Four Little Girls Essays - Counterculture Of The 1960s,

Four Little Girls When documentaries are filmed, produced, and then viewed, the audience is left with more knowledge and awareness than before having watched it. When I watch a National Geographic documentary on exploitation of indigenous peoples, I become aware of their situation and further understand the cruel world around me. Also, my emotions are stirred up. With the awareness that documentaries bring, also comes the waves of emotional buildup. This is why documentaries are most effective in grabbing an audience's attention on a subject matter having to do with exploitation, injustice, and racism; they show the cruelty and disrespect the victims are faced with. Four Little Girls, a documentary directed by Spike Lee, is an example of this. He interviews those that were involved or held knowledge of the bombing at 16th St. Baptist Church in Birmingham, Alabama in 1963. He speaks with officials and professionals, preachers, family members and childhood friends of the four girls killed at this incident. At the same time that these interviews are going on, there are clips from the 50's and 60's of black protesters, marches, and beatings relevant to the political and social crisis of the day. Also included are picture shots of the girls, including their gravestones. Lee incorporates the ongoing Civil Rights Movement with the story of the bombing incident and the four girls that died as a result. The Civil Rights Movement becomes more real to us when the protagonists are also made real. The victims' parents tell the audience through their words, stories, and pictures, of who the girls were and how they lived. They also display the girls' badges, awards, certificates, and Bible that one had in her pocketbook the day she was in the church basement attending Sunday school. The white officials, who were more or less viewed as the antagonists, spoke of that same era from their point of view. Through intercutting photos of lynched black men wearing a sign that read ?This Nigger Voted?, white men made common yet hypocritical remarks of how Birmingham was a pleasant place to raise a family. The films goes through a series of events and attempts by black leaders to build an effective civil rights coalition between local leaders like Reverend Fred Shuttlesworth and national leaders like Martin Luther King, Jr., and James Bevel. But the forces of the older black population slowly digressed as white leaders, like ?Bull? Connor, Police Commissioner, strode around through black neighborhoods in his white army tank. The struggle moved on to the younger generation. Police men were even arresting them and placing them in jail cell's. The quick inclusion of students into the movement allowed for a massive amount of young people to come together and protest full strength. It began first with the high school students, then junior high, and finally grade school students. When a younger child had been asked by her mother where she had been that day, the child proudly said, ?In jail.? ?In jail? What were you doin in jail, asked her astonished mother. The child answered, ?For freedom.? Testimonies from the black citizens of Birmingham were intertwined coherently. Hope as well as fear spoke from their words as they invested courage into the populace's young people who proudly marched to jail. Subtle encouragement of the young was the way the black community supported their role in the movement. One teacher had said that when she told her class about the protests and demonstrations that were attracting students to the streets, she told them, ?I hope that when I turn my back to write on the blackboard that I don't turn around and find all you gone.? The whole class was gone when she turned back around. There is a scent of pride in her voice when she remarks about the empty classroom. Birmingham had history of bombs being used to make political points. The existence of the steel mills, industry, and foundries, made accessibility to dynamite quite efficient and easy. When black families began to build substantial homes on a hill, the homes were destroyed by ?honkies? that felt that they did not deserve to live too well. ?Dynamite Hill? as the area was called, prepared for the events at 16th St. Baptist Church in 1963. The 16th St. Church had become a meeting place for all people involved in the civil rights struggle. It was an immediate target for the Klu Klux Klan to slow the momentum of the movement. The

Nuclear Fission Versus Nuclear Fusion

Nuclear Fission Versus Nuclear Fusion Nuclear fission and nuclear fusion both are nuclear phenomena that release large amounts  of energy, but they are different processes which yield different products. Learn what nuclear fission and nuclear fusion are and how you can tell them apart. Nuclear Fission Nuclear fission takes place when an  atoms nucleus splits into two or more smaller nuclei. These smaller nuclei are called fission products. Particles (e.g., neutrons, photons, alpha particles) usually are released, too. This is  an exothermic process releasing the kinetic energy of the fission products and energy in the form of gamma radiation. The reason energy is released is because the fission products are more stable (less energetic) than the parent nucleus. Fission may be considered a form of element transmutation since changing the number of protons of an element essentially changes the element from one into another. Nuclear fission may occur naturally, as in the decay of radioactive isotopes, or it can be forced to occur in a reactor or weapon. Nuclear Fission Example: 23592U 10n → 9038Sr 14354Xe 310n Nuclear Fusion Nuclear fusion is a process in which atomic nuclei are fused together to form heavier nuclei. Extremely high temperatures (on the order of 1.5 x 107 °C) can force nuclei together so the strong nuclear force can bond them. Large amounts of energy are released when fusion occurs. It may seem counterintuitive that energy is released both when atoms split and when they merge. The reason energy is released from fusion is that the two atoms have more energy than a single atom. A lot of energy is required to force protons close enough together to overcome the repulsion between them, but at some point, the strong force that binds them overcomes the electrical repulsion. When the nuclei are merged, the excess energy is released. Like fission, nuclear fusion can also transmute one element into another. For example, hydrogen nuclei fuse in stars to form the element helium. Fusion is also used to force together atomic nuclei to form the newest elements on the periodic table. While fusion occurs in nature, its in stars, not on Earth. Fusion on Earth only occurs in labs and weapons. Nuclear Fusion Examples The reactions which take place in the sun provide an example of nuclear fusion: 11H 21H → 32He 32He 32He → 42He 211H 11H 11H → 21H 01ÃŽ ² Distinguishing Between Fission and Fusion Both fission and fusion release enormous amounts of energy. Both fission and fusion reactions can occur  in nuclear bombs. So, how can you tell fission and fusion apart? Fission breaks atomic nuclei into smaller pieces. The starting elements have a higher atomic number than that of the fission products. For example, uranium can fission to yield strontium and krypton.Fusion joins atomic nuclei together. The element formed has more neutrons or more protons than that of the starting material. For example, hydrogen and hydrogen can fuse to form helium.Fission occurs naturally on Earth. An example is the spontaneous fission of uranium, which only happens if enough uranium is present in a small enough volume (rarely). Fusion, on the other hand, does not occur naturally on Earth. Fusion occurs in stars.

The South Coast Plaza by Segerstrom Family Essay

The South Coast Plaza by Segerstrom Family - Essay Example The plaza has recorded highest sales of 1.5 billion dollars in America. Since March 1967, South Coast has overcome various difficulties and challenges. In the beginning, it started as bean fields and as time went by it grew bigger. Various famous groups joined this party thereafter. From 1973 to 1979, additional stores were added for Bullock’s, I. Magnin, Nordstrom, and Sakes Fifth Avenue. Since Segerstrom family had a bigger dream, they never stopped developing it. From 1986, South Coast began its largest expansion and grew on the streets and by the end of 1987; it was totally a unique place. Because of its expansion and various famous stores, South Coast improved its level from a local plaza to a standard national mall. In May 2007, it had a final reconstruction that resulted in re-opening of Bloomingdale’s. However, it is difficult to examine every store in the area. The South Coast Plaza has four architecture parts. Beginning with the west wing between Fairview Road and Bear Street is the furniture area that contains various famous furniture stores such as Marcy’s Home Furniture Store and Crate and Barrel Home Store. The largest part of this Plaza is situated in the middle surrounded by malls like Macy’s Nordstrom, Bloomingdale’s, and Sears. The east wing of the plaza is built for official businesses and on the north wing, there is a small part called the South Coast Plaza Village that hosts many restaurants for the visitors and locals. Currently, South Coast is the largest malls in the world, and its reputation and fame have attracted a number ranging from millions of people across the world every year. With this regard, it has become national scenic spots. When compared to Yellowstone National Park and many other places, it is a preferable area by the visitors from Asia. Almost a half of travel groups from China tend to go to the South Coast. It is nearly 14 hours flight from China Lax. Most of the visitors from China want to see the greatest mall on the first day since the place majorly attracts them because of its magic.

Mechanism and the Rationality of Human Behaviour and Mind Essay

Mechanism and the Rationality of Human Behaviour and Mind - Essay Example In B. Jack Copeland’s paper entitled, Narrow versus Wide Mechanism: Including a Re-examination of Turing’s Views on the Mind-Machine Issue (Copeland, 2000), he examines the previous work by Alan Turing on the similarities between his Turing Machine and its similarities to the human brain. Also, the misinterpretations of Turing’s ideas by other theorists were presented in the paper, as well as other theories that either support or debunk them. On the other hand, the rationality of human behaviour in terms of choices and the products of such in the eyes of economists, behavioural analysts and social scientists were presented by Herbert A. Simon in his paper entitled, Bounded Rationality in Social Science: Today and Tomorrow (Simon, 2000). Changes in the trends concerning human choices over several decades as the effect of evolving cultures and ideas was explained and mulled over by seeing human behaviour as the result of decisions, along with theories and models th at could possibly explain why recurrences are possible in places where people are expected to be thinking differently from one another. The first paper is Copeland’s views on the connection between the human mind and Alan Turing’s computing machines, as well as the views of narrow and wide mechanisms’ school of thought. ... can do numerous tasks at the same time, several connections were made: The theory of mechanism is that the human body is made up of several parts that function as a whole, and much like machines such as clocks, each part has the task of contributing to the movement of the body. However, the human body is capable of self-repair and movement afterwards, while machines such as clocks do not have such capacity (Copeland, 2000, p. 6). The human mind and body are governed by sets of rules that allow it to move accordingly to what is needed, and that the selection of actions is determined by the pre-selected options in the mind, which are in the forms of memories. Much like in computers, problems are solvable only by what functions and options are available in their stored memories (Copeland, 2000, p. 8). Narrow mechanism believes that the mind is a machine that can be strictly simulated by a Turing machine, however, wide mechanism states that there is a strong possibility that although the human mind is indeed a machine, it cannot be imitated by a Turing machine thoroughly, thus dynamic and cognitive behavioural systems of the human mind cannot be calculated by the universal Turing machine (Copeland, 2000, p. 10). The creation of the computer was to make a machine capable of doing the computing work of hundreds to thousands of humans at the same time, proving the notion that similar to humans following a specific set of guidelines, logical computing machines when programmed with the appropriate procedures to do can also do anything that is within the set of instructions, making the process mechanical in nature (Copeland, 2000, pp. 13-14). However, several theorists proposed ideas that not all machines can be programmed to compute everything, and a time may come that some

The Slow Death of Slavery Essay Example | Topics and Well Written Essays - 500 words - 1

The Slow Death of Slavery - Essay Example Firstly, the consideration that babies presented the next generation was a strong factor which threatened southern whites. This reflection was based on the fact that babies, who in this case, were typical Americans, were presumed to at one point carry out a brutal Negro revenge. The viscosity presented by the whites through denying the black basic rights was ill registered by the growing children community (Burton, 43). The whites were monitoring any presumed big brains amongst the babies. Secondly, it is imperative to consider that slave trade was already disowned by the world. Therefore, there was a necessity to retain the available slaves by taking care of the young generation In this case, numbers mattered. Yes, they could have helped to identify runaway slaves for sale; firstly, it is appropriate to acknowledge that the print media was much established in 1844. Again, the description included in the newspaper did have names, plantation affiliation and in some cases images with the basic bibliography of slaves, strengths, weakness and disciplined attitude. These were appeared to be successful approaches towards identifying runaway slaves. However, this was not the case, since the runaway slaves’ campaign attracted criticism from the liberal ideologist communities. The newspaper ads were interested in communicating to the public about the will to buy or sell a slave. The general effort to end buying of slaves was spearheaded by several activists in the quest to establish equal presentation. The world by then was actively looking for methods to put an end to slave trade; thus, the newspaper ads were irrelevant. This paper has attempted to establish that slavery lost clout in the middle of 19th century in America.

Analysis of the Organisation and Leadership of Unilever

Analysis of the Organisation and Leadership of Unilever 1- Introduction This report offers an analysis of the current organisational structure and management approach of the senior management team at Unilever, a multi-national organisation that produces and distributes many well-known consumer products. Recent years have seen the organisation undergo massive transformation, and they have reduced their workforce by some 41% over the last ten years (Unilever, 2010). They are dual-listed in the Netherlands and the UK, but operate as a single-entity with the same board and senior team. This structure offers them flexibility and adaptability across the globe, and also efficiency in production and distribution. It will draw on the theories of eminent scholars such as Taylor (1999) who proposed the theories of increased organisational efficiency by utilising an appropriate management structure, and also highlight how the internal structure of the organisation is influenced by external environment and organisational structure. This report will consider some of t he recent changes and challenges, which have faced Unilever, and provide and analysis of the likely future challenges facing the organisation. 2- Organisational History Unilever is one of the largest businesses in the world, with an annual turnover of nearly  £40 billion and in excess of 179,000 employees globally (Unilever, 2010). It was formed in 1930 as the amalgamation of the UK soap company Lever Brothers, and the Dutch margarine company Margarine Unie. The main driver for the merger was collaboration, as both companies relied heavily on palm oil as a major ingredient for their products and by sharing resources they were able to import and distribute to their factories far more cost effectively (Unilever, 2010). Indeed, palm oil remains a major ingredient for many products toady, and their continued commitment to sustainability and efficient distribution is one of Unilevers core corporate strategies (Dhillion, 2007). The growth of Unilever has been characterised by mergers and strategic acquisitions, not all of which have been friendly (Polsson, 2008), and their brand portfolio exceeds 400 and includes a wide range of consumer goods, ranging from foods and beverages to personal care products and cleaning products. They are listed on both the UK FTSE 100 and the Dutch equivalent the AXE, and they have 13 brands which generate revenue of over à ¢Ã¢â‚¬Å¡Ã‚ ¬1 billion per year. The portfolio includes such well-known brand names as Walls, Ben and Jerrys, Dove, Lipton and Flora, and as can be seen from the few names mentioned, they are both diverse and equally powerful brands and market niches. They are also the largest ice-cream manufacturer in the world, controlling some 73% of the worlds ice cream production and generating revenue of à ¢Ã¢â‚¬Å¡Ã‚ ¬5 billion per year alone from ice cream sales in Europe. Unilever have been able to make sales particularly profitable and efficient through centralisat ion of their brand under the heart logo, meaning that they were able to manufacture and distribute under the same brand across Europe with minimum customisation for local regions (Unilever, 2010). Unilever has also built strong links with its subsidiary businesses around the world for its teas and coffees, as much of the raw material required for food stuffs is sourced from African and Latin American countries, such as cocoa, vanilla, palm oil and coffee beans. To reach the size and level of diversity that they now control, Unilever have sought to acquire a further brand or manufacturing interest at the rate of approximately one per year for the last ten years. Such significant activity in terms of corporate diversity and consolidation makes for an interesting topic of study. (Full timeline of activities available in appendix 1). 3- Organisational Structure Considering the size and scope of the organisation it is understandable that they must operate within a defined framework, and as noted by Cummings and Worley (2005:136-138) the sheer size of the company can expose them to the risk of paralysis and stagnation as they are too large to respond flexibly to external challenges. Therefore Unilever have explicitly set out to create a management structure, which is capable of making faster decisions and responding more flexibly to external stimulus. Accordingly Unilever has created a four-tier hierarchical structure, which helps to funnel information into the business, and allows the senior team to make appropriate decisions based on available data (Unilever, 2010b). The structure of the executive team is set out in the diagram below:- Figure 1:- Corporate Structure of Unilever, adapted from Unilever (2010b) According to Unilever, they believe that this structure gives them suitable balance between corporate governance and organisational flexibility. Each level within the hierarchy serves a different function allowing the other levels of the organisation to concentrate on their core roles. Therefore the two executive directors; Paul Polman (Chief Executive Officer) and Jean-Marc Huà «t (Chief Financial Officer) serve as figureheads for the company. Their leadership styles and approaches will be discussed in more depth below. The ten non-executive directors serve as the independent element in Unilevers governance (Unilever, 2010a) and are drawn from a wide range of backgrounds all having huge experience and expertise in their respective areas. They are both internal and external to the organisation to help provide check and balance in their operational views and it is interesting to note that the board is very rare in having such a relatively high proportion of female NEDs at 30% (Black, 2003:236-238). The Unilever Executive (UEx) is responsible for managing profit and loss, and delivering growth across our regions, categories and functions (Unilever, 2010a). It comprises ten operational and executive directors all of whom have exceptional qualifications and experience in the fields of science, technology and business. Unilever has also taken care to ensure that the full cross-section of their multi-disciplinary functions and multi-national breadth are represented on the board, with several nationalities being represented. Finally, the three senior corporate officers are responsible for ensuring that the board of Unilever (both executive and non-executive) have all the necessary information to make prudent and timely corporate decisions on both an operational and strategic basis. The senior corporate officers are tasked with ensuring that the structure and framework of Unilever is returning suitable management information on which to base critical decisions (Unilever, 2010a). 4- Organisational Culture Organisational Culture has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization, (Hill and Jones, 2001:27). This definition also helps us to understand the values of the organisation and how they seek to lead and develop their business. Organisational culture is complex, and can be influenced by a huge variety of factors as noted by Hofstede (1980) who identified the influenced and effects of multi-cultural workforces within multi-national environments. He proposed a theory of cultural dimensions which he used to help explain how multi-cultural influences act upon an organisation with regard to strategic application as discussed by De Wit and Meyer; Hofstedes (1993) theory of cultural dimensions implies that although not all the individuals within a countrys population will have exactly the same characteristics, the cultural dimensions will colour the institutional and administrative arrangements that are made within the country, and will set the norms for behaviour. Hofstede, G. (1993) Cultural constraints in management theories, in De Wit, B. and Meyer, R. (2004) Strategy Process, Content, Context, 3rd Edition, Thomson, London pp206. This is strongly evidenced at Unilever where the culture of the organisation is derived from its own multi-national background. This has influenced the process of strategic decision making at Unilever under the systemic approach advocated by Whittington in his work What is strategy and does it matter? (2000). Whittington proposed that organisations in the same circumstances as Unilever would do well to adopt what he described as a systemic approach. In this model the organisation should seek to create a hybrid of processual or delineated strategy on the basis of organisational objective, but that the approach should be tailored or tempered by a respect for cultural differences. Whittington observed that organisational culture is governed by the social structures created by management level, social class and interest groups, and that trying to cut across these groups in certain localised areas was likely to create excessive tension and achieve very little (Whittington, 2000:185-189). It is therefore interesting to observe the influence and effect of Paul Polman as the first external candidate to take the role the Chief Executive Officer. Paul is a Dutch national and has held the role since October 2008. His background and experience in the commercial goods and manufacturing sectors make him an ideal candidate for the role, as he is both financially astute and commercially aware. From the analysis of the company and its operating ethos and mission it can also be implied that his management style is European-influenced and therefore likely to be reflective of an inclusive culture and style in that it is both democratic and laissez-faire (Morgeson, 2005:497-508). Alternatively under the Tannenbaum and Schmidt continuum (1957) it can be suggested that Paul Polman allows freedom of his subordinates to pursue suitable corporate strategies on the basis of their capability and the application of democratic decision-making. Paul Polman succeeded Patrick Cescau as the Chief Executive Officer of Unilever. Patrick Cescau was the former CEO of Unilever and the first group CEO for the company. He is a French national with numerous accreditations to his name and an extremely successful history at Unilever. As reported in the Telegraph (2008), Unilever searched long and hard for a suitable successor to the position and eventually felt that Paul Polman would be a suitable candidate given his own background, capabilities and skills. This was a departure for the Anglo-Dutch company as they had never previously taken an external candidate for the position, preferring to recruit internally. Although Patrick Cescau formally stepped down from his role following his 60th birthday (the main reason for him to leave the post), he has continued to play an active role in corporate life and now serves as a non-executive director to another large multi-national firm. Patrick Cescau was known across the world for his work in regard to sustainability and business growth, and he has proved a hard act to follow (Insead, 2010). 5- Specific Issues It is useful to compare and contrast specific issues at Unilever and the various approaches which the board of directors have taken when addressing these situations, particularly with regard to the work of Patrick Cescau and his approach to corporate sustainability and social responsibility. Indeed he is quoted as having said that There is no dichotomy between doing business well and doing good; and, in fact, the two go hand in hand. (Insead, 2010). Thus, this element will consider some of the current issues facing Unilever and how they will seek to address them. 5.1- Approaches to Corporate Social Responsibility As noted on the corporate website (Unilever, 2010c), Unilever have a strong commitment corporate social responsibility and sustainability and they have adopted a specific and targeted set of measures and key performance indicators to benchmark their own sustainability performance. It is recognised by scholars such as Atkinson et al (2007:66-68) that there is currently no uniform approach to sustainability or any codified measures of best operational practice. This is despite increasingly stringent legislation which seeks to set out minimum performance standards and has been applied on very few occasions save for flagrant breaches which have resulted in catastrophic consequences (Constanza et al, 2007:203-210). Unilever state that their approaches to Corporate Social Responsibility incorporate business benefits as well as ethical principles (Unilever, 2010c). By this they mean that they have continued the work started by Patrick Cescau seeking to align business activity and ethical ac tivity. They have chosen to apply sustainable principles to as many areas of possible in their business on the simple premise that sustainability makes good business sense. Therefore they have engaged some of the most innovative principles in research and development, agriculture, packaging and manufacturing as they believe that sustainability helps [them] win (Unilever, 2010c). The Unilever website offers several examples of successful case studies where sustainability has proved to be of great business benefit amongst both internal and external stakeholders, and the board of Unilever also recognise that this can only be achieve by impeccable business performance and adherence to best principles in their own right. 5.2- Reputation Management and Diversity Contrastingly it is also useful to consider some of the more controversial activities, which have been undertaken by Unilever in their recent history. Unilever have been accused of causing deforestation by campaigners such as Greenpeace because of the use of palm oil, a major ingredient in many products. In consequence Unilever have committed to sourcing all of their palm oil requirements sustainably by 2015 (Unilever, 2010d). This principle has also been applied with regard to their requirements for tea leaves for their Lipton and PG Tips brands (Unilever, 2010c). Unilever recognise that because of their level of consumption of these raw materials and their need to invest in sustainable practices they will need to work closely with bodies such as the Rainforest Alliance to form synergies, which are beneficial to all stakeholders. However Unilever have a strong commitment to positive diversity as evidenced by their localised products and marketing campaigns, which are specifically aimed to meet the needs of consumers at a localised level. This includes specific beauty products for various nations in response to consumer demand. Examples of such positive diversity can be found in Indian advertising for skin creams (Telegraph, 2007). Although there was some adverse reaction to the advertisement it is also recognised that the product met a considerable demand in India and there was also some evident confusion at a localised level as to why the product might not be required. When compared to the Dove brand real beauty campaign which Unilever have managed since 2007 (Dove, 2010) it can be seen that there is a strong demand for localised product management and positive diversity, which Unilever have responded to. This has helped their own reputational and brand management and has enabled them to react rapidly to con sumer demand, which has served to strengthen their corporate and market position. 6- Management and Leadership Approaches at Unilever Netherlands There are several theories, which can be used to help understand the relationship between managers and employees within an organisation. This element of the report will consider three of the main theories put forward by leading academics in the subject, via Taylor (1999) Maslow (1992) and Fayol (1999). Each of these theories addresses a different aspect of the employee management relationship as will be discussed. 6.1- Taylor and Scientific Management Taylor (1999 cited in Matteson and Ivancevich), identified that to achieve maximum efficiency and effectiveness within an organisation it is necessary to synthesize workflows (1999:12-15) to ensure that there is alignment between resource availability and organisational requirements. Taylor suggested that by measuring and monitoring these objectives and setting out clear processes and procedures for employees to follow, it is possible to significantly increase labour productivity and effectiveness. The cornerstone of Taylors theory was centred on adhering to best practice processes to minimise waste and maximise productivity. Taylors theories were developed whilst observing car production plants, and there are close analogies with regard to the production flows of manufacturing in the Unilever plants. As each of the manufacturing plants owned and operated by Unilever produces products and foodstuff, which their consumers will either ingest or use for personal care, the manufacturing must be of the highest standards and quality, with rigorous safety and quality checks at every stage of the process. Unilever have therefore developed and implemented a robust series of controls, which enables them to manage and monitor every part of the production process, and also standardise it across their estate. Such is the level of control exerted by Unilever, that in theory it should be possible to take an employee from a UK manufacturing site and exchange them for an employee from a Dutch manufacturing site, and they should each be capable of performing the necessary roles and functions (Unilever, 2010). Critics of Ta ylors approach such as Daft et al (2010:26), argue that the forced level of direction engendered by the Taylorist approach de-skills and de-motivates employees who effectively become machines who are dehumanised. This is a particularly so on production line, as there is a requirement for absolute conformity as opposed to creativity and individualism. It is a perpetual challenge for Unilever to maintain the interest and enthusiasm of employees who perform repetitive jobs such as those that will be required for a significant proportion of the Unilever workforce. This is something, which was acknowledged and addressed by Maslow (1999, cited in Strage), who noted that employees require more than simple fiscal reward to remain motivated. This has been noted and observed by the management team at Unilever, and when their management approach and corporate culture is applied to the Tannenbaum and Schmidt continuum, as cited in Matteson and Ivancevich, (1999), it can be seen that although so me level of authority must be applied to ensure consistency of process, many of the Unilever employees have a far greater level of freedom and creativity to offer innovative suggestions for product and process improvement. 6.2- Maslow and the Hierarchy of Needs In contrast to Taylor, the Maslow school of thought discusses tools and techniques to help managers to motivate and empower employees to perform to the best of their ability. Maslow (1999, cited in Strage) discusses the hierarchy of needs model, whereby he identified that it was not simply money that motivated employees to work, but many other factors contributed to the desire of employees to perform to the best of their ability. The diagram below outlines what Maslow has identified, in that as each level of need is satisfied, the individual moves up the pyramid to satisfy the next need in the ranking. Figure 1: Maslows Hierarchy of Needs (1999). As Maslows theory suggests, once the basic needs of financial reward for work have been satisfied sufficient to meet the demands of paying bills, then an employee looks for other motivations to come to work, such as feeling valued by their employer, and having their work and achievements recognised. It would seem given that there have been no recent publicised disputes between employees and leaders at Unilever that employees are satisfied with the both the pay and recognition which they receive from the management team. As Maslow noted, once the basic needs have been satisfied, the need to be accepted and to belong is a powerful human motivator. This is closely linked with reward and recognition for work that has been done well or is particularly innovative. Some theorists such as Hackman and Wageman (2005:269) refer to this as celebrating success. They suggest that if major achievements which have been made possible by the co-operative work of the team are celebrated and recognised, this will go on to motivate and encourage employees to continue to perform. Unilever have recently won awards for innovation and environmental achievement (Unilever, 2010), which they were keen to share with the rest of the business, as the entire firm will benefit from such a positive approach (Morden, 1996; McGovern et al, 2008). 6.3- Fayol A third perspective on matters of management and leadership approach is that put forward by Fayol (1999 cited in Matteson and Ivancevich), who similarly to Taylor subscribed to a scientific theory of management. He proposed a general theory of management, suggesting that managers had six primary functions and fourteen further principles of management. In contrast to Taylor, Fayol proposed a far more interactive approach to management techniques, which suggested that process controls were in fact best designed by those people who performed the work every day (ie, the workforce). Fayol argued that if management interacted closely with the workforce and understood their needs and concerns, they would be far better placed to gather feedback about systems and processes and make the necessary efficiency changes. It would seem from the success and growth of Unilever as a multi-national conglomerate that they have been particularly successful and following these principles and instilling a c ollaborative approach which harnesses the power and knowledge of the workforce and uses it to further the growth and development of the business (Fayol, ibid). Examples of this include working with employees to indentify and implement efficiency savings, and also generating a culture of continuous improvement, which builds a self-perpetuating cycle of success (Judge et al, 2002:770-775). When considering these findings in the light of the Blake and Moulton Leadership grid (1964), it can clearly be seen that the leaders at Unilever are at the inclusive and collaborative point on the scale as termed the sound style (previously known as tem style). At this point they have equal concern for both production and people as they recognise that to deliver consistently excellent products they must have committed and motivated employees. According to Blake and Moulton (ibid), this leadership style relies on managers recognising that employees must feel as if they are a highly valued part of the organisation, a theory that is closely aligned with that of Maslow who observed that those employees who produced the best work felt that they were suitably rewarded for their efforts. Moreover, as increasing numbers of organisations recognise the benefits of adopting a collaborative and co-operative approach to achieving organisational excellence, current management theory would indicat e that the days of dictatorial mangers are on the decline (Den Hartog and Koopman cited in Anderson et al, 2002:166-168). This also seems particularly likely given the increasing legislation to prevent employers from bullying their employees and behaving in an inappropriate manner (Miner, 2009). Application of the Hersey and Blanchards situational theory model (1999, cited in Gabriel et al, 1999) further underlines that the Unilever management style is one of participating and delegating as opposed to telling employees what to do. Unilever is characterised by open channels of communication, and there are points which against the Hersey and Blanchard model the leadership style could be regarded as selling, this is more to do with the differing levels of maturity in various parts of the business, and particularly in those parts which have been recently acquired. It is interesting to set the Hersey and Blanchard model against the backdrop of situational leadership, as it seems that the characteristics of Unilever are a mature and confident group of leaders who are happy to delegate tasks and responsibility, and thus leverage the best from their employees (Den Hartog and Koopman, ibid). Remembering that the board of Unilever has been secure and stable for some time, it is of lit tle surprise that they are able to adopt and react flexibly to change. Moreover, their considerable experience of acquisition allows them to rapidly assimilate and absorb new businesses into the estate, and embraces the culture changes, which must necessarily follow (Simons and Billing, 1995; Spillane, 2004). Despite the size of Unilever, it is remarkable that they are able to adapt so readily to change at both an internal and external level, and across global boundaries. In some ways their sheer size has enabled them to cushion themselves from some of the worst effects of the recession, coupled with the fact that their diverse portfolio requires them to be adaptive and flexible to consumer trends a style which is reflected in both their culture and leadership. 7- Recommendations to Enhance Management Practices As can be seen from the preceding discussions, the senior management team at Unilever have faced some serious internal and external challenges, both at a local level and a global level. Some of these challenges are outside of their control, however in order to ensure that they remain one of the leading conglomerates in the world they must adapt and respond flexibly to both internal and external challenges. This section of the report considers some recommendations to continue to improve employee motivation and engagement by enhancing and improving management practices, and also offer suggestions based on relevant theory as to how the necessary changes can be embedded. 7.1- Recommendations for Strategic Change and Effective Management Practices Although there are few current difficulties with employee relationships, it is apparent that some significant changes still need to be made in order to secure the future of Unilever in the current turbulent economic environment. Whilst they are far from bankruptcy, recent years have seen considerable expenditure and challenge for Unilever, which has centred on the considerable number if divestments and acquisitions in order to strengthen and consolidate their global brand portfolio (Morden, 1996:458-496). The theories of Taylor, Maslow and Fayol all offer suggestions as to how to engage with employees in times of significant change and challenge. Application of the Tannenbaum and Schmidt continuum (cited in Matteson and Ivancevich, 1999) indicates that the collaborative style of leadership has helped Unilever in managing and instilling change, and it is clear that under modern management practices that for them to continue to be successful they must continue to engage and motivate em ployees, especially those who are new to the culture of Unilever and have joined them through acquisition (Hassard and Parker, 1993:43-45). Furthermore, Gergen (1995) concurs with Hassard and Parker (ibid), in those organisations, which operate in a post-modernist world, should take care to adopt appropriate management styles and techniques, or get left behind their competitors in a rapidly changing world. Taking all of these factors into consideration, and with reference to all of the theories which have been discussed and applied, it is apparent that there is a self-perpetuating cycle and culture of success which is supporting the leaders at Unilever to behave in a manner which is highly likely to assist them in developing a robust business which is fit to operate in current times. The collaborative and communicative style of the leaders should be upheld and gently moulded in newer acquisitions to one which is collaborative and co-operative in approach, drawing on the theories of Maslow to help motivate and engage employees in such a way that they provide constructive criticism and feedback on how best to help Unilever develop in the current challenging environment. Whilst it is appreciated that management culture and organisational culture is not something that can be changed overnight, as reliance on technology increases and organisations must become more adaptable to survive, it i s likely that the current culture will be fit to see Unilever through into the future. References Atkinson, G., Dietz, S. Neumayer, E. (2007). Handbook of Sustainable Development. Cheltenham: Edward Elgar. BBC News. 22 May 2010 http://news.bbc.co.uk/1/hi/business/8633455.stm. Retrieved 18th Nov 2010 Blake, R.; Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Black, Richard J. (2003) Organizational Culture: Creating the Influence Needed for Strategic Success, London UK. Cohan, William D., (2009) House of Cards: A Tale of Hubris and Wretched Excess on Wall Street, [a novel]. New York, Doubleday. Costanza, R., Graumlich, L.J. Steffen, W. (eds), (2007). Sustainability or Collapse? An Integrated History and Future of People on Earth. Cambridge, MA.: MIT Press. Cummings, Thomas G. Worley, Christopher G. (2005), Organization Development and Change, 8th Ed., Thomson South-Western, USA Copenhagen Climate Change (2009) http://www.copenhagenclimatecouncil.com/about-us/councillors.html (retrieved 5th Nov, 2010). Den Hartog, D. N., Koopman, P. L. (2002). Leadership in organizations. In N. Anderson, D. S. Ones, H. K. Sinangil C. Viswesvaran (Eds.), Handbook of industrial, work and organizational psychology, Volume 2: Organizational psychology. (pp.  166-187): Sage Publications, Inc. DfT (2010) Road Freight drops 24% in first quarter of 2010 available online at http://www.aricia.ltd.uk/articles.aspx. (retrieved 5th Nov, 2010). Dhillon, Amrit (2007-07-01). Indias hue and cry over paler skin. The Daily Telegraph (London). http://www.telegraph.co.uk/news/main.jhtml?xml=/news/2007/07/01/wskin101.xml. Retrieved 9th Nov 2010. Dove (2010) Campaign for Real Beauty available online at http://www.dove.us/#/cfrb/ retrieved 13th Dec 2010 Fayol, H. (1999) Planning in M.T. Matteson and J.M. Ivancevich (eds), Management and Organisational Behaviour Classics. 7th ed., London: Irwin, McGraw-Hill, pp.12-15. Gabriel, Y. Fineman, S. Sims, D. (2000) Organizing and Organisations. 2nd Ed. London, Sage. Gergen, K.J. (1995) The Limits of Pure Critique in H.W. Simons, H.W. and Billig, M. (1995) After Postmodernism: Reconstructing Ideology Critique. London, Sage. Greenpeace (2007) Unilever admits toxic dumping: will clean up but not come clean http://www.greenpeace.org.uk/contentlookup.cfm?CFID=6864301CFTOKEN=96874361ucidparam=20010620124942MenuPoint=G-A.Retrieved 9th Nov 2010 Hackman, J. R., Wageman, R. (2005). A Theory of Team Coaching. Academy of Management Review, 30(2), 269-287 Hill, C and Jones, G (2001) Strategic Management. Houghton Mifflin pp 27 Hofstede, G. (1980) Cultures Consequences: International Differences in Work Related Values, Beverly Hills, CA, Sage Publications Indian Resource Centre (14th May 2003) Monsanto, Unilever use of Child Labour in India http://www.indiaresource.org/issues/agbiotech/2003/monsantounilever.html retrieved 18th Nov 2010 Insead (2010) Top 50 Alumni Who Changed the World available online at http://50.insead.edu/alumni/patrick-cescau retrieved 13th Dec 2010 Maslow, A.H. (1992) A Theory of Human Motivation, Chapter 10 in Henry M. Strage,1992, Milestones in Management: An Essential Reader. Oxford, Blackwell Business. Miner, J. B. (2009). Organizational Behavior: Behavior 1: Essential Theories of Motivation and Leadership. Armonk: M.

Active Aggression in Boys and Passive Aggression in Girls Essay

Introduction In understanding moral and ethical development of individuals, we have been exposed to a vast amount of information enlightening us of the complex ways in which both males and females cognitively develop their moral and ethical values. Through this we have learned about the many gender differences in these values, which has raised the question of why males and females branch apart in this development, when the separation occurs, and if it is a result biological differences, or socialization. In studying violence, in particular, the two directions seem to lead further and further apart as most research shows that boys act more physically aggressive than girls. In fact, most books available on youth violence, and even studies done in the past, focus on the male population because that is where it seems to be most prevalent. "†¦Teenage girls are arrested far less frequently for serious violent crime than boys (a ratio of one to eight)" (Siegal & Senna, 1991, 56). Why does this dras tic form of aggression occur to an extreme in young males, and can the same epidemic be forming in young females? To answer this question information has been gathered and a questionnaire formed to assess peoples’ views on gender differences in aggression and what factors contribute to it. Gilligan and Garbarino: Opinions on Violence in Boys The first research that I encountered was James Gilligan’s M.D. book (1996) titled, "VIOLENCE." Gilligan separates the "epidemic" of violence into three areas; "The Pathology of Violence," "The ‘Germ Theory’ of Violence," and "The Epidemology of Violence." His research shows that people act violently as a means to attain, what to them is, justice. Gilligan found that most violent males, on an individua... ...intage Books. Magnarelli, M. (2001, August). Savior vs. snitch. Seventeen Magazine, (219-223). Music Olympus Home (2000). Eminem lyrics: I’m back. Retrieved November 17, 2001 from World Wide Web: http://www.musicolympus.com/eminem/marshall-mathers-lyrics.htm#i Paucke, B. (2001, August). Put the gun down. Seventeen Magazine, (138-141). Siegal, L. J., & Senna, J. J. (1991). Juvenile delinquency: Theory, practice, & law (4th ed.). St. Paul: West Publishing. Weiler, J. (1999). An overview of research on girls and violence. Choices Briefs. Retrieved November 17, 2001 from the Institute for Urban and Minority Education, Teachers College: http://iume.tc.Columbia.edu/choices/briefs/choices01.html Weiler, J. (1999). Girls and violence. Eric digest number 143. Retrieved November 17, 2001 from the World Wide Web: http://www.ed.gov/databases/ERIC_Digests/ed430069.html

Safeguarding Adults And Promoting Independence

In this assignment I will be explaining how, the residential care home, of which I carried out my first placement; promotes independence and reduces the risk of abuse and neglect. I will do this by explaining and discussing: approaches, strategies, principles and will then evaluate the role of multi-agency working in reducing the risk of abuse. Although the residential care homes occupants, are all unable to fully look after themselves, primarily due to age and related health problems.Each service user had a different set of needs that needed to be met, to provide adequate care and in order to reduce the risk of neglect or abuse. When taking into account a service user’s needs and independence, confidentiality, rights and overall care. The main requirements; employees, organisations and other care providers involved in the care of the residents of the care home are: To improve the service user’s way of life, provide choice; inform the service user and family of their tr eatment, recovery, and care plan and to protect. This is also known as the core principles of care/ care value base.The principles and value that will follow, are the set standards expected to be followed by the care assistants and nurses. And for the service users of the home to receive. The principles the care home follows are; To support and encourage equality, diversity and to maintain confidentiality of the service users information and that the employees and employer deliver; respect, dignity, fairness, privacy and equality. The overall aim of the principles and standards is to improve the service users quality of life by making sure that each individual gets the care that is individually needed.A person-centred approach is an assessment analysis and Judgment, plan, implement and evaluate is an ongoing plan assessing an individual’s Needs. Effective communication between service users and employee to employee’s and practitioner to external professionals should be paramount. Anti-discriminatory practice must be practiced and maintained by the service providers and personal opinions and or dislikes should not be brought into the working environment in order to stay professional.The service provider should aim to provide a safe secure and encouraging environment for adults they have a duty of care. The practitioners should focuses on the individual’s personal needs, wants, desires and goals so that they become central to the care process. Principles of person centred care 1. Getting to know the patient or client as a person: This focuses on building a relationship between the clinician and the patient/client and carers. Health professionals need to get to know the person beyond their diagnosis. 2.Sharing of power and responsibility: This focuses on respecting preferences. It includes treating patients / clients as partners when setting goals, planning care and making decisions about care, treatment or outcomes. 3. Accessibility and flex ibility: This focuses on meeting patients and clients individual needs by being sensitive to values, preference and expressed needs. It also focuses on giving the patient / client choice by giving timely, complete and accurate information in a manner they can understand so they can make choices about their care.

How Cpu Works Essays

How Cpu Works Essays How Cpu Works Essay How Cpu Works Essay How does the CPU work? The CPU comprises of the following components as stated below. PREFETCH UNIT CONTROL UNIT ALU/FPU DECODE UNIT REGISTERS INTERNAL CACHE MEMORY BUS INTERFACE UNIT OUTPUT INPUT Arithmetic/logic Unit (ALU) and Floating Point Unit Arithmetic Logic Unit-is the section of the CPU core that performs arithmetic(addition,subtraction,multiplication and division) involving integers and logical operations such as comparing two pieces of data to see if they are equal or determining if a specific condition is true or false. Arithmetic requiring decimals is usually performed by the floating point unit(FPU). Arithmetic operations are perfomed when mathematical calculations are requested by the user,as well as when many other common computing tasks are performed. Most CPUs today have multiple ALUs and FPUs that work together to perform the necessary operations. Control Unit Coordinates and controls the operations and activities taking place within a CPU core such as retrieving data and instructions and passing them on to the ALU or FPU for execution. In other words it directs the flow of electric current within the core,much like a traffic cop controls the flow of vehicles on a roadway. The control unit tells ALU and FPU what to do and makes sure that everything happens at the right time in order for the appropriate processing to take place. Prefetch Orders data and instructions from cache or RAM based on the current task. The prefetch unit tries to predict what data and instructions will be needed and retrieves them ahead of time,in order to help avoid delays in processing. Decode Unit Takes the instructions fetched by the prefetch unit and translates them into a form that can be understood by the control unit,ALU and FPU. The decoded instructions go to the control unit for processing. Registers and Internal Cache Memory Registers and Cache memory are both types of memory used by the CPU. Registers are groups of high-speed memory located within the CPU that are used during processing. The ALU and FPU use registers to store data, intermediary calculations and the results of processing temporarily. Internal Cache memory is used to store instructions and data for the CPU,to avoid retrieving them from RAM or the hard drive. Bus Interface Unit It allows the core to communicate with other CPU components,such as the memory controller and other cores. The memory controller controls the flow of instructions and data going between the CPU cores and RAM.

Red King Crab Facts and Identification

Red King Crab Facts and Identification They are the biggest and most sought-after shellfish in Alaska. What are they? Red king crab. Red king crab (Paralithodes camtschaticus)  is one of several king crab species. They entice fishers and seafood consumers with their snow-white (edged by red), flavorful meat. If youre a fan of reality TV, you might be familiar with red king crab, as they are one of two species (along with snow, or opilio crab) fished on Deadliest Catch. What Do King Crabs Look Like? As youd probably guess from the name, red king crab have a reddish carapace that can vary from brownish to dark red or burgundy. They are covered in sharp spines. These are the largest crab in Alaska. Since they dont expend as much energy in reproduction, males can grow much larger than females. Females can weigh up to about 10.5 pounds. The largest male on record weighed 24 pounds and had a leg span of about 5 feet.   These crabs have three pairs of legs used for walking and two claws. One claw is larger than the other and is used for crushing prey.   While it may not be apparent, these crabs are descended from hermit crab ancestors. Like hermit crabs, a red king crabs back end is twisted to one side (more drastically in hermit crabs, so they can fit into the gastropod shells that provide their shelter), they have one claw larger than the other, and their walking legs all point backward.   How Do You Distinguish Male King Crabs from Females? How do you tell males from females? There is one easy way: To keep crab populations healthy, only male red king crabs can be harvested, so if youre eating a king crab, it is most likely a male. In addition to size differences, males can be distinguished from females by the flap on their underside, which is triangular in males and rounded in females (this flap is larger in females because it is used to carry eggs).   Classification Kingdom: AnimaliaPhylum: ArthropodaSubphylum: CrustaceaClass: MalacostracaOrder: DecapodaFamily: LithodidaeGenus: ParalithodesSpecies: P. camtschaticus Where Do Red King Crabs Live? Red king crabs are a cold water species native to the Pacific Ocean, although they were also intentionally introduced into the Barents Sea 200. In the Pacific Ocean, they are found from Alaska to British Columbia and Russia to Japan. They are usually found in waters less than 650 feet deep.   What Do Red King Crabs Eat? Red king crabs feed on a variety of organisms, including algae, worms, bivalves (e.g., clams and mussels), barnacles, fish, echinoderms (sea stars, brittle stars, sand dollars) and even other crabs.   How Do Red King Crabs Reproduce? Red king crabs reproduce sexually, with internal fertilization. Mating occurs in shallow water. Depending upon their size, females can produce between 50,000 and 500,000 eggs. During mating, males grasp the female and fertilize the eggs, which she carries on her abdominal flap for 11-12 months before they hatch. Once they hatch, the red king crab larvae look similar to shrimp.  They can swim, but are largely at the mercy of tides and currents. They go through several molts over 2-3 months and then metamorphose into a glaucothoe, which settles to the ocean bottom and metamorphoses into a crab that spends the rest of its life on the ocean bottom. As they grow, red king crabs molt, which means they lose their old shell and form a new one.  During its first year, a red king crab will molt up to five times.  These crabs are sexually mature at about 7 years old. These crabs are estimated to live up to 20-30 years.   Conservation, Human Uses, and the Famous Crab Fishery After sockeye salmon, red king crab is the most valuable fishery in Alaska.  The crab meat is eaten as crab legs (e.g., with drawn butter), sushi, or in a variety of other dishes.   Red king  crabs are caught in heavy metal pots in a fishery that is famous for its dangerous seas and weather. To read more about red king crab fishing, click here.   Deadliest Catch- a crustacean lovers favorite reality series- tells the harrowing at-sea adventures of the captains and crew on  6 boats. But there were 63 boats in the Bristol Bay red king crab fishery in 2014. These boats caught the 9 million pound quota of crab in about  four weeks. Much of that crab is shipped to Japan.   As for the U.S., it is likely the red king crab you eat isnt caught by the fishermen on the Deadliest Catch  boats. According to  FishChoice.com, in 2013, 80 percent  of the red king crab sold in the U.S. was caught in Russia.   Threats to Red King Crab Populations Although catches of red king crab are steady at the moment,  recent reports  show they are vulnerable to  ocean acidification, a lowering of the oceans pH, which makes it difficult for crabs and other organisms to form their exoskeleton.   Sources Ahyong, S. 2014.  Ã‚  (Tilesius, 1815)Paralithodes camtschaticus. Accessed through: World Register of Marine Species.Alaska Department of Fish and Game.  Red King Crab  (). Accessed January 30, 2015.  Paralithodes camtschaticusAlaskan King Crab Company. How to Cook and Prepare Alaskan King Crab Legs. Accessed January 30, 2015.  Carroll, S. B. 2011. A Lesson of Genealogy: Looks Can Be Deceiving. New York Times. Accessed January 30, 2015.  Christie, L. 2012. Deadliest Catch Not So Deadly Anymore. CNN Money. Accessed January 30, 2015.NOAA FishWatch. Red King Crab.  Accessed January 30, 2015.  Soley, S. 2013.  From Ocean to Plate: The Life of the Red King Crab. EarthZine. Accessed January 30, 2015.Stevens, B. J. Adaptations of Crabs to Life in the Deep Sea. NOAA Ocean Explorer. Accessed January 30, 2015.  Welch, L.  Fish Factor: Strong 2015 forecasts for pollock, Bristol Bay salmon. Alaska Journal of Commerce. Accessed January 30, 2015.

Discussion 7 Essay Example | Topics and Well Written Essays - 500 words

Discussion 7 - Essay Example A number of books and movies have been written and made on how the war affected the lives of people as well as modern societies around the world. The major power countries lost millions of soldiers; these brave men fought hard and sacrificed their lives ultimately. However, the war also affected civilians and people from everyday walks of life that had no hand in it. The face of politics, economies around the world, as well as public opinion underwent a strong change because of the First World War. Germany was at large made to pay for the reparation of the damages that it had caused all around the globe, and most other countries tried to adopt a more liberal path of government in order to serve the people better and establish democracies. There was widespread inflation all around as people were forced to pay high sums of money for the basic necessities of life. Industrialization had not yet taken a strong hold over many countries, however, it began to, because people were in vast nee d of jobs. Pay cuts were rampant as more and more people began to die early and were not able to afford food for their families. The use of human labour also declined a great deal as more and more machines came into use. The effect of the War on civilians thus was such that it had a long term impact on their lives. Entire families were affected in a bad way due to the down sloped economy.

Nutritional quality of rapeseed oil and health benefits of omega fatty Essay

Nutritional quality of rapeseed oil and health benefits of omega fatty acids - Essay Example The plant bears yellow flowers. Rapeseed is popular for the oil that can be produced from it. The most popular brand is the canola oil, which is a refined form of rapeseed oil. Until a few years ago, Rapeseed oil was used as an efficient lubricant for steam engines. Currently, the oil is used as biofuel and human edible oil and the by-product is used as animal food (USDA, 2010). The oil has high levels of erucic acid and glucosinolate because of which it tastes bitter. Canola oil has lesser amount of acid and glucosinolate and hence is palatable. It has higher quantities of omega fatty acids which reduce LDL cholesterol and serum triglyceride levels (USDA, 2010). Canola oil has low saturated fat and high levels of monounsaturated oil. Infact, when compared to other vegetable edible oils like sunflower oil, corn oil and peanut oil, canola oil has very low ratio of saturated to unsaturated fats. The main omega fatty acid present in the oil is alpha-linolenic acid, which is an omega-3 f atty acid. 1.3 grams of this fatty acid is present in one serving of the oil. 1ml of the oil yields 12 calories and 1.4 grams of fat. Only 10 percent of the fat is saturated. The oil has no cholesterol, protein, carbohydrate or sodium. The oil is rich in vitamin E which is a valuable anti-oxidant (Ingle, 2010). Despite the popularity of the rapeseed oil as safe and beneficial edible oil, many experts have condemned the nutritional benefits of the oil. Some researchers are of the opinion that the useful ingredients of the oil are destroyed in industrial manufacturing and that during such a process, trans-fatty acids develop which are not only harmful to the body but also are detrimental to the beneficial actions of the useful ingredients of the oil. Some experts opine that Canola oil or the irradiated rapeseed oil can cause certain problems of the central nervous system like tremors, palsy, shaking, uncoordination of movements, slurring of speech, blurring