Where to Find Specific Types of Rocks and Minerals

Where to Find Specific Types of Rocks and Minerals Rocks and minerals are all around us. You can pretty much find interesting specimens in almost any natural environment but you have to know where to look and what to look for. If youre new to geology, there is no substitute for examining as many different rocks as possible to familiarize yourself with whats out there. This guide will give you a good idea of some of the best places to get started. Hunting Rocks: Beaches and Riverbeds Whether youre a kid or a grownup, one of the best hunting grounds for rocks is a beach. Ocean beaches boast a wide variety of specimens and since theyre spread out across large areas and renewed with every tide, youre pretty much assured of finding something interesting. Beaches are beginner-friendly. Just bring along some sunscreen, water, something to put your finds in, and youre basically good to go. Beach rocks tend to be of the harder rock varieties (igneous and metamorphic). They get a good grinding in the surf zone, so they tend to be fairly clean and smooth. However, since its not always possible to pinpoint their source of origin, beach rocks are known by geology fanciers as stones without context. A stone on the beach may have fallen from cliffs along the shore or have broken off of a submerged underwater outcrop; it may have even traveled downstream in a river from a great distance inland. River rocks are much more likely to originate near the riverbed and banks. River rocks tend to include more of the softer rock types, and the farther upstream you can go, the truer this is. If you plan to hunt river rocks, be sure to wear sturdy footwear and make sure youre not trespassing. Bedrock: Exposures and Outcrops While beaches and rivers are good places for beginners to launch their education in rock collecting, for a  more serious study of rocks, youll need to find exposed bedrock. Bedrock- or living rock- is an  intact formation that has not been broken away from its original body. A place of any kind where bedrock is lying out in the open ready for your hammer is called an exposure; a naturally occurring exposure is called an outcrop. Outcrops may be found at the beach or along a river bank. In fact, in many geographic regions, these are the only places to find them. For more, youll need to visit the hills or the mountains. If you take manmade sites into account, exposures are quite common. Building sites with their excavations are plentiful all over the country. Mines and quarries offer excellent exposures as well, and they have the advantage of being more permanent than excavation sites. The best bedrock exposures are generally found in road cuts, and amateurs and professionals alike rely on them heavily for their best finds. In civil engineering jargon, a cut or cutting  is the area from which soil and rock are removed to facilitate the building of a road. Road cuts have many good features: Theyre clean, especially when newTheyre easy to visit, alone or in a groupIf theyre on public property, hammering is generally not forbiddenThey expose rocks well, even soft rocksThey expose rocks in their context, including features and structures not visible in a hand specimen Hunting Minerals Minerals can generally be found wherever rocks are found. Thats a good starting point, but a mineral hunter needs to know more geology than the rock hunter. For instance, the mineral grains in rocks such as shale or basalt are too small to be viewed with a magnifier but even these rocks offer possibilities to those who know where to look and what to look for. Minerals grow in several main settings: Primary minerals form during the solidification of a melt.Evaporitic minerals form by precipitation out of concentrated solutions.Diagenetic minerals form at low and moderate temperatures during the consolidation of rock from sediment.Vein minerals form during injection of deep hot fluids.Metamorphic minerals form in solid rocks under prolonged heat and pressure. If you can recognize the signs of these settings, you can expect to find the typical minerals they give rise to. Even a plain-looking mudstone may have zones of alteration or contain veins or partings that reveal mineral nodules that formed during diagenesis. Rock Hunting Etiquette Unfortunately, many of the best places for rock and mineral hunting are on private property or in protected parks. Although many beaches are public parks, where collecting is prohibited, no one is likely to prosecute you for discreetly picking up a few pebbles- but use discretion. Road cuts are off limits wherever parking is not permitted, such as along a freeway. Railways are private property and should be avoided. Likewise, when visiting road cuts in a park- whether national or local- you should generally leave your hammer in the car. Most federal public lands, such as national forests, can be explored freely by amateurs, however, its forbidden for anyone to deface or remove any natural features- this includes rocks, and this includes you. For all other areas, the best rule of thumb is to leave the rocks looking no worse than you found them. Most excavation sites and rock quarries are on private property so youll need to get the owners permission before you start your collecting expedition. Due to liabilities, fear of property damage, and other concerns, the person who owns your hunting ground may have more reasons to say no than yes. Experienced, organized groups generally have the best shot at gaining admittance to private property, so if youre really serious, you might want to think about joining a club.

Marketing plan Essay Example | Topics and Well Written Essays - 2750 words

Marketing plan - Essay Example Akin to olive oil in terms of function, tea seed oil is very effective for hair care. Not only does it strengthen hair and protect it from damage, it also provides moisture to the hair. Shiseido now intends to sell Tsubaki in Australia as it sees tremendous potential for that product in that market. Competitive Landscape in Australia Procter & Gamble Australia Pty Ltd, Unilever Australia Ltd, L'Oreal Australia Pty Ltd, Hans Schwarzkopf & Henkel GmbH & Co KG, Colgate-Palmolive Pty Ltd and Alberto-Culver Pty Ltd. In addition to these there are many other, domestic as well as international players, vying for a chunk of the shampoo market in the country. Demographic Environment The total population of Australia stood at 22 million in 2010. The gender-wise break-up of the Australian population is depicted in table below: Population (Gender Wise)    2010 2020    in '000 % in '000 % Male 10998 49.76 12591 49.86 Female 11102 50.24 12663 50.14 Total 22100 100 25254 100 Source: Euromonitor International The table shows that the male female population is almost equal and is likely to remain so by 2020. The ethnic composition of the country includes 92 percent Whites, 7 percent Asians and 1 percent Aboriginal and others (Euromonitor 2011). Thus females of Asian origin residing in Australia are approx .7 million. The Tsubaki shampoo would be targeted at this section of the society. It is imperative that the age-wise break up of the female population is considered while developing/modifying the product for the Australian market.    Female Population Age-Wise ('000) Age 2009 2010 2015 (E) 2020 (E) % Growth 0-14 2033 2052 2173 2326 13.3 15-64 7327 7415 7763 8095 9.2 65+ 1591 1635 1925 2242 37.1 Total 10951 11102 11861 12663 15.6 Source: Euromonitor International The above table clearly demonstrates that a drastic shift in Australia‘s demographic profile is imminent as a considerable chunk of the population is set to grow old in the coming future. This growth in the number of older consumers is likely to propel the demand for products that make people feel and look younger (Data Monitor 2011). The life expectancy in the country is 81.81 years for the total population. While it is 79.40 years for men, the life expectancy for the average Australian woman is 84.35 years. Economic Environment The Australian economy has registered a steady growth in the GDP in the last few years. The economy is estimated to grow by 3.7 percent this year. The inflation rate has also been below the 3 percent mark since 2010. The unemployment rate which has been steady at a shade above 5 percent is the brightest spot. Compare this to the unemployment rates in other developed countries where the joblessness has reached double digits. Key Economic Indicators    2009 2010 2011 2012 (E) GDP Growth (%) 1.3 3 3.5 3.7 Inflation 1.8 2.9 2.8 2.9 Unemployment Rate 5.6 5.3 5.2 5.1 Source: Data Monitor 2011 Australia is primarily a middle-class society. Close to 5 million, or 6 1 percent of the households in the country had an annual disposable income of more than US $45,000 in 2009. During the same time period, 36 percent of the Australian households had an annual disposable income of more than US $75,000. At the same time, more than 95 percent of the country is above the poverty line (Data Monitor 2011). The table below depicts that the average annual gross income has steadily risen across income brackets. The growth is considerably higher than

Mobile Computing and Social Networks Term Paper

Mobile Computing and Social Networks - Term Paper Example Mobile computing and social networks have increasingly become popular around the world. There are thousands of iPhone Apps, iPad Apps, and Android Apps that have been developed to perform a myriad of tasks and processes. These applications use mobile and web-based technologies majorly in turning communication into interactive communications and dialogue(s) among organizations, individuals, and communities around the world (Hinchcliffe et al, 2012). The fact that mobile computing and social networks have witnessed exponential growth within a very short period of time compared to other communication and business tools in the history of human beings is nearly incontestable (Rainie and Wellman, 2012). This fact is evidenced by the statistics indicating that while it took about 13 years for television to attract close to 50 million viewers and approximately 38 years for radio to attract nearly 50 million listeners, internet technology only took about 4 years only for to attract over 50 mi llion participants. Social networking sites such as Facebook and Twitter much shorter time; about one and a half years to attract the same number of participants (Hinchcliffe et al, 2012). Mobile computing has witnessed a more robust growth in recent years. While initially most of the mobile applications were games that were intended for playing on mobile devices, they have gained popularity as businesses ponder whether some of their business process applications running on desktop platform and the Web can be redesigned to run on mobile devices that run on desktop platforms and the Web could be redesigned to run on mobile devices (Rainie and Wellman, 2012). In order to have a better understanding of mobile computing and social networks, this paper will discuss mobile-based applications and their various aspects relating to access and processing of data. The first aspect to address is in regard to the effectiveness and efficiency mobile-based applications provide to capture geo-locat ion data and customer data, and quickly upload to a processing server without users having to use a desktop system. Presently, there are numerous smartphones and iPhones that use applications and specific processes relating to mobile devices (Kumar and Rahman, 2012). Considering the advancements that have been made in mobile computing, as well as in regard to social networks, many companies around the world are making preparation for the use of mobile-based applications using tools that can capture geo-location data and customer data. Apple iPhone and Android smartphone platforms are the most used currently for this purpose and this has seen the huge expansion of their market. Available evidence indicates that these applications have been successful in capturing geo-location data; they have been successful in tracking driving behaviors, providing unbiased feedback during driving, and measuring acceleration among others (Dye, 2011).

Pay And Reward Management In Practice Management Essay

Pay And Reward Management In Practice Management Essay Introduction Before undertaking a critical analysis of collective and individual pay systems and how these systems have been affected by key socio- economic changes in Britain over the past thirty years, it is important to first define the meaning of pay, reward/ reward management, collectivism and individualism. From here the author will consider the key socio-economic factors that have influenced the change in practice and look at the development of reward management within the context of personal development. Pay, Reward, Collectivism and Individualism Pay is used to denote the wages, salaries or fees paid by employers in return for the provision of labour. (Hollinshead, Nicholls and Tailby, 1999, p. 332) The concept of reward has developed over the last twenty five years and has evolved from the concept of basic pay. Reward management involves the analysis and effective control of employee remuneration and covers salary and all benefits. It assesses the nature and extent of rewards and the way they are delivered as well as considering their effect on both the organisation and staff. (Cornwell website, 2007) Reward management therefore is a strategic pay control system, which is central both to the organisation and to the management of Human Resources within that organisation. The term Reward Management was coined by Armstrong and Murliss in 1988 and they and other scholars support the view that: Reward management is not just about money. It is also concerned with those non financial rewards which provide intrinsic or extrinsic motivation. ( Armstrong and Murliss, 1988, p.12) Collectivism or Collective Bargaining is the process of negotiation between unions and employers regarding the  terms and conditions of employment  of employees, and about the rights and responsibilities of trade unions. It is a process of rule making, leading to joint regulation. (Eurofound website, 2007). Collective Bargaining is fundamentally a representative process, in which Trade Unions, who represent the employee, negotiate with key organisational personnel i.e. managers, who represent the organisation, in order to reach agreement on the terms and conditions of employment. According to the WERS Report 2004 Inside the Workplace, collective bargaining is most prevalent in large organisations. The term Individualist, Performance Related Pay or Contingent Pay is the standard term used to describe schemes for providing financial rewards which are related to individual performance, competence, contribution or skill. (Armstrong and Stephens, 2005, p.231) Socio Economic Considerations Before delving into the detail of collectivism and individualism, it is important to look at the socio-economic changes that have taken place over the last thirty years. The rise of Thatcherism and the focus on the personal society and the concept of market forces have played a significant part in the changes to pay and reward within the workplace. The Thatcherist doctrine of the 1980s was heavily focussed on curbing the power of the Trade Unions. This she successfully achieved, but at some cost to certain elements of society. Although, still significant players, trade unions are not now as influential as they once were. For example, According to the findings of the WERS Report 2004 Inside the Workplace, the decrease in the number of Trade Union representatives (particularly within non public sector and small work places) between 1988 and 2004, has lead to a decline in collective power. Additionally, the report noted that pay issues were far less likely to be discussed in workplace consultative committees, if a Trade Representative was not present. Again, this demonstrates a move towards a new pay orthodoxy. Margaret Thatcher viewed market forces as a means to promote healthy businesses and expose the weaker ones, seeking to create an entrepreneurial society, with a focus on individual success and performance. This has been the prevalent idea since the mid 1980s and has influenced workers expectations of reward. (BCC website, 2004) The following extract from the Guardian, gives a helpful summary of the economic changes brought about under Thatcher:- The Conservative economic revolution of the 1980s casts a long shadow. It broke the power of organised labour, deregulated the economy and opened it up to global market forces. Geoffrey Howes 1981 austerity budget of public spending cuts and tax increases pitched Britain into mass unemployment and helped destroy the last vestiges of the post war welfare consensus. In 1978 there were 7.1 million employed in manufacturing, by 2008 that had fallen to 3 million. There has been no significant private investment in the de-industrialised regions. They have still not recovered their social fabric or productive economies and are now sustained by government spending. (The Guardian website, February 2010) There are four points to highlight from this quotation:- The rise of individual entrepreneurialism The reduction in the power of the Unions The break-up of large organisations, both manufacturing and other industries (coal.) In such organisations collective pay settlements were the norm, if those people are now employed at all now, it is likely they are in smaller businesses, which tend not have collective bargaining. The change from mainly an industrial, manufacturing economy to one where the service industry dominates. Over the last thirty years, the standard of living in this country has increased significantly for middle and working class workers but as a consequence, contemporary workers have far higher expectations, with regards to pay and reward and want their efforts to be individually recognised. High performance workers demand to be recognised and rewarded and thus both social and economic pressures currently exist to support individualist pay systems. The Development of Reward Management Pay management systems in Britain have changed considerably over the last thirty years and many of these changes have occurred as a result of important external and internal influences on organisations. The author has chosen to focus on the work of Armstrong (1988) to carry out this analysis, as he is a renowned scholar in the field of pay and reward in the U.K. Old Pay Systems The Early 1980s According to Armstrong and Murliss (1998), these were:- Pay based on the national going rate negotiated centrally with the main Trade Unions White collar and managerial fine pay structures, created to assist promotion increases that did not fall within the norms of income policy, were often open to abuse and resulted out of decaying job evaluation initiatives Limited Performance Related Pay or incentive schemes for office, technical, professional or managerial staff Incremental increases on fixed service-related pay were the norm Senior management Tax- effective benefits The late Enterpreneurial 1980s According to Armstrong and Murliss (1998), the entrepreneurial 1980s witnessed dramatic changes to pay systems. During this period pays role changed from being viewed as a back office function to a key management mechanism for change during the formation of the Enterprise Culture. Pay systems became dominated by performance related pay and incentive schemes. Armstrong and Murliss (1998) argue that during this period reward managements philosophy developed important features which demonstrated many similarities to Human Resource Management philosophy, including:- Treating employees as organisational assets Earning the commitment of these employees to the organisations core values and objectives Allowing staff members to achieve their full potential and to contribute fully to organisational goal achievement The Post Entrepreneurial 1990s Many of the simplistic pay models implemented in the late 1980s failed to achieve their objectives (Armstrong and Murliss, 1998) New Pay Systems The 1990s saw the adoption of a more strategically focused pay systems, which are still operational in contemporary private and public sector organisations. Armstrong and Murliss (1998) noted that the main developments to be incorporated into new pay systems in the 1990s included:- People-based pay, with emphasis on role adaptability and a move towards generic roles and job families, which focus on continual development and competence The introduction of second/ third generation performance- related pay, which focuses on improving performance rather than merely rating it Determining the value of employee inputs and outputs in Performance management i.e. development and motivation Recognising the employees as an organisational stakeholder, who is included in processes which affect their parts of the employment relationship for example pay According to the findings CIPD Survey 2004 of Performance Management, (cited in Armstrong and Stephens, 2005), 56% of the 566 respondents had some type of Performance related Pay. Armstrong and Stephens (2005) argue that many people view Performance Related Pay as a key people motivator, however they argue that non financial rewards i.e. the work undertaken and the working environment form an important part of the whole reward package. However, according to the findings of The e-research 2004 Survey of Performance Related Pay (cited in Armstrong and Stephens, 2005) the main factors for using Performance Related Pay are:- To acknowledge and reward superior performance To appeal to and maintain excellent personnel To enhance organisational performance To concentrate efforts on strategic values and results The Decline of Collectivism According to the WERS Report 2004 and Edwards (2003) the declining influence of the trade unions led to the decline of collectivism, which the WERS Report 2004 noted occurred between 1988-2004, particularly in non public sector and private organisations. The WERS Report 2004 noted that By far the most common pay determination in 2004 was unilateral pay setting by management. (WERS Report, 2004, p.19) i.e.individualism. Collective Bargaining in the Public Sector According to the WERS Report 2004, despite the decline of collective bargaining, it is still used as a means to set pay in larger organisations for example, in public sector organisations, for example, in the public administration and Utilities Industries. Collective Bargaining in the Private Sector According to the WERS Report 2004, Collective Bargaining was virtually non- existent in private sector organisations, for example, the Hotel and Restaurant Industry. In addition, the report noted that collective bargaining has not been replaced by any other single pay determination method, however mixed methods were less used and varying methods of single pay determination were used across the workplace. (WERS Report, 2004) Evidence of the Decline of Collectivism in the U.K. The decline in the use of Collective Bargaining in the U.K., as a pay determination method, over the last thirty years, is clearly illustrated in Table 1, Appendix 1. The Rise of Individualism or Performance Related Pay Some of the key reasons for the rise of individualism in pay systems in the U.K. can be summarised as follows:- The Terms and conditions of staff are increasingly important Aspiration and expectation increasingly staff want to be rewarded for doing a good job As mentioned above the socio-economic factors decline of the trade unions Increased competitive pressures Increasingly market forces constraining employers discretion Driving change (in pay and reward) is the need to strengthen the link to business performance , cost control, support for organisational change and recruitment and retention pressures ( Wright, 2007) As we have moved away from Collectivism, the last thirty years has been dominated by change and experimentation. Basic pay, which applies to the collective is supplemented and enhanced by pay systems that seek to differentiate between individuals in some way. Inconsistencies in Individualism/ Performance Related Pay From the research undertaken, it is clear that contemporary pay systems, some of the features of which are noted in brief on page 7, are determined through collective bargaining or Individualism/ Performance Related Pay, the latter of which has given rise to organisation- based pay setting, which has led to inequalities in pay in the U.K. since 1980. (Edwards, 2003) Individualism/ Performance Related Pay does not apply across the board to all categories of staff. Of particular note is the disparity in packages between managers and workers, for example, The WERS Report 2004 recorded that 45% of managers had company cars, while only 15% of workers had company cars and 38% of managers had private health care, while only 16% of workers had private health care. Performance related pay matrices, as illustrated in Appendix 2, are often used to determine pay increases in relation to performance and pay range position ( Armstrong and Stephens, 2005) Managers need to apply these systems both equally and fairly and therefore, there will need to be some form of mediation with all senior managers to ensure o harmonisation and the implementation of quotas, as not everybody can be rated, as excellent, as it would cost the organisation too much money. Decline in Popularity of Individualism/ Performance Related Pay Performance Related Pay became popular in the late 1980s, as noted earlier on pages 5-7, however, numerous reasons have lead to a decline in its popularity , for example:- Performance Related Pay has become surrounded by complaints about inconsistencies, as noted above, and (therefore) bias Managers who carry out appraisals and administer related monitoring processes often lack the necessary training Performance Related Pay assumes that performance is totally in the hands of the individual, however performance is affected by the organisation/ environment they work in The qualifying criteria for Performance Related Pay demanding and difficult to achieve ( Armstrong and Stephens, 2005) Labour Research, September 2000, reported some significant failings of Performance Related Pay in the public sector, by citing IRS Pay and Benefits Bulletin Survey, which found for example, that 75% of public PRP schemes were too insignificant to motivate staff and that 29% of public sector organisations felt PRP was too costly. According to Wright (2007), the Approach has moved on from simply collectivism and individualism to refining thoughts about individualism, taking into account staff engagement, trust and commitment. There is a need to develop management when looking at the design of reward systems. Wright (2007) cites Milsome (2005), who noted from the Reward Management Symposium (2005) that reward practices are rarely based on evidence of what produces good organisational outcomes and what does not. (Wright, 2007, p.159) Pay and Reward Today According to the CIPD (2010) Today the notion of linking pay to a wider definition of employee contribution is gaining ground. This emphasises not only performance in the sense of output (the end result that is achieved) but also the input (what the employee has contributed in a more holistic sense. (CIPD Website, 2010) It could be said that these developments demonstrate a more rounded and fairer approach to measuring individual performance. The CIPD (2010) refer to a members poll, carried out in March 2009 to gauge the effects of the economic crisis on performance management. It is significant to note 92% of the respondents believed there had been an increased level of performance management in general, 88% of the respondents felt that it was necessary to re-evaluate performance measures to replicate the more demanding work environment. With reference to rewarding performance, 63% of respondents felt that it was harder to reward good performance in the current climate and 90% of respondents felt that reward performance should include the use of increased levels of non-financial incentives. (CIPD, 2010) The results from the CIPD members poll clearly demonstrates the continued importance of performance management but it does also highlight that the current economic crisis has and is likely to continue to affect Performance Related Pay. Conclusion It is true that collectivism has declined and individualism has increased but it is not as simple as one approach replacing the other. Collectivism really started to decline in the Thatcher years with the destruction of the trade unions power and the support for individual endeavour in an attempt to improve the UKs economic performance. Thatcher was a great believer in meritocracy and open competition. This lead to the rise of the importance of the individual. Over the years we have seen this develop from being just about Pay to encompassing the wider concept of Reward (e.g. longer holidays, flexible hours, private health, etc). In the early Eighties this type of Reward was the preserve of Managers, but is now applied at many different levels. This has been strengthened in recent years as a result of two key factors: (i) two recessions within the space of 20 years where companies have struggled to find ways to retain and reward skilled employees other than the traditional financial remuneration, (ii) the changing face of the UK industry from manufacturing to services. However, Collectivism still has its place in larger public organisations and some private ones, particularly where it is very difficult to differentiate between the performance of individuals doing exactly the same lightly skilled jobs, and where the going rate for the job is still a valid concept. Although Individualism does dominate, it has itself developed again in the last 15 years where it has moved from pure Performance Related Pay to systems which are more objective in their assessment and also endeavoured to focus on staff improvement and development. Bibliography:- Armstrong, M., and Murliss, H., (1998.4th ed.) Reward Management : A Handbook of Remuneration Strategy and Practice, Kogan Page, pp.1-57 Armstrong, M., and Stephens, T., (2005) Individual contingent pay, in Employee Reward Management and Practice. London, Kogan Page, pp.231-254 BBC News, Retrieved, 2nd January 2011 from http://news.bbc.co.uk/1/hi/uk_politics/3681973.stm, Cornwell website, Retrieved 7th January 2011 from http://www.cornwell.co.uk/people_management/reward_management.asp CIPD (2010) Performance Related Pay Factsheet, Retrieved 10th January 2011 from: http://www.cipd.co.uk/shapingthefuture/_eccrsplrst.htm?IsSrchRes=1 Eurofound website, Retrieved 6th January 2011 from: Edwards, P.,( 2003 ed.) Industrial Relations, Oxford Blackwell Hollinshead, G., Nicholls, P., and Tailby, S., (1999), Pay, in Employee Relations, London: Pitman Publishing, pp.332-377 Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix,G., And Oxenbridge, S., (2004) Inside the Workplace, First Findings from the 2004 Workplace Employment Relations Survey ( WERS 2004) Labour Research Department (September 2000) Performance -related pay failing in the public sector, Publications Online for Amicus members The Guardian (2010), Retrieved on 2nd January 2010 from: http://www.guardian.co.uk/commentisfree/2010/feb/28/economics-conservatives-legacy-housing-election Wright, A., (2007), Through a Glass Darkly: problems and issues in reward, in Porter, C., Bingham, C., and Simmonds, D., (2008), Exploring Human Resource Management, McGraw Hill. London, pp.159-177 Appendix 1 The Decline of Collective Bargaining in the U.K. Membership % of Density % Covered by Collective Bargaining 1979 13 million 59 70 1997 7.8 30.2 33.3 2006 7.6 28.4 35.3 Constructed from data provided through the Workplace Industrial Relations (and Employee Relations) Survey series 1980-2004 and a certification Office report for 2007

Summary

She compares guns to cars saying that we have high her standards when it comes to licensing people to drive than we have for people to own a gun, the cough a car can be considered a lethal weapon. Throwing the quote â€Å"guns don't kill people† out t he window, she makes the argument that many less family feuds would lead to death if only t here hadn't been a gun in the house. She says that the people who study martial arts, who can lit really kill with bare ands, have been through years of training and discipline but that anyone ca n pick up a gun and kill with it.She believes that at the very least people who have guns should be trained, disciplined and have the same restrictions as those in England because, in her view, having a gun is literally the power to kill. She insists that â€Å"gun nuts† have a power hang up a ND that no sane society would allow the use of guns to continue. In her very last, amusing word ads she insists that we ban all guns and get dogs for protection. Summary A Summary on â€Å"Addiction in Free Markets† Bruce k. Alexander who is a professor at Simon Fraser University and Stefa Shaler who is a Freelance Social Worker, describe the beginning of the twenty first century as a time of strain on society and members needs to feel included and not dislocated. A member should feel they are included in a larger community with a sense of belonging, if this psychosocial integration is not met a member could be a candidate of gaining an addiction and this is what Alexander and Shaler are claiming in the writing â€Å"Addictions in Free Markets†If a market is solely controlled on supply and demand it is considered a free market. If a market is free a member is more than likely to feel an inferior sense of belonging due to supply and demand, and if they can keep up with the changes of society. People who cannot accept society’s change are often left dislocated from the other members. Although a market doesn’t have to be free to feel this way it is just more common in a free market.Dislocation from a free market can cause one to feel excluded and this leads to addiction. If a member doesn’t reach a reasonable degree of psychosocial integration they find a substitute lifestyle and consequently gain an addiction to fill the void that they are left with. Addiction can really be anything such as: drugs, alcohol, gambling, and even sex. Alexander and Shaler claim that it is natural for members to blame their problems on addictions and find that people will often do this.Alexander and Shaler believe that in a free market the spread of addiction is from political and spiritual problems. Members refuse to give up hope in believing that a free market will create universal well-being, but Alexander and Shaler question that if a free market doesn’t find a generous source of psychosocial integration they will become even more dislocated which will lead to an increase in addictions.If a society would j ust create a sense of belonging and meaning for the victims of dislocation they might be able to control addictions. Therefore Alexander and Shaler strongly believe that a free market society is the problem, and they need to create a healthier environment for people to live in so there are fewer addictions. They state that a â€Å"healthier society ultimately leads to a healthier economic system as well. † Summary A Summary on â€Å"Addiction in Free Markets† Bruce k. Alexander who is a professor at Simon Fraser University and Stefa Shaler who is a Freelance Social Worker, describe the beginning of the twenty first century as a time of strain on society and members needs to feel included and not dislocated. A member should feel they are included in a larger community with a sense of belonging, if this psychosocial integration is not met a member could be a candidate of gaining an addiction and this is what Alexander and Shaler are claiming in the writing â€Å"Addictions in Free Markets†If a market is solely controlled on supply and demand it is considered a free market. If a market is free a member is more than likely to feel an inferior sense of belonging due to supply and demand, and if they can keep up with the changes of society. People who cannot accept society’s change are often left dislocated from the other members. Although a market doesn’t have to be free to feel this way it is just more common in a free market.Dislocation from a free market can cause one to feel excluded and this leads to addiction. If a member doesn’t reach a reasonable degree of psychosocial integration they find a substitute lifestyle and consequently gain an addiction to fill the void that they are left with. Addiction can really be anything such as: drugs, alcohol, gambling, and even sex. Alexander and Shaler claim that it is natural for members to blame their problems on addictions and find that people will often do this.Alexander and Shaler believe that in a free market the spread of addiction is from political and spiritual problems. Members refuse to give up hope in believing that a free market will create universal well-being, but Alexander and Shaler question that if a free market doesn’t find a generous source of psychosocial integration they will become even more dislocated which will lead to an increase in addictions.If a society would j ust create a sense of belonging and meaning for the victims of dislocation they might be able to control addictions. Therefore Alexander and Shaler strongly believe that a free market society is the problem, and they need to create a healthier environment for people to live in so there are fewer addictions. They state that a â€Å"healthier society ultimately leads to a healthier economic system as well. †

Essay Topics about Al Reviews & Tips

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Periodic Table With Common Ionic Charges

The most-requested printable periodic table has been one for element charges, to predict compounds and chemical reactions. Now, you can use periodic table trends to predict the most common element charges. Group I (alkali metals) carry a 1 charge, Group II (alkaline earths) carry a 2, Group VII (halogens) carry -1, and Group VIII (noble gases) carry a 0 charge. Metal ions may have other charges or oxidation states. For example, copper usually has a 1 or 2 valence, while iron typically has a 2 or 3 oxidation state. The rare earths often carry many different ionic charges. One of the reasons you dont normally see a table with charges is because the organization of the table offers a clue to common charges, plus elements can have just about any charge given enough energy and the right conditions. Even so, heres a table of element charges for readers seeking the most common ionic charges of element atoms. Just keep in mind elements may carry other charges. For example, hydrogen can carry -1 in addition to 1. The octet rule doesnt always apply to ionic charges. In some cases, the charge can exceed 8 or -8! Ive got a  huge collection of printable periodic tables, which include all 118 elements. If you dont find what you need, just let me know and Ill have it made for you!