Hazardous Noise Case Study Essay Example | Topics and Well Written Essays - 500 words

Hazardous Noise Case Study - Essay Example The exposure period for the employees is 8 hours per day. The frequency of exposure and duration of exposure to the hazard is high. The TWA for noise for the employees was found to be between 88 Db(A) to 97 Db(A) which are above the recommended levels an indication of the severity of its consequences. 1. Elimination- This includes looking for ways of eliminating the hazard in order to reduce any risk occurrence. Elimination reduces risks exposures to acceptable levels. The original risk highly critical and frequent. 2. Warnings- This will involve the use of alerting and warning techniques and hazard warning labels. These control measures are lower order controls that reduce risk exposures to acceptable levels (Manuele, 2011). The original risk highly catastrophic and frequent. 3. Administrative controls- This will include the application of safeguards and installation of ventilation systems. Other administrative controls include training of the employees as well as safe working procedures. The original risk highly catastrophic and probable. 4. Personal protective equipment- It involves the incorporation of safety devices for use by the employees. This reduces risk exposures to the employees. The original risk highly catastrophic and probable. 5. Engineering controls- Engineering controls will include the use of safeguarding technology to safeguard the employees from any hazard (Manuele, 2011). The original risk highly catastrophic and occasional. 6. Substitution of less hazardous processes, materials, equipment or operation- Substituting hazardous processes or methods with less hazardous one is a control measure. This leads to a substitution of a risky and hazardous process with a less risky and hazardous one. Substitution leads to the attainment of a tolerable level of risk. The original risk highly catastrophic and frequent. The shop seems to be at a high risk exposure and

The Art of Travel Rheotrical Analysis Essay Example for Free

The Art of Travel Rheotrical Analysis Essay To begin with , every day we are surrounded by art. It dates back to ancient times, when primitive men painted on the rocks and made an instrument of labor. Actually, the meaning of this word from the Greek which means skill, ability and crafts. Apart from this, Hegel identified five great arts: architecture, sculpture, painting, music and poetry. Furthermore, along with them in the modern world there are: the theater and circus, pantomime and dance, cinema and music. According to some sources, art performs a variety of functions, but the most important, tÐ ¾ mÃ'Æ' mind, is the artistic function, which is displayed in the sensuous life and influence on the spiritual world of the man. Ð ¢Ã ¾ mÃ'Æ' way of thinking, the art is a creative interpretation of the world by man. The art has a direct relationship to the creation, accumulation and transfer of cultural values from generation to generation. After all, we are constantly learning from art. It trains our ethics, affects our feelings, will and mind. Moreover, without art, in my opinion, person simply can not exist. It seems to mÐ µ that the Art is one of the human needs. Obviously, this beauty reveals to man the path to perfection and harmony. Immortal beautiful creations of ancient sculptors and architects: Raphael, Michelangelo, Dante, Pushkin and Tolstoy, Mozart, Bach and Tchaikovsky. It will be exciting when you try to cover all created intelligence geniuses, preservation and continuation of their descendants and followers. Of course, art plays an important role in the life of human society, it ennobles people, helps people to discover themselves, to realize their dreams and ideas that enrich human life, provides a spiritual gained experience and aesthetic values. Ð ll in Ð °ll, mastering the art works, the person learns his present and future. Rejection of artistic activity can return to the original state of man, can lead to a drop of morality. If people will not appreciate art, the world is doomed to fail. Therefore, mankind must not only preserve the art, but also restore the broken and create something new, because in the words of L. N. Tolstoy: Art is a means of connecting people.

History Of The Prostate Gland :: essays research papers

HISTORY OF THE PROSTATE GLAND The prostate is a gland that is located just underneath the bladder. It surrounds the urethra through which a man urinates. The prostate gland is therefore vital to proper bladder control and urine flow-rate. The prostate is also essential for normal sexual function. It is the gland of ejaculation, supplying 95% of the seminal fluid and the power to push it through the urethra and out of the penis. The normal prostate in an adult man is about the size of a walnut. Its size often increases over time, however, particulary once a man gets beyond age 40. Because the urethra runs right through the middle of it, a growth spurt of the prostate will squeeze the urethra and begin to choke off the urinary flow. This can effect the ablility to urinate and perform sexually. SYMPTOMS OF PROSTATE CANCER Prostate cancer occurs when some of the cells that make up the prostate gland escape from the normal controls on their growth and start to divide, grow and spread in an uncontolled manner. At first the growth of the cancer occurs very slowly and is usually limited within the prostate gland. Later on in the course of the illness, the prostate gland cells can spread around the body, particulary to the bones where they can paues pain and disability. Estimates show that the cancer may have been growing in some men for up to 10 yearsbefore it causes symptoms and is diagnosed. Some men develop symptoms whereas others do not. In those who that do, the following symptoms are commonly found: BATHROOM TROUBLES: -Need to urinate frequently, especially at night -Sudden, incontrolable urges to urinate -Weak or interrupted urine flow -A burning sensation or pain when urinating -Blood in urine -Continuing pain in lower back, pelvis, or upper thighs BEDROOM TROUBLES: -Reduced sexual ability -Painful orgasm -Impotence- -Discomfort during intercourse There appears to be several forms of prostate cancer. Some men survive for many years with the disease and never develop symptoms. These men may be oblivious to the fact that they have a slow growing from prostate cancer and may eventually die of other causes. However, other prostate cancers can be more aggressive and can grow quickly. Prevention and Treatment More and more doctors are coming to believe that an enlarged prostate can be treated or deterred by feeding the body the nutrients it lacks.

Rob Parson at Morgan Stanley

Striking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanley’s reputation and revenues in the financial services sector (â€Å"Rob Parson,† pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (â€Å"Rob Parson,† pp. 95, 96, 97). However, from the 360-degree evaluation, his â€Å"soft skills† do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanley’s organizational culture (â€Å"Rob Parson†, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (â€Å"Rob Parson†, p 102). From the evaluation, instead of being open to others’ ideas, Parson always thinks that he has the right answer (â€Å"Rob Parson†, p 91). Second, Managing Director needs to acquire highly developed organization skills (‘Rob Parson†, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (â€Å"Rob Parson†, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees. Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (‘Rob Parson†, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanley’s culture and norms(‘Rob Parson†, p 91). He will not lead a good example to employees in demonstrating Morgan Stanley’s vision and strategy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organization’s value system. Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employee’s goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanley’s culture (â€Å"Rob Parson†, p 90). Before long, conflicts will surface and a series of problems will occur. How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of the two and find a common ground. In Parson’s case, because his personal vision is not aligned with Morgan Stanley’s, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (â€Å"Rob Parson†, p 92). If his goals had been aligned with Morgan Stanley’s, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees’ skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials. What steps should be taken to make Parson a more effective leader? do something to utilize RP’s energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him(â€Å" Rob Parson†, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement. The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parson’s goals with Morgan Stanley’s vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90), however, one does not have to be one particular type to share the same vision with the organization. I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parson’s goals and Morgan Stanley’s vision will help Parson take ownership of Morgan Stanley’s vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (â€Å"Rob Parson†, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. â₠¬Å"Lessons learned† and â€Å"Lunch and Learn† can both be examples of implementing the knowledge sharing. Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanley’s goal of becoming the world’s best investment bank (â€Å"Rob Parson†, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyone’s goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanley’s culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90). I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create synergy. Rob Parson at Morgan Stanley Striking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanley’s reputation and revenues in the financial services sector (â€Å"Rob Parson,† pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (â€Å"Rob Parson,† pp. 95, 96, 97). However, from the 360-degree evaluation, his â€Å"soft skills† do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanley’s organizational culture (â€Å"Rob Parson†, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (â€Å"Rob Parson†, p 102). From the evaluation, instead of being open to others’ ideas, Parson always thinks that he has the right answer (â€Å"Rob Parson†, p 91). Second, Managing Director needs to acquire highly developed organization skills (‘Rob Parson†, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (â€Å"Rob Parson†, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees. Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (‘Rob Parson†, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanley’s culture and norms(‘Rob Parson†, p 91). He will not lead a good example to employees in demonstrating Morgan Stanley’s vision and strategy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organization’s value system. Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employee’s goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanley’s culture (â€Å"Rob Parson†, p 90). Before long, conflicts will surface and a series of problems will occur. How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of the two and find a common ground. In Parson’s case, because his personal vision is not aligned with Morgan Stanley’s, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (â€Å"Rob Parson†, p 92). If his goals had been aligned with Morgan Stanley’s, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees’ skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials. What steps should be taken to make Parson a more effective leader? do something to utilize RP’s energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him(â€Å" Rob Parson†, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement. The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parson’s goals with Morgan Stanley’s vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90), however, one does not have to be one particular type to share the same vision with the organization. I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parson’s goals and Morgan Stanley’s vision will help Parson take ownership of Morgan Stanley’s vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (â€Å"Rob Parson†, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. â₠¬Å"Lessons learned† and â€Å"Lunch and Learn† can both be examples of implementing the knowledge sharing. Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanley’s goal of becoming the world’s best investment bank (â€Å"Rob Parson†, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyone’s goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanley’s culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (â€Å"Rob Parson†, p 90). I recommend that Nasr sit down with Parson, go over Parson’s personal goals, and help him identify common theme with Morgan Stanley’s vision. The more aligned Parson’s goal is with Morgan Stanley’s, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create synergy.

Person-centred approach †Carl Rogers Essay

Person-centred approach is a psychological trend which was invented by Carl Rogers (1902-1987). Carl Rogers was an American psychologist and psychotherapist. His hypothesis was that each person owns a reserved potential of self-understanding and the power to change themselves positively. The task of psychotherapy and helping relationship is to help to mobilize those reserved potentials. The person-centred relationship has three main features: 1. Empathic understanding is when the helper is trying to understand the client’s world and the way the client lives his/her life. During my work I keep my behaviour and emotional responses positive. I do not try to influence the client’s decisions and choices. I accept the client’s choices, if that does not cause harm or dangerous to the client, to me or others. For example follow the client’s bedtime routines. 2. Unconditional acceptance is when the helper does not try to lead the client towards some imagined ideal, but accepts the client just the way he/she is. The helper tries to identify the client’s feelings and gently give them back to the client. The effective communication is very important and the active listening as well. In my work place I am trying to ask questions from the client when I can see something disturb her. For example emotional distress about a broken relationship. 3. Congruence is when the helper does not play a role in the relationship, but participate in it whit his/her whole being. The helper has to be valid while he/she expresses his/her emotions. The helper’s thoughts, emotions and words are also important, not just the client’s. Maslow Pyramid Abraham Maslow (1908-1970) was an American psychologist who developed the Maslow-pyramid, the hierarchy of needs. His theory was that there is a hierarchy of needs from the basic biological needs to the complex psychological motivations. If the basic needs are being satisfied then the person can reach the next level, and the next†¦ He categorised the basic human needs into five groups: 1. Physiological needs: The physiological needs are the most dominant needs like air, water, food, sleep. If these needs are not being met, or even just one of them unsatisfied, then all the other needs may cease or being downgraded. For example: If someone is hungry, this person’s only purpose is to get some food. In this case he/she will not care with the other motivation needs, such as buy a safer car. He/she will neglect all the other basic needs as well, the sexual desire and the need of sleep. The hunger completely fills out the person’s mind. -When I am working I cook meals to the client and assist her to eat. The client also has Fortisip (multi-fibre milkshake or nutritional milkshake) five times a day via PEG (Percutaneous endoscopic gastronomy feeding tube). -I take care of the client’s fluid intake. As District Nurse requested, the client has to have two litres fluids per day. -I check the client’s air pressure mattress each day. It has to be on the pressure relieve mode and set to the recommended load. This was specified by the District Nurse. 2. Safety needs: What is safety? I think the knowledge that we are protected from danger, from weather, from crime, from war, from epidemics, etc†¦ It also includes the sense of existential stability that we will be able to ensure to satisfy our basic needs in the future. When I am working I ensure that I read the client’s Care plan with all the risk assessments and I am aware all the possible dangers. The client I am working with has: -Medication risk assessment: Client has visual impairment she is not able to read the medication labels. Client has allergies. Client is using catheter and stoma. -Moving and handling risk assessment: Client is not able to move; carers need to use the ceiling hoist for all transfers. Carers use slide sheet for positioning. -Pre-assessment-Premises and Environmental Risk/s to staff: no risk found. -Infection Control: Infection in the peg site. Clogging of the tube. Peg tube comes out of the stomach. Client colonised with MRSA at catheter site and is being treated for it. Future infection in the body and stoma site. Keeping the Stoma area clean and caring for the Colostomy. -Health and Safety risk assessment: Client chokes when she is eating or drinking due to her condition. Incorrect diet and supplements will cause choking and health complications. -Heavy Load: Carer pushing the client in a carer controlled wheelchair as client is not able to use  electric wheelchair. Carer is at risk of hurting their back when pushing client up gradients. -COSHH: Storage of cleaning goods assessed. -Bed Rails risk assessment: Client can fall out of bed or hurt herself on the rail when having a spasm. -Pressure sore risk assessment: Client is not mobile and thus needs to ensure the use of pressure relieving equipment. -Nutritional risk assessment: To ensure client maintains a healthy nutritional intake. -Financial risk assessment: Client does not have the capacity or mobility to look after her finances. 3. Social needs: On this level, when the basic and safety needs are being satisfied the individual’s emotional needs come to the forefront. The individual’s desire to be surrounded with friends, family. The point is the affectionate, intimate, honest human relationship. Here the love is not to be confused with the basic sexual desire from Level 1. During my work I am trying to keep the client emotionally content. Although my client has a family which visits her as much as possible, but sometimes they just cannot make it for a week and my client becomes upset, worried and stressed. To avoid this situation I keep her company and try to distract her attention. I speak to her and share my memories with her. I entertain her and keep her positive. 4. Esteem: Individuals need to estimate themselves that is self-esteem. The need for positive self-esteem is common in everybody. An individual’s emotional well-being is based on their own self-image and self-esteem, the way they feels about themselves. Individual does also need the respect of others which should be gained by real capabilities and results and in this way the individual’s self-esteem will further nourish. While I am working I give as much attention as possible for the client. To promote the client’s emotional well-being it is important to show genuine interest in her person and to ask questions to find out more about her and to listening what she wants to say. I ensure that she feels herself listened to, understood and respected. 5. Self-actualisation: It is hard to achieve self-actualisation even for  everyday people. When the physiological needs, the safety needs, the social needs and esteem are being met than the individual can start to work to achieve self-actualisation. Maslow thought there is some behaviour whose can lead to self-fulfilment. They can be used well in my work in care. -Try new things do not stick with old, safe methods. For example try a new food it might taste good or try a new activity. -Be honest and real, do not play a role. For example take part in the client’s care with your whole being. (Just as Carl Rogers said in his Person-centred approach-congruence part.) -Be patient and steady to reach your goals. For Example support client to achieve what they wish. A number of people experience the moments of self-actualisations, Maslow called them peak experiences. The peak experience is an experience characterized by happiness and safety. It is a state of perfection, the cherry on the top. As every people different they experience these moments in different ways, just a few example: -Affectionate relationship with others, birth of a child. -Creative activity, an own exhibition. -Joy of the sport, to win on a competition. I have worked with my client as a live-in carer for over a year now, I know that she’s cherry on the top would be to see a live Lee Evans show. She adores stand-up comedy and she favours Lee Evans. Hopefully one day she’s wish will come true. I am sure if there will be a chance her family will take her to a show and she will be able to experience the fleeting moment of self-actualisation. (All of us can feel these peak experiences day by day not just in a long waited thing. I preferred to choose this example in my course work.)