fisher, 1977). The noticeable benefit associated with the in-group status encourages ingratiation behaviors. In addition to having impacts on individuals working in an organization, it can also greatly impact the clientele the organization serves; cronyism also produces significant consequences at the group or organizational level. Personal feelings can seriously bias Judgment. Positive affect toward employees makes managers less likely to give them negative performance feedback. With this being said, incompetence among in-group members has a tendency to be hidden and covered up in the organization. Since in-group members are rewarded on the basis of loyalty rather than competence, they do not see the need to excel and may at best achieve average performance. Additionally, these same employees tend to channel their energy and attention to ingratiating themselves with the manager or director or other related political behaviors. This ultimately distracts the employee from completing their proper Job duties (Coffee and Jones, 1996). Talent, which would otherwise rise to the top, is blocked and stifled by lack of opportunity. This leads to talented people leaving the organization. The constant leeching away of talent inevitably weakens the strength of the organization (Redding and Whish, 1993). Finally, the quality of decision making is a victim of cronyism. Any leader who is surrounded by Ã¢â¬Å"yes menÃ¢â¬ is unable to benefit from the diverse perspectives, experience, and knowledge of their employees. Worse still, with stress on conformity, ideas are unlikely to be fined and improved through group discussion and debate. The result of having such differentiated treatment can cause hostility between the two groups, consequently harmfully affecting their cooperation and sense of teamwork. Progressively, the relation between the in-group and out-group employees suffers as the unjustified practices continue, and the leaderÃ¢â¬â¢s cronies are perceived to be getting more benefits than deserved (You kill, 1994). Over time, the morale of the out- group will be eroded by their feelings of alienation, powerlessness, and inequity as favoritism of in-group employees renders the relationship between performance and reward less obvious (Preponderates and Topple, 1996). Cronyism stems from the fact that management is able to manipulate rewards and punishments for their employees. The greater their ability to do so, the greater is the personal dependence of employees on them. Missies, (1998) maintains that favored Ã¢â¬Å"cliqueÃ¢â¬ treatment may be reduced by making evaluation criteria explicit, objective, and public. To sum up, presence of competent managers and directors are likely to reduce crony behaviors. It is instinctual that competent managers tend to reward and promote competency among their employees. But, incompetent managers and directors would feel heartened by competent employees, and inevitably drive away competent employees (Bodleian and Ramekins, 1998). Preponderates (1993) notes that Ã¢â¬Å"yes menÃ¢â¬ tend to be concentrated among less able workers and among workers with less able managers. In conclusion, the organizational problem of nepotism eventually stemmed to accepted cronyism. By management allowing this to take place the employees began feeling resentment and the organizations moral dropped dramatically. In this particular organization, the clientele are the main ones affected by these behaviors to take place. How to cite Effects on Performance Management, Papers
Saturday, April 25, 2020
Women's Right To Choose Abortion Abortion has been one of this country's most controversial topic on hand. But if one sees the constitutional infringement to women by the restriction of abortion, the torment to the unwanted child and the anguish society has to sustain,then this topic would not be so debatable. Too many people do not see the cause and effect of not being able to have abortions. All human beings are given some inalienable right guaranteed by the Constitution. One of those privilege is the right to pursue happiness. A baby can sometimes disrupt a woman's pursuit of happiness. Even if she decides to give it up for adoption, she still has the burden of carrying the fetus for nine months. Having the option to perform an abortion can solve that obstacle. Taking away this right would be invading on a woman's constitutional liberty. The unwanted child also suffers. Most of the time the mother of the unwanted child is very young and inexperienced or too poor to take care of the child. The child is usually malnourished, has no medical care, and gets very little attention or love. The foster care system isn't any better. Only a small percentage of the children are adopted by suitable parents. But the rest remain in the foster care system, where there is little or no personal care. In both cases, the child has a poor education because of the lack of attention and discipline. He grows up to be unproductive individual or a menace to society. Many get involved in drugs and crimes. These individuals are also very violent, lacking morality due small amount of care they received themselves. In the long run, not only does the child suffer but also society, who has to tolerate his violent behavior and crimes. An abortion can be seen as putting the child out of misery while he doesn't have the ability to reason or fear. In short, abortion allows a woman to retain her constitutional rights, it relieves a would be suffering child out of his distress and it establishes a safer and more peaceful society. On these grounds, abortion should be kept legal, and even encouraged to specific individuals, for benefits to all of us.
Wednesday, March 18, 2020
Shakespearean Insults From A to Z William Shakespeare is one of the best insult-slinging writers in the English language. Do you ever find yourself wishing you had an inventive way to let off steam? Try some of these clever Shakespearean quips, organized alphabetically by the work in which they are found. Shakespearean Insults Alls Well that Ends Well (2.3.262)Ã¢â¬Å"You are not worth another word, else Id call you knave.Ã¢â¬ As You Like It (3.2.248)Ã¢â¬Å"I do desire we may be better strangers.Ã¢â¬ The Comedy of Errors (4.2.22-5)Ã¢â¬Å"He is deformed, crooked, old and sere, /Ã Ill-faced, worse bodied, shapeless everywhere; /Ã Vicious, ungentle, foolish, blunt, unkind; /Ã Stigmatical in making, worse in mind.Ã¢â¬ The Comedy of Errors (4.4.24)Ã¢â¬Å"Thou whoreson, senseless villain!Ã¢â¬ Coriolanus (2.1.36)Ã¢â¬Å"You abilities are too infant-like for doing much alone.Ã¢â¬ Coriolanus (2.1.59)Ã¢â¬Å"They lie deadly that tell you you have good faces .Ã¢â¬ Coriolanus (2.1.91)Ã¢â¬Å"More of your conversation would infect my brain.Ã¢â¬ Coriolanus (5.1.108-9)Ã¢â¬Å"For such things as you, I can scarce think theres any, yere so slight.Ã¢â¬ Coriolanus (5.4.18)Ã¢â¬Å"The tartness of his face sours ripe grapes.Ã¢â¬ Cymbeline (1.1.128)Ã¢â¬Å"Away! Thourt poison to my blood.Ã¢â¬ Hamlet (2.2.198) Ã¢â¬Å"They have a plentiful lack of wit.Ã¢â¬ Hamlet (5.2.335-6)Ã¢â¬Å"Here, thou incestuous, murderous, damned Dane, /Ã Drink off this potion!Ã¢â¬ 1 Henry IV (2.4.225-6)Ã¢â¬Å"This sanguine coward, this bed-presser, this horseback-breaker, this huge hill of flesh!Ã¢â¬ 1 Henry IV (2.4.227-9)Ã¢â¬Å"Sblood, you starveling, you elf-skin, you dried neats tongue, you bulls pizzle, you stock-fish! O for breath to utter what is like thee! you tailors-yard, you sheath, you bowcase; you vile standing-tuck!Ã¢â¬ 1 Henry IV (3.3.40)Ã¢â¬Å"ThereÃ¢â¬â¢s no more faith in thee than in a stewed prune.Ã¢â¬ 2 Henry IV (2.4.120-22)Ã¢â¬Å"Away, you cut-purse rascal! you filthy bung, away! By this wine, Ill thrust my knife in your mouldy chaps, an you play the saucy cuttle with me. Away, you bottle-ale rascal! you basket-hilt stale juggler, you!Henry V (2.1.100)Ã¢â¬Å"O braggart vile and damned furious wight!Ã¢â¬ Henry V (3.2.30)Ã¢â¬Å"He is white-livered and red-faced.Ã¢â¬ 1 Henry VI (3.2.54)Ã¢â¬Å"Hag of all despite!Ã¢â¬Å"1 Henry VI (5.4.30-1)Ã¢â¬Å"Take her away; for she hath lived too long, /Ã To fill the world with vicious qualiti es.Ã¢â¬ 3 Henry VI (5.6.54-5)Ã¢â¬Å"Teeth hadst thou in thy head when thou wast born, /Ã To signify thou camest to bite the world.Ã¢â¬ Julius Caesar (1.1.36)Ã¢â¬Å"You blocks, you stones, you worse than senseless things!Ã¢â¬ King Lear (2.2.14-24)Ã¢â¬Å"A knave; a rascal; an eater of broken meats; base, proud, shallow, beggarly, three-suited, hundred-pound, filthy, worsted-stocking knave; a lily-livered, action-taking knave, a whoreson, glass-gazing, super-serviceable finical rogue; one-trunk-inheriting slave; one that wouldst be a bawd, in way of good service, and art nothing but the composition of a knave, beggar, coward, pandar, and the son and heir of a mongrel bitch: one whom I will beat into clamorous whining, if thou deniest the least syllable of thy addition.Ã¢â¬ King John (4.3.105)Ã¢â¬Å"O you beast! /Ã Ill so maul you and your toasting-iron, /Ã That you shall think the devil is come from hell.Ã¢â¬ Measure for Measure (2.1.113)Ã¢â¬Å"You are a tedious fool.Ã¢â¬ Measure for Measure (3.1.151-3)Ã¢â¬Å"O faithless coward! O dishonest wretch! /Ã Wilt thou be made a man out of my vice?Ã¢â¬ Measure for Measure (3.2.56)Ã¢â¬Å"Some report a sea-maid spawnÃ¢â¬â¢d him; some that he was begot between two stock-fishes. But it is certain that when he makes water his urine is congealed ice.Ã¢â¬ The Merry Wives of Windsor (2.3.21)Ã¢â¬Å"Thou art a Castilian King urinal!Ã¢â¬ The Merry Wives of Windsor (5.5.60)Ã¢â¬Å"Vile worm, thou wast oÃ¢â¬â¢erlookÃ¢â¬â¢d even in thy birth.Ã¢â¬ Othello (4.2.50)Ã¢â¬Å"Heaven truly knows that thou art false as hell.Ã¢â¬ Pericles (4.6.156)Ã¢â¬Å"Thy food is such /Ã As hath been belchd on by infected lungs.Ã¢â¬ Richard III (1.2.58)Ã¢â¬Å"Thou lump of foul deformity!Ã¢â¬ Richard III (1.2.159)Ã¢â¬Å"Out of my sight! thou dost infect my eyes.Ã¢â¬ The Taming of the Shrew (4.1.116)Ã¢â¬Å"You peasant swain! You whoreson malt-horse drudge!Ã¢â¬ The Tempest (3.2.29-30)Ã¢â¬Å"Why, thou deboshed fish thou...Wilt thou tell a monstrous lie, being but half a fish and half a monster?Ã¢â¬ Troilus and Cressida (2.1.10)Ã¢â¬Å"Thou bitch-wolfs son!Ã¢â¬ Troilus and Cressida (2.1.16-7)Ã¢â¬Å"I think thy horse will sooner con an oration than /Ã thou learn a prayer without book.Ã¢â¬ Troilus and Cressida (2.1.41)Ã¢â¬Å"Thou sodden-witted lo rd! thou hast no more brain than I have in mine elbows.Ã¢â¬ Troilus and Cressida (4.2.31)Ã¢â¬Å"Go hang yourself, you naughty mocking uncle!Ã¢â¬ Troilus and Cressida (2.1.106)Ã¢â¬Å"I shall cut out your tongue.Ã¢â¬ /Ã Ã¢â¬Å"Tis no matter, I shall speak as much wit as thou afterwards.Ã¢â¬
Sunday, March 1, 2020
4 Interview Mistakes Youre Making That Make You Seem Unqualified Job interviews are often your best chance of showing that you are the right person for the job. But even if you have all of the ideal experience and talent, if you make a big misstep in the interview, youÃ¢â¬â¢ll be passed over for someone else- even if that someone is slightly less qualified than you are. Here are the top 4 mistakes to avoid making. Make sure you donÃ¢â¬â¢t give the wrong impression to your interviewer and end up looking less qualified than you actually are!1. Admitting your nervesYou might think that saying youÃ¢â¬â¢re sooooo nervous might make you look human and sincere, and while it might be endearing in another social situation, itÃ¢â¬â¢s not a very good strategy for interviewing. Remember, youÃ¢â¬â¢re supposed to be showing yourself in the most professional, calm-under-pressure, capable light. Besides, if youÃ¢â¬â¢re so nervous at the interview, it gives them the chance to imagine you being nervous in the office. Keep calm and fake confidence!2. Not preparingMake sure that you know who is interviewing you, what their role is, what the company does, what youÃ¢â¬â¢d be doing- all the basics. Then make sure you have a list of questions ready for when youÃ¢â¬â¢re asked what questions you might have. (Then make sure not to ask any of your questions that could be answered by a quick Google). Basically, do your homework. It really shows when you donÃ¢â¬â¢t.3. One word answersNo matter how simple the question seems, you should be prepared to elaborate. Remember, every question is a chance for you to shine. Also to cram in details and anecdotes about how much butt you kicked at your last job. Get your selling points across!4. Not asking questionsThat whole Ã¢â¬Å"Do you have any questions for us?Ã¢â¬ question is not a formality. This is another opportunity for you to go above and beyond- or to fall flat. Make sure, as above, not to ask any questions that could have been answered by doing your proper homework. Be as prepared an d as confident and comfortable as possible and it will feel more like a conversation. Try to come up with interesting, engaging questions in advance that ideally show off the level of preparation youÃ¢â¬â¢ve put into your interview.
Friday, February 14, 2020
Medical Malpractice - Case Study Example The decision of the trial court was raised on appeal to the COURT OF APPEAL OF LOUISIANA, FOURTH CIRCUIT. The plaintiff, Sheila Webb, instituted the action in connection with the death of her son, Rodney Comeaux, the alleged victim of the medical malpractice. The main ground of the suit she filed was the negligence of the attending medical doctors and of the hospital appurtenant to the duty of the latter to closely monitor the said patient through its nursing staff. Rodney Comeaux died at the hospital on July 21, 1988. The defendants, on the other hand, were (a) the Tulane Medical Center Hospital where Rodney Comeaux was entered for confinement and diagnosis, and (b) a certain Dr. Abe Andes, a doctor of medicine supposedly specializing in hematology, who attended to the patient, decedent Rodney Comeaux. The civil complaint was filed with the Civil District Court for the Parish of Orleans which had original jurisdiction over the matter pursuant to the Rules for Louisiana District Courts. (TITLE II RULES FOR CIVIL PROCEEDINGS IN DISTRICT COURTS (EXCEPT FOR FAMILY AND DOMESTIC RELATIONS AND JUVENILE PROCEEDINGS. RULES FOR LOUISIANA DISTRICT COURTS. [internet]). After the decision was handed down by the trial court, the matters at issue were raised on appeal to the COURT OF APPEAL OF LOUISIANA, FOURTH CIRCUIT, which had appellate jurisdiction over the suit in accordance with the applicable procedures.(Rule 1-2. Title and Scope of Rules. UNIFORM RULES LOUISIANA COURTS OF APPEALS. THE STATE OF LOUISIANA COURT OF APPEAL FOURTH CIRCUIT. [internet]) The facts of the case Rodney Comeaux was full of complicated health problems since when he was young. Diagnosed with Sickle Cell Anemia at an early age of six months, Rodney was never in perfect health. Sickle Cell Anemia (or SCA for short) is a genetic abnormality in blood which is incurable. He had continuously suffered from pneumonia bouts and the anemia predicaments. During the month of June in 1988, Rodney, aged twenty three by then, complained of chest pains and stomach discomforts. He was brought to defendant Tulane Medical Center for admission. Dr. Abe Andes, the medical director of the hospital, attended to him. Released from the medical confinement on July 6, 1988, Rodney was prescribed an oral antibiotic called Keflex. He was advised to come back for an appointment with Dr. Andes on July 12 of that same year, specifically at two thirty in the afternoon of that date. Dr. Andes wrote down his findings as pulmonary infarction versus pneumonia. Before Dr. Andes, Rodney Comeaux was being treated at the SCA clinic by a certain Dr. Frempong, the the director of the said clinic. It was only in 1986 that Dr. Andes took over from Dr. Frempong. Hours before the designated visit on July 12, 1988, Rodney showed up at the SCA clinic where he complained of chest pain and request to meet Dr. Andes. The latter was then preoccupied attending to other patients who had prior