Treatments for Painful Neuropathy

Treatments for Painful Neuropathy Neuropathy is used as a medicinal phrase for nerve injury it is a common problem of type 1 and type 2 diabetic. It is estimated that up to twenty six percent of the people living with type 2 diabetes are said to have evidence of nerve damage after diabetic is diagnosed (Galer et al. 2000). It is however true that a generalized type of neuropathy that is commonly called the polyneuropathy as the most familiar category of diabetic neuropathy. The paper investigates whether the neuropathic pain has effect on the value of existence for the patient (Meijer et al. 2002). Painful neuropathy is considered as a progressive impediment of diabetes. Alternatively, the ordinary account of the illness may differ from discontinuous mild symptoms handling of aching diabetic neuropathy. Nevertheless, the process of selecting an agent is a challenge specified the breath of selections and the need of dependable strategy (Wild Green 2004). Due to the inconsistency of the symptoms patients remain untreated or undertreated. Connectively, different injuries or diseases can cause damage to the central or peripheral nervous structure and then create the neuropathic pain identified as (NP). It is difficult to treat and cure many other kinds of chronic pain clients with NP have better medicinal co-morbidity weight than gender and age familiar checks (Baron Gockel 2009). The challenges makes establishing the humane and monetary burden linked to NP testing. However, health-related quality of life (HR-QOL) is significantly impaired among clients with NP. Alternatively, it is assumed that Patients with PN and pain-related interference in numerous (HR-QOL) and useful domains together with condensed capability to work and reduced mobility owing to pain. Connectively, Spouses of NP patient have been liked with unpleasant communal penalty that related to NP (Sorensen et al. 2002). Roughly 25% of people with diabetes might be affected by chronic NP Patients frequently show with uneasiness, naturally from the distal feet, but progressing over time. Patients may illustrate signs of tingling, electric shocks burning, numbness, aching, or lancinating pains. (Wild Green 2004). The pain might be steady, alternating or associated with nocturnal deterioration. Patients might as well experience allodynia, (Schmader 2002). There are multiple patterns of diabetic neuropathy. Sensory polyneuropathy is the most common; however sensory motor neuropathies, small fibre neuropathies, focal neuropathies, demyelinating (chronic inflammatory demyelinating polyneuropathy), and vasculitic (amyotrophic) neuropathies might also occur (Baron Gockel 2009). Numerous mechanisms have been projected to describe the effects of hyperglycemia on nerve fibers, including metabolic derangement, oxidative stress, and ischemia. A complete re-evaluate of the fundamental pathogenesis and types of painful diabetic neuropathy is past the reach of this paper (Perkins et al. 2001). Despite the type, the strictness and clinical option might change for diabetic neuropathy. For several patients, the symptoms might turn out to be chronic and deteriorate with time. For some, however, there is steady upgrading and even resolution of pain (Freynhagen 2006). A decline in painful symptoms might imply nerve healing; however, progressive neuropathy may possibly also cause failure of feeling, knowledgeable as diminution of pain. Chronic painful diabetic neuropathy is identified to crash several magnitude of patient value of life, including humour, slumber, work, self-worth, and interpersonal affairs (Baron Gockel 2009). There are also considerable individual and societal costs from medications, health care visits, misplaced efficiency, and unfavourable events, even if the genuine monetary burden from painful diabetic neuropathy has not been differentiated from broad diabetic neuropathy (Torrance et al. 2006). Even though treatment of pain is vital for value of life, it must be measured only as one characteristic of general care. Symptoms of neuropathy might not associate with overall sickness development and therefore insistent treatment of the fundamental diabetes remains important. Control of glucose, lipids, blood pressure, and other micro vascular peril factors are essential for efficient lasting management of this illness. (Daniel et al. 2008) There are several handling options for pain in diabetic neuropathy however; few medications have been experimented in great, randomized, place bi-controlled or head-to-head trials. Explanation of the accessible information if mainly found to be tough since variables such as dosing applications, treatment duration, and the description of victorious cure might differ amongst studies (Sorensen et al 2002). Guiding principle and agreement statements are accessible, however, these recommendations regularly vary and several medications have unfavourable effects or relations with medications applied to treat diabetes. Furthermore, there are older medications, with the example of tricyclic antidepressants, which are generally used for aching diabetic neuropathy but have not been experienced in randomized clinical trials for this circumstance (Wild Green 2004). These older medications may be disqualified from optional guiding principle using harsh criterion regardless of their potential effe ctiveness and value. With these variables, the genuine performance of treatment for painful diabetic neuropathy might demonstrate intimidating results to clinicians and possible contributes to patients remaining undertreated or untreated (Bril Perkins 2002). When to Treat Painful Diabetic Neuropathy There are no clear guidelines for when to initiate symptomatic therapy, in part because treatment options do not alter the disease course. Patients quality of life can be diminished by painful diabetic neuropathy through disruption of work and home productivity, mobility, mood, interpersonal relationships, and sleep. Many of these variables are assessed in treatment trials for painful diabetic neuropathy and improve in parallel with the decrease in pain. Ideally, treatment should be initiated when patients identify that painful neuropathy is impairing activities of daily living and their quality of life. Successful management can decrease pain and improve quality of life (Bennett Backonja 2007). There are a few treatment principles that can be helpful for both the patient and clinician when beginning therapy for neuropathic pain. First, it is important to establish realistic treatment goals and expectations because therapies typically do not result in complete resolution of symptoms. Second, medication dosing must be tailored to the individual patient. The goal of treatment is symptom resolution, not a specific medication dose. Thus it is important to use the lowest effective dose for an individual. Further titration can be considered, but must be weighed against an increased risk of side effects. Finally, there are some data to support drug combinations in painful diabetic neuropathy but it is generally advisable to avoid polypharmacy when possible (Baron Gockel 2009). Conclusion The Treatment of PN can be tough for both clinicians and patients there are numerous diverse strategies that are available, however, contradictory information. Additionally, the value of accessible studies varies, at times with little facts and conflicting endpoints. As drugs are tested in the imminent years, such issues will be expected to persist, creation of medication assortment gradually more complex. Therefore, advancing the behavior approach that incorporates the accessible writing on efficiency, dose, contraindications, side effects, drug interactions, and cost is essential to direct clinicians in developing modified cure for the individual patient. However, this is not a complete evaluation of all probable treatments, but it is an inclusive, stepwise dialogue of the usage of some of the available drugs for painful diabetic neuropathy. The healing of symptoms ought to take place in combination with insistent treatment of diabetes and other related co morbid peril factors to d iminish development of the neuropathy. Future reviews will be necessary to integrate rising information from fresh studies and treatment options (Wild Green 2004). References Baron R Tolle T R Gockel U 2009, A cross-sectional cohort survey in 2100 patients with painful diabetic neuropathy and post herpetic neuralgia: differences in demographic data and sensory symptoms, Pain, pp, 121-152. Bennett M I Backonja M M 2007, Using screening tools to identify neuropathic pain, Pain, pp, 127-199 Bril V Perkins B A 2002, Validation of the Toronto Clinical Scoring System for diabetic polyneuropathy. Diabetes Care, 25: pp, 2048 –2052 Daniel H C, Narewska J, Serpell M 2008, Comparison of psychological and physical function in neuropathic pain and nociceptive pain: implications for cognitive behavioral pain management programs, Eur J Pain, pp 125-241. Freynhagen R Baron R Gockel U Tolle T R 2006, Pain detect: a new screening questionnaire to identify neuropathic components in patients with back pain, Curr Med Res Opin, pp, 126-362. Galer B S, Gianas A Jensen M P 2000, Painful diabetic polyneuropathy: epidemiology, pain description, and quality of life, Diabetes Res Clin Pract, 47 pp, 123–128. Meijer, G., Smit, J., Sonderen, V., Groothoff, W., Eisma, H., Links, P 2002, Symptom scoring systems to diagnose distal polyneuropathy in diabetes: the Diabetic Neuropathy Symptom score, Diabet Med, 19: pp, 962–965 Perkins BA Olaleye D Zinman B Bril V 2001, Simple screening tests for peripheral neuropathy in the diabetes clinic, Diabetes Care, 24: pp, 250 –256 Schmader K E 2002, Epidemiology and impact on quality of life of post herpetic neuralgia and painful diabetic neuropathy, Clin Pain, pp, 350 –354 Sorensen L, Molyneaux L, Yue D K 2002, Insensate versus painful diabetic neuropathy: the effects of height, gender, ethnicity and glycaemic control, Diabetes Res Clin Pract, 57 pp, 45–74. Torrance N, Smith B H, Bennett M I Lee A J 2006, The epidemiology of chronic pain of predominantly neuropathic origin. Results from a general population survey, J Pain, pp 281-297. Wild S Roglic G Green A 2004, Global prevalence of diabetes estimates for the year 2000 and projections for 2030, Diabetes Care, Pp, 25-83.

Unlocking the Secrets of the Universe Essay -- essays research papers

Unlocking the Secrets of the Universe Increasing our knowledge of Physics, using the scientific method to make observations and test hypotheses is essential to unlocking the secrets of the universe. Energy is one of the most fundamental elements of the universe. Throughout history, man has endeavored to expose, understand, and explain how and why things work. This drive to expand our understanding eventually led to the development of the scientific method and what is commonly considered to be the king of the sciences, Physics. The effects of energy on the physical world are of great interest to Physicists. The scientific method was developed during the seventeenth century. It is based on collaborative efforts of the great scientists and mathematicians who lived during that period such as Francis Bacon, Galileo Galilee, Johannes Kepler, and Rene’ Descartes. These men realized that true knowledge must be based on empirical observation and verified by experimentation. Recently, physicists have been searching for a un ifying theory to bring all of the fields of Physics together under a single umbrella theory expressed as a short equation. This so called unifying field theory will usher in a new era in physics and greatly increase our understanding of the workings of the universe Physics is the king of science, and Sir Issac Newton is the king of Physics. Physics deals with matter, motion, force, and energy. In order to understand motion, one needs to look no further the Sir Issac Newton. Newton’s studies eventually led to the development of three distinct, but related theories dealing with velocity, acceleration, inertia, friction and momentum, these theories are so widely accepted that they are commonly called â€Å"Newton’s Three Laws of Motion.† These laws, after almost three hundred years of testing and scrutiny, remain as fundamental principles governing the world we live in. By increasing our understanding of energy and the laws governing it, Newton’s laws have dramatically changed our world and promise to continue to change it in the years to come. Newton’s first law states that if the vector sum of the forces acting on an object is zero, then the object will remain at rest or remain moving at constant velocity. This means that an object at rest will remain at rest unless acted upon by a net force. It also means that an object in motion will rem ain in moti... ... http://www.safetyline.wa.gov.au/institute/level2/course15/lecture92/l92_01.asp â€Å"OVERVIEW† This site is basically just a lecture that explains the structure and naming of aliphatic hydrocarbon compounds in a basic manner. The site has some information on organic chemistry, which are synthetic carbon chemicals which are grouped with the natural ones. The site also has information about which organic compounds are used in our everyday life. (5) http://www.chemguide.co.uk/basicorg/bonding/benzene2.html â€Å"BONDING IN BENZENE† Jim Clark maintains this site. In order to have a good understanding of this site, it is a good idea if you have knowledge about the bonding in methane, and the bonding in ethene. This site has real good information on how benzene is built and the benzene ring. (6) http://members.aol.com/profchm/con_isom.html â€Å"How do you go about determining Constitutional Isomers of a Molecular Formula?† R.H.Logan maintains this site. This site lets you know that Isomers are compounds that have the same molecular formula. The site also shows you how to you can find out if you have equivalent isomers and what an isopropyl branch is. This is a dull site, but pretty informative.

Case Study: Bankruptcy and the Bible

Case Study: Your long-time friend Carl comes to you with a serious problem in his life. He is a believer, and he wants your advice. For years he and his family have lived above their means. They did this by continually refinancing their house and rolling their credit card and other debt onto their home mortgage. However, now that real estate prices are no longer rising but actually falling, Carl can't refinance anymore and can't pay his monthly bills as they come due. He is in a real credit crisis. His creditors are calling him threatening lawsuits, garnishments, and other unpleasant things.One of his friends at work said that he should file bankruptcy. He comes to you for advice from a Christian perspective. In particular, he wants to know: 1. Does the Bible forbid him to file bankruptcy? 2. Does the Bible forbid borrowing altogether? If not, when is it permissible to borrow money? Use the words â€Å"Forbids† or â€Å"Does not Forbid† in the subject line of your discu ssion board post, depending upon your conclusion. Do not use attachments as these are cumbersome and inhibit the discussion process. Suggested Readings:Read and consider these and other Bible verses that relate to borrowing, lending, and lawsuits: Proverbs 17:14, Proverbs 20:3, Proverbs 25:8-10, 1 Corinthians 6:1-8, Matthew 5:22-26, Matthew 5:33-37, Matthew 5:38-42, Psalm 37:21, Ecclesiastes 5:4-5, Colossians 3:9, Ephesians 4:22, Ephesians 4:25, Leviticus 25, Deuteronomy 15:1-18, Psalm 37:26, Psalm 112:5, Proverbs 19:17, Proverbs 22:7, Deuteronomy 24:6, Deuteronomy 24:10-13, Deuteronomy 24:17, Exodus 22:25-27, Proverbs 6:1-5, and Proverbs 22:26-27. You may also want to consult some good commentaries and other study aids on some of the verses that seem particularly relevant to you.Proverbs 17:14 New International Version (NIV) 14 Starting a quarrel is like breaching a dam; so drop the matter before a dispute breaks out. 3 It is to one’s honor to avoid strife, but every fool is quick to quarrel. 8 do not bring hastily to court, for what will you do in the end if your neighbor puts you to shame? 9 If you take your neighbor to court, do not betray another’s confidence, 10 or the one who hears it may shame you and the charge against you will stand. 1 Corinthians 6:1-8 New International Version (NIV) Lawsuits Among Believers If any of you has a dispute with another, do you dare to take it before the ungodly for judgment instead of before the Lord’s people? 2 Or do you not know that the Lord’s people will judge the world? And if you are to judge the world, are you not competent to judge trivial cases? 3 Do you not know that we will judge angels? How much more the things of this life! 4 Therefore, if you have disputes about such matters, do you ask for a ruling from those whose way of life is scorned in the church? 5 I say this to shame you. Is it possible that there is nobody among you wise enough to judge a dispute between believers? But instead, one brother takes another to court—and this in front of unbelievers! 7 The very fact that you have lawsuits among you means you have been completely defeated already. Why not rather be wronged? Why not rather be cheated? 8 Instead, you yourselves cheat and do wrong, and you do this to your brothers and sisters. Matthew 5:22-26 New International Version (NIV) 22 But I tell you that anyone who is angry with a brother or sister[a][b] will be subject to judgment. Again, anyone who says to a brother or sister, ‘Raca,’[c] is answerable to the court. And anyone who says, ‘You fool! ’ will be in danger of the fire of hell. 3 â€Å"Therefore, if you are offering your gift at the altar and there remember that your brother or sister has something against you, 24 leave your gift there in front of the altar. First go and be reconciled to them; then come and offer your gift. 25 â€Å"Settle matters quickly with your adversary who is taking you to court. Do it while you are still together on the way, or your adversary may hand you over to the judge, and the judge may hand you over to the officer, and you may be thrown into prison. 26 Truly I tell you, you will not get out until you have paid the last penny. Matthew 5:33-37 New International Version (NIV) Oaths 3 â€Å"Again, you have heard that it was said to the people long ago, ‘Do not break your oath, but fulfill to the Lord the vows you have made. ’ 34 But I tell you, do not swear an oath at all: either by heaven, for it is God’s throne; 35 or by the earth, for it is his footstool; or by Jerusalem, for it is the city of the Great King. 36 And do not swear by your head, for you cannot make even one hair white or black. 37 All you need to say is simply ‘Yes’ or ‘No’; anything beyond this comes from the evil one. [a] Matthew 5:38-42 New International Version (NIV) Eye for Eye 38 â€Å"You have heard that it was said, ‘Eye for e ye, and tooth for tooth. [a] 39 But I tell you, do not resist an evil person. If anyone slaps you on the right cheek, turn to them the other cheek also. 40 And if anyone wants to sue you and take your shirt, hand over your coat as well. 41 If anyone forces you to go one mile, go with them two miles. 42 Give to the one who asks you, and do not turn away from the one who wants to borrow from you. Psalm 37:21 New International Version (NIV) 21 The wicked borrow and do not repay, but the righteous give generously; Ecclesiastes 5:4-5 New International Version (NIV) 4 When you make a vow to God, do not delay to fulfill it.He has no pleasure in fools; fulfill your vow. 5 It is better not to make a vow than to make one and not fulfill it. Colossians 3:9 New International Version (NIV) 9 Do not lie to each other, since you have taken off your old self with its practices Ephesians 4:22 New International Version (NIV) 22 You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; Ephesians 4:25 New International Version (NIV) 25 Therefore each of you must put off falsehood and speak truthfully to your neighbor, for we are all members of one body.Leviticus 25 New International Version (NIV) The Sabbath Year 25 The LORD said to Moses at Mount Sinai, 2 â€Å"Speak to the Israelites and say to them: ‘When you enter the land I am going to give you, the land itself must observe a sabbath to the LORD. 3 For six years sow your fields, and for six years prune your vineyards and gather their crops. 4 But in the seventh year the land is to have a year of sabbath rest, a sabbath to the LORD. Do not sow your fields or prune your vineyards. 5 Do not reap what grows of itself or harvest the grapes of your untended vines. The land is to have a year of rest. Whatever the land yields during the sabbath year will be food for you—for yourself, your male and female servants, and the hired worker and tempo rary resident who live among you, 7 as well as for your livestock and the wild animals in your land. Whatever the land produces may be eaten. The Year of Jubilee 8 â€Å"‘Count off seven sabbath years—seven times seven years—so that the seven sabbath years amount to a period of forty-nine years. 9 Then have the trumpet sounded everywhere on the tenth day of the seventh month; on the Day of Atonement sound the trumpet throughout your land. 0 Consecrate the fiftieth year and proclaim liberty throughout the land to all its inhabitants. It shall be a jubilee for you; each of you is to return to your family property and to your own clan. 11 The fiftieth year shall be a jubilee for you; do not sow and do not reap what grows of itself or harvest the untended vines. 12 For it is a jubilee and is to be holy for you; eat only what is taken directly from the fields. 13 â€Å"‘In this Year of Jubilee everyone is to return to their own property. 14 â€Å"‘If yo u sell land to any of your own people or buy land from them, do not take advantage of each other. 5 You are to buy from your own people on the basis of the number of years since the Jubilee. And they are to sell to you on the basis of the number of years left for harvesting crops. 16 When the years are many, you are to increase the price, and when the years are few, you are to decrease the price, because what is really being sold to you is the number of crops. 17 Do not take advantage of each other, but fear your God. I am the LORD your God. 18 â€Å"‘Follow my decrees and be careful to obey my laws, and you will live safely in the land. 9 Then the land will yield its fruit, and you will eat your fill and live there in safety. 20 You may ask, â€Å"What will we eat in the seventh year if we do not plant or harvest our crops? † 21 I will send you such a blessing in the sixth year that the land will yield enough for three years. 22 While you plant during the eighth year, you will eat from the old crop and will continue to eat from it until the harvest of the ninth year comes in. 23 â€Å"‘The land must not be sold permanently, because the land is mine and you reside in my land as foreigners and strangers. 4 Throughout the land that you hold as a possession, you must provide for the redemption of the land. 25 â€Å"‘If one of your fellow Israelites becomes poor and sells some of their property, their nearest relative is to come and redeem what they have sold. 26 If, however, there is no one to redeem it for them but later on they prosper and acquire sufficient means to redeem it themselves, 27 they are to determine the value for the years since they sold it and refund the balance to the one to whom they sold it; they can then go back to their own property. 8 But if they do not acquire the means to repay, what was sold will remain in the possession of the buyer until the Year of Jubilee. It will be returned in the Jubilee, and they can then go back to their property. 29 â€Å"‘Anyone who sells a house in a walled city retains the right of redemption a full year after its sale. During that time the seller may redeem it. 30 If it is not redeemed before a full year has passed, the house in the walled city shall belong permanently to the buyer and the buyer’s descendants. It is not to be returned in the Jubilee. 1 But houses in villages without walls around them are to be considered as belonging to the open country. They can be redeemed, and they are to be returned in the Jubilee. 32 â€Å"‘The Levites always have the right to redeem their houses in the Levitical towns, which they possess. 33 So the property of the Levites is redeemable—that is, a house sold in any town they hold—and is to be returned in the Jubilee, because the houses in the towns of the Levites are their property among the Israelites. 34 But the pastureland belonging to their towns must not be sold; it is their per manent possession. 5 â€Å"‘If any of your fellow Israelites become poor and are unable to support themselves among you, help them as you would a foreigner and stranger, so they can continue to live among you. 36 Do not take interest or any profit from them, but fear your God, so that they may continue to live among you. 37 You must not lend them money at interest or sell them food at a profit. 38 I am the LORD your God, who brought you out of Egypt to give you the land of Canaan and to be your God. 39 â€Å"‘If any of your fellow Israelites become poor and sell themselves to you, do not make them work as slaves. 0 They are to be treated as hired workers or temporary residents among you; they are to work for you until the Year of Jubilee. 41 Then they and their children are to be released, and they will go back to their own clans and to the property of their ancestors. 42 Because the Israelites are my servants, whom I brought out of Egypt, they must not be sold as slav es. 43 Do not rule over them ruthlessly, but fear your God. 44 â€Å"‘Your male and female slaves are to come from the nations around you; from them you may buy slaves. 5 You may also buy some of the temporary residents living among you and members of their clans born in your country, and they will become your property. 46 You can bequeath them to your children as inherited property and can make them slaves for life, but you must not rule over your fellow Israelites ruthlessly. 47 â€Å"‘If a foreigner residing among you becomes rich and any of your fellow Israelites become poor and sell themselves to the foreigner or to a member of the foreigner’s clan, 48 they retain the right of redemption after they have sold themselves.One of their relatives may redeem them: 49 An uncle or a cousin or any blood relative in their clan may redeem them. Or if they prosper, they may redeem themselves. 50 They and their buyer are to count the time from the year they sold themsel ves up to the Year of Jubilee. The price for their release is to be based on the rate paid to a hired worker for that number of years. 51 If many years remain, they must pay for their redemption a larger share of the price paid for them. 52 If only a few years remain until the Year of Jubilee, they are to compute that and pay for their redemption accordingly. 3 They are to be treated as workers hired from year to year; you must see to it that those to whom they owe service do not rule over them ruthlessly. 54 â€Å"‘Even if someone is not redeemed in any of these ways, they and their children are to be released in the Year of Jubilee, 55 for the Israelites belong to me as servants. They are my servants, whom I brought out of Egypt. I am the LORD your God. Deuteronomy 15:1-18 New International Version (NIV) The Year for Canceling Debts 15 At the end of every seven years you must cancel debts. This is how it is to be done: Every creditor shall cancel any loan they have made to a fellow Israelite. They shall not require payment from anyone among their own people, because the LORD’s time for canceling debts has been proclaimed. 3 You may require payment from a foreigner, but you must cancel any debt your fellow Israelite owes you. 4 However, there need be no poor people among you, for in the land the LORD your God is giving you to possess as your inheritance, he will richly bless you, 5 if only you fully obey the LORD your God and are careful to follow all these commands I am giving you today. For the LORD your God will bless you as he has promised, and you will lend to many nations but will borrow from none. You will rule over many nations but none will rule over you. 7 If anyone is poor among your fellow Israelites in any of the towns of the land the LORD your God is giving you, do not be hardhearted or tightfisted toward them. 8 Rather, be openhanded and freely lend them whatever they need. 9 Be careful not to harbor this wicked thought: â€Å"Th e seventh year, the year for canceling debts, is near,† so that you do not show ill will toward the needy among your fellow Israelites and give them nothing.They may then appeal to the LORD against you, and you will be found guilty of sin. 10 Give generously to them and do so without a grudging heart; then because of this the LORD your God will bless you in all your work and in everything you put your hand to. 11 There will always be poor people in the land. Therefore I command you to be openhanded toward your fellow Israelites who are poor and needy in your land. Freeing Servants 12 If any of your people—Hebrew men or women—sell themselves to you and serve you six years, in the seventh year you must let them go free. 3 And when you release them, do not send them away empty-handed. 14 Supply them liberally from your flock, your threshing floor and your winepress. Give to them as the LORD your God has blessed you. 15 Remember that you were slaves in Egypt and the LORD your God redeemed you. That is why I give you this command today. 16 But if your servant says to you, â€Å"I do not want to leave you,† because he loves you and your family and is well off with you, 17 then take an awl and push it through his earlobe into the door, and he will become your servant for life.Do the same for your female servant. 18 Do not consider it a hardship to set your servant free, because their service to you these six years has been worth twice as much as that of a hired hand. And the LORD your God will bless you in everything you do. Psalm 37:26 New International Version (NIV) 26 They are always generous and lend freely; their children will be a blessing. [a] Psalm 112:5 New International Version (NIV) 5 Good will come to those who are generous and lend freely, who conduct their affairs with justice. Proverbs 19:17 New International Version (NIV) 7 Whoever is kind to the poor lends to the LORD, and he will reward them for what they have done. Prover bs 22:7 New International Version (NIV) 7 The rich rule over the poor, and the borrower is slave to the lender. Deuteronomy 24:6 New International Version (NIV) 6 Do not take a pair of millstones—not even the upper one—as security for a debt, because that would be taking a person’s livelihood as security. Deuteronomy 24:10-13 New International Version (NIV) 10 When you make a loan of any kind to your neighbor, do not go into their house to get what is offered to you as a pledge. 1 Stay outside and let the neighbor to whom you are making the loan bring the pledge out to you. 12 If the neighbor is poor, do not go to sleep with their pledge in your possession. 13 Return their cloak by sunset so that your neighbor may sleep in it. Then they will thank you, and it will be regarded as a righteous act in the sight of the LORD your God. Deuteronomy 24:17 New International Version (NIV) 17 Do not deprive the foreigner or the fatherless of justice, or take the cloak of th e widow as a pledge. Exodus 22:25-27 New International Version (NIV) 5 â€Å"If you lend money to one of my people among you who is needy, do not treat it like a business deal; charge no interest. 26 If you take your neighbor’s cloak as a pledge, return it by sunset, 27 because that cloak is the only covering your neighbor has. What else can they sleep in? When they cry out to me, I will hear, for I am compassionate. Proverbs 6:1-5 New International Version (NIV) Warnings Against Folly 6 My son, if you have put up security for your neighbor, if you have shaken hands in pledge for a stranger, 2 you have been trapped by what you said, nsnared by the words of your mouth. 3 So do this, my son, to free yourself, since you have fallen into your neighbor’s hands: Go—to the point of exhaustion—[a] and give your neighbor no rest! 4 Allow no sleep to your eyes, no slumber to your eyelids. 5 Free yourself, like a gazelle from the hand of the hunter, like a bird fro m the snare of the fowler. Proverbs 22:26-27 New International Version (NIV) Saying 4 26 Do not be one who shakes hands in pledge or puts up security for debts; 27 if you lack the means to pay, your very bed will be snatched from under you.

Compare and Contrast Management vs. Leadership

Compare and Contrast Management vs. Leadership Free Online Research Papers There are many differences between management and leadership. Management relies on positional power, that is authority or status. It depends on the rules, structures and systems within an organisation, which surround a job. Leadership relies on personal power. This comes from the ability to develop strong and mutually rewarding relationships. It depends upon good interpersonal skills, positive personal characteristics and supportive behaviour. The key to leadership is influence. Leadership is a facet of good management but a leader does not necessarily have the positional power of a manager. The crux of this comparison between management and leadership is one of choice. People choose to follow and commit to a leader but a manager must be followed. We are emotional animals and the commitments we make based on our emotions are forcible. Management The manager’s primary commitment is to the employing organisation. His/her job is to manage members of the organisation in achieving that organisation’s goals using his/her positional power. Good management involves: Information Control (Keeping people informed about issues which affect them) Resources control (Allocated on the basis of business priority) An Appraisal system (Using performance indicators and objectives as the basis of appraisal) Job Seniority (Giving clear instructions for tasks) Specialist Expertise (Sharing expertise to help and develop others) Rewards and Punishment (Using rewards fairly and transparently based on objective criteria) Managing Access to People (on the basis of need and business priority) A manager needs formal positional power to be effective. Douglas McGregor (1960) described two ways in which employees may be viewed, Theory X and Theory Y. Theory X stipulates that employees are â€Å"motivated mainly by money, are lazy, uncooperative and have poor work habits.† This is the traditional view of direction and control by managers. Three of the main theories of management are: F.W. Taylor’s Scientific Management, (1856-1917), Henri Fayol’s Classical Organisation Theory (1841-1925), and The Hawthorne Experiment Approach (1924-1932), which gave rise to The Human Relations Movement. Scientific Management F.W. Taylor believed that the most efficient methods for completing a task and for the selection, development and motivation of employees could be scientifically determined. His theories were based on his studies of pig-iron production lines at the Bethlehem Steel Corporation, and centred on the increased productivity of a Dutch labourer by the name of Schmidt. By tailoring Schmidt’s work methods, Taylor was able to improve his output level. Schmidt was rewarded for the increased output by a 60% rise in wages. The theory was applied to the other steelworkers where there was a notable but erratic increase in output. (LJ Mullins, 2006). On the surface, Taylor’s theory of scientific management seemed successful. However, it was based on the theory that workers conform to the personality of Douglas McGregor’s Theory X. Clearly, employees are individuals, are not purely motivated by money and have a wide variety of needs. This fact is illustrated by Abraham Maslow’s ‘Five Tier Hierarchy of Needs’ (1954), in which he states: â€Å"an employee’s most powerful need is the one which has not yet been met.† Classical Organisational Theory Henry Fayol’s Classical Organisational theory attempted to identify principles of management that would apply to all organisations. He defined management as having five functions; â€Å"planning (examining the future and drawing up plans of actions), organising (building up the structure of the undertaking), commanding (maintaining activity among the personnel), co-ordinating (unifying and harmonizing activities and efforts) and controlling (seeing that everything occurs in conformity with policies and practices)†. His study showed the idea that the principles of organisational and administrative effectiveness depended on the positional power held and discouraged any ideas of rigidity. The theory was based upon the idea that human beings are driven by physiological needs and that they are rational, a mistaken assumption similar to that made by FW Taylor’s Scientific Management theory. Both theories seem to regard the organisation and its members not as individ uals, but as parts of the organisational machine. The Human Relations Movement The Human Relations Movement viewed people as driven by both economic and social needs. It attempted to approach the subject of organisational management psychologically. The theory was based upon increased productivity and employee satisfaction as a result of increased management concern for employee welfare and individual attention. Elton Mayo’s work on human behaviour at The Hawthorne Works of The Western Electric Company in Chicago (1924-1927) produced many conclusions in respect of human relations and motivation theory. These highlighted the need for group collaboration to be planned and developed, and understanding of the influence on the workplace of an employee’s personal circumstances. Though a huge step toward the Neo-human Relations Approach, which more deeply investigates human behaviour and its influences on organisational management, it still neglected to fully appreciate the individuality of employees within the organisation. Leadership Strength of leadership depends on strength of influence; how easily the support and commitment of others in achieving goals is gained. Influence is about people, not things, and develops through an awareness of people’s opinions and ideas. Leaders who possess positive influence recognise this and modify their behaviour in order to influence the progress of interactions between people by gaining their interest and commitment, and steering them toward accepting the leader’s needs and goals through individual choice. A leader’s identity does not depend upon their position within the organisation. Their sources of personal power come from: Widening their network (looking for mutual benefit or helping others selflessly), Possessing good negotiating skills (aiming for win/win outcomes) Having an ability to get people to communicate (by offering confidential support) Giving personal praise (on the basis of good performance) Involving others (Welcoming and utilising other’s ideas) Having knowledge and experience of the business (which is shared to help and encourage others). A leader needs personal power to lead effectively. Several studies which attempt to define leadership have been conducted. Notably: The Traits Approach (1930’s), Leadership as a Behavioural Category (Ohio State Leadership Studies, University of Michigan study, 1940’s), The Situational Approach, (Fiedler’s contingency approach, 1967) and The Functional Approach (associated with the work of John Adair, 1979). The Traits Approach The Traits Approach attempted to identify the qualities of great leaders on the basis that leaders are born, not made. The approach successfully identified that leaders are individuals and generally defy common stereotypes, and thus failed to compile a definitive list of leadership personality traits. Though there maybe some qualities with which leaders are born, they may not be realised without appropriate nurturing and training. A recent study of 500 business owners in the UK revealed that many gained leadership qualities sociologically. Kim Parish, chief executive of ILM said: â€Å"This study shows that many young people learn about leadership at a very early age. Activities often seen as childhood hobbies such as being a member of the Scouts or Guides, or playing on a school team actually furnish young people with skills such as team ethos, ambition, goal setting and many of the other qualities that we associate with good leadership.† (www.i-l-m.com, 04/04/07). Th e Traits Approach also neglects to take situation into account. Someone may be a great leader in some situations but not in others. Leadership as a Behavioural Category Unlike the Traits Approach, leadership as a Behavioural Category takes account of leadership behaviour in multiple situations. During the Ohio State Leadership Studies (1950’s), where the core of this approach was developed, two general types of leadership behaviour emerged; â€Å"initiating structure† (the schedule of activities, role defining) and â€Å"consideration† (Building respect and trust between members). (Fleishman, E.A. and Bass, 1974). The University of Michigan studies, which were also conducted in the 1950’s, identified 3 behavioural characteristics of effective leaders: â€Å"Task orientated† (planning and co-ordinating work and providing resources), â€Å"Relationship orientated† (a more considerate and caring approach to employees), and â€Å"Participative Leadership† (a more involved approach). Rensis Likert (1967) summarised the study, dividing supervisors into two categories: â€Å"Employee-centred†, and â€Å"production-centred†. Both the Ohio State Studies and The University of Michigan studies conclude that better performance and employee satisfaction were gained through a more personable participative approach. The Situational Approach Mary Follett describes this approach best in her book, The New State: Group Organization the Solution of Popular Government. She writes In neighbourhood groups where we have different alignments on different questions, there will be a tendency for those to lead at any particular moment who are most competent to lead in the particular matter in hand. Thus a mechanical leadership will give place to a vital leadership. Here in the neighbourhood group leaders are born (Follett, 1918, p. 223). A situation may give rise to a leader who may not be a leader in any other situation. Hersey and Blanchard (1969) based their approach to Situational Leadership on the ability of the leader to adapt four styles of leadership to the competency and motivation of the ‘follower’: Telling (Leader-led) Selling (Leader-led) Participating (Follower-led) Delegating (Follower-led) Telling is appropriate where the follower is of low competence and has a low commitment level. This style makes the objective clear and avoids any confusion as to what is expected on the part of the follower. Selling, where the follower is of mediocre competence and erratic commitment, involves an explanation of decisions by the leader in order to avoid any defiance on the part of the follower. Participating is used when the follower is of a high competence, but has erratic commitment, possibly due to insecurity. The key to this style is motivation, and more time is taken by the leader in encouraging and verbally praising the follower. Delegating is appropriate when dealing with a follower of high competence who is fully committed and can be trusted to accomplish the objective with little supervision. Fiedler’s theory suggests that group performance is dependent upon the personality of the leader and three other variables: group atmosphere, task structure and the leaderâ €™s power position. (Value based Management, 2007). He concluded that there is no single best way of leading and that the most effective style of leadership is dependent upon adaptability to all constraints. The Functional Approach John Adair’s work focused on leadership functions whilst satisfying the needs of the employee group in accomplishing the task, rather than personality traits. It logically follows previous thinking on motivation by Maslow, Herzberg and Fayol. In Adair’s â€Å"Action Centred Leadership† diagram, the three variables; â€Å"task needs, individual needs and team maintenance needsâ€Å" (originally identified by Henry Harris in the late 1940’s, Gosling,J, 2005), are integrated to mutual satisfaction in order to accomplish the job at hand. Adair’s â€Å"Action Centred Leadership† diagram clearly shows the need for leadership within management as ‘Achieving tasks’ is primarily a management function, whereas ‘Building the Team’ and ‘Developing Individuals’ draw mainly on leadership skills. Adair believed that good leadership was not inborn and was accessible to all through appropriate training. Conclusion Though leadership and management would appear to be separate notions, within a corporate environment one cannot be truly effective without the other. Management without leadership uses status and power to control the workforce and its resources. This power without leadership skills is overt and can often prompt resistance. It does not invoke voluntary loyalty and commitment. Management’s primary goal is to ensure that the task is accomplished. Leadership without management relies upon the trust and respect of the workforce through influence. It can inspire others to accomplish a task, but without management neglects to provide the necessary resources to do so. Management with leadership inspires the workforce to accomplish given tasks and provides them with the necessary resources to fulfil the requirements of those tasks. Therefore, I find that a combination of John Adair’s work surrounding management and leadership theory together with Fiedler’s ideas pre sented in his contingency theory are most valid in the workplace today. Managerial leadership must be flexible in its approach. It must have the capacity to adapt to varying situations, tasks and employees. It must be focused on the task at hand, but must invoke loyalty and commitment through influence. 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7 Disadvantages of Joining a Fraternity or Sorority

7 Disadvantages of Joining a Fraternity or Sorority The benefits of joining  a fraternity or sorority are many, and its important to realize that Greek life in college has a lot of impressive things to offer. Its also important, however, to realize that there might be some challenges. So just what do you need to be aware of before officially pledging? You Might Be Stereotyped by Peers Even if you had a great impression of fraternities and sororities before you came to college - and an even better one once you learned about all the great initiatives your schools Greek organizations do - not all students share the same perception. Ignorant or well-informed, your fellow students might stereotype you once they know you belong to a certain Greek house. And while there might not be much you can do about that, its important to at least keep in mind. You Might Be Stereotyped by Faculty You might be having an amazing, life-changing experience as a member of your fraternity or sorority. But your professors - who were, after all, college students themselves once - might not have had as great of an experience during their own undergraduate years. Or they could have had problems in the past with students from your particular organization. While you are your own person and should be judged accordingly, just be aware of the perceptions some faculty members might have about how you spend your time outside of class. You Might Be Stereotyped by Future Employers While your Greek organization might be dedicated to, say, the study of biology or to social justice, an employer might not realize that while quickly skimming resumes. And while belonging to a fraternity or sorority with a large network can be an incredible asset, there might also be some challenges along the way. Being Active Can Be a Major Time Commitment Does this necessarily have to be a drawback to membership in your house? Of course not. But it is something to be aware of in advance, especially if you struggle with time management or you know that your time is going to be extremely limited during your college years. Joining Can Be Expensive While there often are scholarships available to students who need them to remain members of their Greek community, theres no guarantee those scholarships are going to come through. If finances are tight, make sure you are aware of what financial obligations youll have to your house. Ask about joining fees, dues, and other expenses - such as helping fund an annual event - that youll be responsible for. There Can Be Strong Personality Conflicts This, of course, is inevitable whenever youre involved with a group of people. And youll undoubtedly encounter personality conflicts in everything from your Chemistry study group to your rugby teammates. Keep in mind, however, that personality conflicts in a fraternity or sorority can get especially tense, given that people spend so much time together and often live in a shared space for several years in a row. You May Sometimes Feel Stuck in Routine and Commitments This years Halloween party might seem like the most amazing thing ever. But after working on it for months in advance, three years in a row, the Halloween party during your senior year might lose some of its ​luster. There can be ways to branch out and try new things within your fraternity or sorority, and a good one will encourage you to do so. Just be aware of what it will mean to pledge the rest of your college experience to one particular group.

Human Rights Violations Essay Example | Topics and Well Written Essays - 2750 words

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Business Law Case Written Work Research Paper Example | Topics and Well Written Essays - 500 words

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