St Jude Childrens Research Hospital

St Jude Childrens look hospitalSt. Jude Childrens Research Hospital is a not-for-profit hospital located in the heart of Memphis, Tennessee. It is an internationally recognized hospital that pioneered research finding cures and saving children with cancer and other blasting disorders. It treats forbearings from all 50 states and around the world, without go through to ability to remuneration, never requiring families to pay for treatment not covered by insurance (St. Jude Childrens Research Hospital, 2010). St. Jude remains the first and only pediatric cancer center designated as a well-rounded Cancer Center by the National Cancer Institute (St. Jude Childrens Research Hospital, 2010). It is currently ranked first in Childrens Hospitals for cancer care (U.S. News and populace Report, 2010).St Jude Childrens Research Hospital encompasses an elongated and impressive mission, vision, and stiff of values.The mission of St. Jude Childrens Research Hospital is to advance cures, andmeans of prevention, for pediatric catastrophic diseases through with(predicate) research andtreatment. logical with the vision of our founder Danny Thomas, no child isdenied treatment based on race, religion, or a familys ability to pay. (St. JudeChildrens Research Hospital, 2010)St. Jude has a vision to be a world leader in the treatment and prevention of catastrophic diseases in children (St. Jude Childrens Research Hospital, 2010). They aim to meet this by providing exceptional patient care and elongated clinical research to better understand the catastrophic diseases of childhood, enhance outcomes of treatment, prevent diseases, minimize deleterious consequences of treatment, and educate healthcare and research professionals on such findings (St. Jude Childrens Research Hospital, 2010). The overall goal of these tasks is to find a cure and enhance the quality of life for the children they treat. To reach a larger portion of the affected population, they melt to go and share this knowledge to enhance the treatment of children with catastrophic diseases worldwide, working towards a strategy for disease prevention (St. Jude Childrens Research Hospital, 2010).St. Jude highly values their patients, families, and donors that enable them to characterization out their Mission. To adequately espouse their Mission and vision, the organization has outlined an explicit set of values and standards to take aim their daily actions and decisions. To visualize adherence, ongoing training and valuation is passed (St. Jude Childrens Research Hospital, 2010). The values involve promoting ethical behavior, providing the highest quality of medical and weatherive family-centered care, respecting ethical, cultural, religious, and lifestyle differences of all those involved in the hospital, promoting wise spending of every buck donated back to the care and research for the patients it treats, maintaining a commitment to a culture of excellence, innovation, and c reativity in all that they do, having a drive and sense of urgency to succeed, universe honest and accountable for actions and decisions, and cultivation of an environment of trust, teamwork, and respect (St. Jude Childrens Research Hospital, 2010). St. Jude does a fantastic job adhering to their Mission, vision, and values as noted through their increased excerption rate of all pediatric cancers, high quality care, repeated ranking of the number one hospital for pediatric cancer care, and meeting financial requirements of the organic law with never asking families to pay for treatments that insurance fails to cover. This last portion has remained extremely important to the hospital since first opening as most patients who enter through hospital doors have already maxed out their lifetime insurance caps and lack the funding to continue paying for the seemingly endless hospital bills (St. Jude Childrens Research Hospital, 2010).To be accepted as a patient at St. Jude, a child must have a diagnosis specific to a current disease in study and be referred by physicians. The patient must be no older than 18 and generally not have received extensive treatment elsewhere. (St. Jude Childrens Research Hospital, 2010). While the St. Jude Childrens Research Hospital campus is an separate health care administration, their top-notch research integrates them with childrens hospitals end-to-end the world (St. Jude Childrens Research Hospital, 2010). St. Jude conducts all research and capital studies within their campus but freely shares this research with hospitals throughout the world (St. Jude Childrens Research Hospital, 2010). Because of this cooperation, there is minimal competitiveness from other facilities but rather a system that works together for the sake of the children scathe from catastrophic diseases. St. Jude is the national coordinating center for the pediatric Brain Tumor Consortium and the Childhood Cancer subsister Study (St. Jude Childrens Resear ch Hospital, 2010). On top of the exceptional research and care provided for pediatric cancer, St. Jude is a leader in sickle cell disease research and has become a primary research center for influenza throughout the world (St. Jude Childrens Research Hospital, 2010).St. Jude is internationally recognized for pioneering the research and treatment of pediatric patients suffering from cancer and other catastrophic diseases (St. Jude Childrens Research Hospital, 2010). Because of the work St. Jude has done, research protocols have sustained to push overall survival rates of childhood cancer from less than 20 percent when the hospital opened, to over 80 percent today (St. Jude Childrens Research Hospital, 2010). They have treated patients from across the globe that are accepted and respected without suppose to ethnicity and cultural differences (St. Jude Childrens Research Hospital, 2010). St. Jude has impacted the families by providing hope to families with a grim prognosis, lack of financing, and nowhere else to turn.St. Jude is the sole pediatric cancer research center that accepts patients without regard to ability to pay. Families are never asked to pay for treatment not covered by insurance, and no child is denied treatment because of inability to pay. (St. Jude Childrens Research Hospital, 2010). The American Lebanese Syrian Associated Charities (ALSAC) has been the exclusive fund-raising organization of St. Jude since 1957, helping raise funds to build the establishment with founder Danny Thomas and his vision (St. Jude Childrens Research Hospital, 2010). In the 2009 Fiscal Year, ALSAC raised $682 million through volunteers, corporate partners, and donors to meet the daily St. Jude operating cost of $1.5 million a day (ALSAC/St. Jude Annual Report, 2009). These operating costs include patient care services, research expenditures, education, training, and community services to accommodate staff and administration of the hospital. Patient care services i nclude all care needed for combat-ready patients. This can include medical care and living expenditures for patients and families. Most patients are treated on an outpatient basis in the St. Jude clinics and are housed at one of the triplet housing organizations in Memphis affiliated with St. Jude (Target House, Grizzly House, Ronald McDonald House). Once remission is achieved treatment can be transferred to a doctor in the patients home community in col testing groundoration with St. Jude protocols (ALSAC/St. Jude Annual Report, 2009). In addition to ALSAC, St. Jude has over 60 corporate partners including Target, the NFL, The Memphis Grizzlies, Kay Jewelers, and Chilis, (St. Jude Childrens Research Hospital, 2010). In addition to their corporate partners, individual donors and organizations help financially support the work of St. Jude (St. Jude Childrens Research Hospital, 2010). Additional influences on St. Jude Childrens Research Hospital include the American Medical Associat ion and American Nursing Association who serve to guide the doctors and nurses employed by the hospital.The policy and regulation of St. Jude is in accordance with research policies nationwide to ensure the safety of patients with the potential benefit of treatment outweighing the risk. The hospital adheres to set protocols in study and only deviates from them should extensive research prove the deviation to be more beneficial and scientifically supported (St. Jude Childrens Research Hospital, 2010). The system at St. Jude is highly supported by having the research institute under the same roof as the patients with the scientists actively involved in the patient plan of care. In addition to these regulations, St. Jude has policies in place to prevent infection spread to patients who are immunocompromised. These include not allowing visitors under the age of 12, screening for illness prior to visiting, befitting hand-washing education, and not allowing visitors who have recently rec eived the nasal flu vaccine or oral polio vaccine within the past four weeks. These policies ensure the safety and overall well-being of their patients (St. Jude Childrens Research Hospital, 2010).The organization of St. Jude Childrens Hospital is based on the vision of founder Danny Thomas to ca-ca a hospital treating children with catastrophic diseases so no child has to die in the dawn of life (St. Jude Childrens Research Hospital, 2010). In partnering with ALSAC, Danny Thomas was able to obtain funding necessary to create this hospital from the ground up and work to create an environment welcoming to all who enter. His vision included a hospital where children didnt feel threatened by care providers, where doctors and researchers ate alongside of patients, a hospital where patients were allowed to continue their childhood while battling catastrophic diseases (St. Jude Childrens Research Hospital, 2010).According to Henry Mintzberg, an organization can inhabit of a maximum of s ix parts including the strategic apex (top management), the middle line (middle managers), the operating core (primary workers), the technostructure (workers who standardize and improve work), the support staff (those who work outside of the primary flow), and the ideology (beliefs, traditions, norms, values, and culture) (Value Based Management, 2010). The following diagram depicts the Mintzberg organizational structure of St. Jude Childrens Research Hospital and is explained below.(Proven Models, 2010)The strategic apex of St. Jude consists of the Boards of Directors and Governors for ALSAC-St. Jude Childrens Research Hospital. The Board is obligated for governing the organizations by establishing policies and objectives, selecting, appointing, supporting, and reviewing the performance of the Chief Executive Officers, insuring the availability of adequate financial resources, approving annual budgets and strategic planning, and accounting for the ethics, compliance, and performan ce of the organizations (St. Jude Childrens Research Hospital, 2010). below them St. Jude has the middle line operations consisting of the Chief Executive Officers, Senior Management Team, and the Executive Committee that directly oversee the operating core. At the heart of the hospital are the operating core of physicians, research and development team, advanced practice nurses, nurses, certified breast feeding assistants, child life specialists, psychologists, and families who collaborate to provide adequate family-centered care. The certify Staff of St. Jude consist of ALSAC as the primary fundraising organization, the administrative body, the environmental service employees, the cafeteria, the public relations department helping advocate for ALSAC fundraising endeavors, the Target, Grizzly, and Ronald McDonald houses and staff people, the ethical and reasoned committees, and volunteers who help throughout the hospital. The technostructure of St. Jude consists of the specially named Faculty and Adjunct Faculty that standardize research in collaboration with care provided to patients. It also includes the external advisory boards that help to standardize protocols and ensure they are accessible and clearly stated to be shared worldwide. St. Jude has a surprisingly large technostructure of employees who work to standardize care throughout the hospital with regard to uniqueness of each patient in the research studies. Any deviations from standardized care are backed through the research conducted on the St. Jude campus. Because of this, the hospital would be classified as a Machine Bureaucracy that has all components present and strong in their functioning and enactment towards the campus.The nursing berth that will specifically be analyzed is the role of the Pediatric Acute Care Nurse Practitioner. Unfortunately, this role is not currently available at St. Jude Childrens Hospital and therefore no specific job description or title is available for the spec ific role at St. Jude. According to the National Association of Pediatric Nurse Practitioners (NAPNAP), the Pediatric Acute Care Nurse Practitioner (PNP-AC) would function to provide direct patient care management, perform in-depth physical assessments, interpret lab and diagnostic tests, order mediations, and perform therapeutic treatments for children who are acutely, chronically, and critically ill (NAPNAP, 2005). The PNP-AC would be licensed as a registered nurse in the United States with a graduate degree in nursing through an accredited program, and certified by the Pediatric Nurse Certification Board as a prove Pediatric Nurse Practitioner Acute Care (PNCB, 2010). To become certified one must meet certain competencies and pass a board interrogative sentence that meets the National Council of State Boards of Nursing APRN criteria (PNCB, 2010). To maintain certification, one must complete continuing education hours and/or re-certification every three to five years, or as dee med by the organization and state board of nursing (PNCB, 2010).The role of the PNP-AC would fall within the operating core of the hospital. They would work in collaboration with other Physicians and Researchers at St. Jude to create a comprehensive plan of care for the patients. This would keep everyone working towards the same goal and ensure overall patient well-being. They would also work with the nurses, nursing assistants, child life specialists, and other therapists to keep them informed of progress or hardships the patient may encounter, and help them understand the cares that need to be provided to ensure victor of treatment protocols. They would also work with unit managers and nursing directors should problems or questions arise. They will be able to consult with the middle line management or technostructure violence should questions or concerns arise. They would also work with varying support staff members for outreach, dietary consults and education-oriented tasks. Th is role would directly interact with patients and families through their everyday tasks. They may do outreach into the community, and conduct education for consumers and payers on current advances the hospital is making. They would also indirectly work with human resources and the finance department to obtain their paycheck.The role of the PNP-AC is very autonomous in impacting patient care and outcomes. They can diagnose and treat conditions, prescribe medications, obtain necessary consults and interpret results of ordered tests. They would oversee the progress of care and intervene should any alarming findings be made in response to the protocol under study. The role would be strong in the sense that they are an autonomous and an independent member of the healthcare delivery team that is capable of providing a high-level of care to patients. They have strong patient interaction skills and a comprehensive knowledge of care that should be provided by the nurses. They are best able to understand the role of the nurse and delegate appropriate tasks to other members of the healthcare team. The role weaknesses include the chance that they may not be as highly respected as physicians or physician assistants, and the lack of advanced training specifically in pathology and the physiology like physicians and physician assistants often have. Overall, the role of the PNP-AC would be a highly functioning advanced practice role that can provide comprehensive and stark(a) care to his or her patients and work as a productive member of the healthcare delivery team.

Employers Obligations for Employee Health and Safety

Employers Obligations for Employee wellness and base hitTo what extent is the employer obliged to exercise c ar for the health and safety of the employee while performing his or her duties? Is the current position in this regard satis featureory?IntroductionThe obligations of the employer for health and safety come undergone an interesting victimization on both the commons law and statutory sides of legal regulation. This paper will examine the current extent of obligations for employers towards the health and safety of their employees while they atomic number 18 carrying out their work duties. This current position will then be analysed in order to determine whether it is satisfactory.A. Current Health and guard duty Obligations of the employer to the employee1.The Common lawThe common law occupation of c ar1 translates into an implied term of the contract and in the case of Wilsons and Clyde Coal Co v English2 the House of Lords identified three key areas in which this imp lied duty lies(a)Competent StaffAn employer will be liable if they do non provide their employees with sufficient training. This occurred in Hawkins v Ross Castings Ltd3 where an employee sustained an injury as a result of a spillage of molten metal at the fault of a seventeen year old colleague who possessed only a rudimentary criterion of English. Another facet to the heading of competent staff is the actual behaviour of the employees whereby, acts of mischief or larking around can be of a particular danger as occurred in Hudson v Ridge Manufacturing Co Ltd.4(b) Safe Plant and EquipmentAn employer is obliged to provide safe equipment and this even applies where in that location was no knowledge of there being a fault. This is a departure from the traditional common law perspective but is not a new rate as it into effect with the passing of the Employers Liability (Defective Equipment) go of 1969. Here all faults in equipment to be attributable to the employer where a third p arty has been neglectful and in order to meet the financial needs of this obligation, insurance is obligatory for much(prenominal) actions in accordance with the Employers Liability (Compulsory Insurance) Act 1969. In the interests of fairness, the employer and/or the insurance company can then sue the manufacturer.(c) Safe System of giveThis obligation is twofold whereby the employer must, firstly, tell the employees of the location of safety equipment5 and secondly, the employer has the right to read that the employee possesses a degree of common sense with the result that there is no obligation to warn of dangers that are explicit such as the hitting of an outstanding bomb with a hammer6 or running in the corridor to obtain lunch.7 This highlights the fact that the employer must find a balance between the obvious and the not so obvious safety measures where there would be an obligation to inform the employee of perils and the proper procedures. Employees may make a decisio n not to ram certain precautions, but if the risk is obvious, their employer will not be liable8, however despite any conscious choice on the part of the employee, a risk that is not obvious will always rest with the employer9. This standardized is ideal as it rightly presupposes the authority of the employer and their superior knowledge but at the same time, also acknowledges private autonomy of employees for which the employer should not be held liable.A further and more novel application of the safe system of work is that the employer must refrain from requiring that the employee work excessively long hours10 and cause unnecessary levels of stress11 that a splay on account of insufficient staffing and the even more serious occurrence of bullying in the work get.12 This gave rise to an innovation in indebtedness for the psychological injury that employees could sustain and in this era of greater pressure in the work place, it would capture been a distant more applicable he ad of claim to a greater number of employees than that of the traditional doctrine of liability for physical injury alone. However two recent cases on this matter gave rise first of all, limitation and then outright exclusion of heads of claim concerning stress in the work place. The earlier limitation arose in Sutherland v Hatton13 in which it was held by the Court of Appeal that there had to be plain indications of impending harm that would arise from the stress. This is part of a traditional borrowing that there has to be a balance between the likelihood of the injury occurring and the approach to the employer of protecting his employees.14 In the latter case of Barber (Appellant) v. Somerset County Council (Respondents)15 heterogeneous a teacher suffering from stress and the House of Lords rejected the notion of an employers duty of care. Lord Scott of Foscote stated thatThe school is entitled to expect, also, that the teacher, an adult, will puzzle his own decisions as to w hether he needs to consult his reanimate and will, if so advised by his doctor, take time off16(d) Safe Place of WorkSince the decision of the Wilsons and Clyde Coal Co case, there is a fourth area to which the applied duty of care is attributable and this is the provision of a safe place of work. There are three key areas where the employer must exercise a reasonable standard of care. This constituted the obligation to provide an adequate reporting system.17 more(prenominal) recently, this has the potential to extend to instances of long term injury such as passive smoking as it was established that employees have a right not to work in a smoky environment in Waltons and Morse v Dorrington18 and this would constitute a step in the right direction. A head teacher now arises as to how farther this duty ought to extend.2.Statutory DutiesThe Health and Safety at Work Act 1974 is the key legislative authority for the obligations of employers to their employees and its aim is twofold .1. The provision of a general duty of careIn the first place the 1974 Act sets out the general duties that are applicable to the entire employment spectrum and this standard is open in s 2(1) of the 1974 Act, which is as followsIt shall be the duty of every employer to ensure, so far as is reasonably practicable, the health, safety and welfare of all his employees.Further to this there are also more specific obligations laid throughout s 2 of the Act, which encompass the provision and maintenance of plant and systems of work so that they are safe and without risk to health.19 There is also provision on, the handling, storage and transport of articles and substances20 as well as, provision of information, instructions, training and supervision.21 Finally s 2 of the 1974 Act also has provision onThe maintenance of places of work under the employers control in a safe check into with safe and risk free means of access and egress.22andThe provision and maintenance of a safe, risk-free working environment with adequate welfare facilities and arrangements.23The crucial element of these provisions is that the standard of care stipulated is for the employer to act is, as far as is reasonably practicable. This standard carries with it the obligation for employers to do everything reasonable that would ensure safety and the provisions go far to show that this encompasses many fields such as training, inspections and the availability of safety equipment. The emphasis of the Robens Report was therefore largely met with there being a statutory framework that requires employers to actively think about the measures they are taking.2. Provision of a unified system of enforcement by the Health and Safety Executive and the various topical anesthetic authorities.The second aim of the 1974 Act is as a system of enforcement and this is largely carried out by the Health and Safety inspectorate but paradoxically, no one can, in accordance with s 47 of the 1974 Act, raise a civil action under the duties imposed by the 1974 Act. While this results in a fundamental unbelieving of the usefulness of the 1974 Act, it does highlight the fact that this legislation is exclusively an Act for professional enforceability. The rights of recourse for employees are therefore in accordance with the standard duties of care that are found under the law of tort.24 More specifically, actions can be raised in relation to industrial accidents, personal injury, injuries arising out of the course of employment and somewhat statutory obligations. However, it is the Act itself that specifics the standard of care to be adopted by employers when their employees are carrying out their employment duties. In addition, the 1974 Act creates a premise for felon liability, which of course carries higher penalties as well as an employers burden of proof, as opposed to the burden of the plaintiff in civil actions.2. Interpretation of the standard of care of the 1974 Act in case lawInterpret ation of the standard under case law is essentially analysis of the way in which the courts have dealt with the crucial phrase, so far as is reasonably practicable. Case law shows that the reasonable practicability of a given situation can cover areas such as financial viability of the health and safety measure as against the risk of injury. This is similar to the balance that requires to be sought under the common law, with the equivalent 1974 Act case being that of Associated Diaries v Hartley.25 Here an employee sustained an injury as a result of a truck going over his foot. The safety clothe would have cost him 1 per week but decided not to use them and his argument that they should have been provided for free failed on account of the fact that they would have cost the employer 20,000.This balance is perfectly sound but the 1974 Act is not equipped to deal with instances of stress at work on account of the fact that civil actions cannot be raised via its provisions.B. Is this p osition satisfactory?1. Possible faults with the common lawIt is extremely disappointing that the House of Lords has rejected the concept of a duty of care for stress as there is a great deal that employers can do to relieve stress levels and, as with the balance that has been achieved between the cost of health and safety and the likelihood of injury, the equivalent would be more than approachable for stress situations. This does not bode well for other types of innovations such asThe common law does however acknowledge that a duty of care also extends beyond the work place where the employee continues to act within their duties of employment. This is contriven in the case of power v Smith and Another26 where, in the event of inadequate on-site facilities, it is up to the employer to find a suitable solution.2. Faults with the 1974 ActThe current issue with the current Health and Safety legislation is that it is becoming outdated and is much in need of reform in order to cope wit h new kinds of dangers that were not such a going concern in 1974. This specifically refers to the ever increasing circumstances of stress related injury that would be wholly out-with the competence of the Health and Safety Inspectorate. However as a result of Barber v Somerset County Council, such an argument would not hold strength unless the legislative were to decide to knock over the common law doctrine and create a statutory obligation for employers against employee stress.ConclusionBoth the common law and the statutory framework are evenly satisfactory in terms of their ability to tackle cases of negligence where there has been physical injury caused to the employee on account of the negligence of the employer. However, the express exclusion of liability for stress, as well as the impracticability of the Health and Safety inspectorate to even attempt to assist in safeguarding against stress is a concern of great magnitude. The closure of Lord Foscote in the case of Barber v Somerset County Council was wrong as the question of choosing to be a teacher or a doctor is an overly romanticised image of a pic n mix employees market with readily available jobs. Further to this, it should never become an accepted condition of our society that unhealthy stress should be an integral to working life for which there can be no legal recourse.BibliographyLegislationHealth and Safety at Work Act 1974Case LawDonoghue v Stevenson 1932 AC 562Wilsons and Clyde Coal Co v English 1938 AC 57Hawkins v Ross Castings Ltd 1970 1 All ER 180Hudson v Ridge Manufacturing Co Ltd 1957 2 QB 348Finch v Telegraph Construction Maintenance Co Ltd 1949 1 All ER 452OReilly v National Rail 1966 1 All ER 499Lazarus v Firestone Tyre and Rubber Co Ltd (1963) The Times 2 MayQualcast (Wolverhampton) Ltd v Haynes 1959 AC 743Berry v Stone Maganese Marine Ltd (1971) 12 KIR 13Johnstone v Bloombury Area Health Authority 1991 ICR 269Walker v Northumberland County Council 1995 IRLR 35Ratcliffe v Dorse t County Council 1978 IRLR 191.Waters v Commissioner for the Police of the Metropolis 2000 IRLR 720Sutherland v Hatton 2002 EWCA Civ 76Stokes v Guest, Keen Nettleford (Bolts Nuts) Ltd 1968 1 WLR 1776Barber v Somerset County Council 2004 UKHL 13Franklin v Edmonton lot (1966) 109 SJ 876Waltons and Morse v Dorrington 1997 IRLR 488Associated Diaries v Hartley 1979 IRLR 171King v Smith and Another (1994) The Times 3 November.General Cleaning Contractors v Christmas 1953 AC 180 text edition Book PublicationsD.Brodie, Health and Safety (Oxford University crusade, 2004)H.Collins, K.D.Ewing A.McColgan, Labour LawText and Materials (Oxford Hart Publishing, 2001)Smith and Woods Industrial Law (Butterworths, 8th edn, 2003)R.W.Painter and A.Holmes, Cases and Materials on Employment Law, (Oxford University Press 5th edition, 2004)ArticlesD Brodie Trust and Confidence and Barber v Somerset County Council Some further Questions (224) 33 ILJ 2611Footnotes1 Donoghue v Stevenson 1932 AC 5622 1938 AC 573 1970 1 All ER 1804 1957 2 QB 3485 See Finch v Telegraph Construction Maintenance Co Ltd 1949 1 All ER 4526 OReilly v National Rail 1966 1 All ER 4997 Lazarus v Firestone Tyre and Rubber Co Ltd (1963) The Times 2 May8 See Qualcast (Wolverhampton) Ltd v Haynes 1959 AC 7439 See Berry v Stone Maganese Marine Ltd (1971) 12 KIR 1310 Johnstone v Bloombury Area Health Authority 1991 ICR 26911 Walker v Northumberland County Council 1995 IRLR 3512 See Ratcliffe v Dorset County Council 1978 IRLR 191. See also Waters v Commissioner for the Police of the Metropolis 2000 IRLR 720, which involved tormenting within the police force after the failure to take seriously an allegation of sexual assault.13 2002 EWCA Civ 7614 For an in depth analysis of this balance, see Stokes v Guest, Keen Nettleford (Bolts Nuts) Ltd 1968 1 WLR 1776 per Swanwick J at pp 1779-178315 2004 UKHL 13. For commentary see D Brodie Trust and Confidence and Barber v Somerset County Council Some further Questions (224) 33 ILJ 26116 ibid per Lord Foscote at paragraph 1417 Franklin v Edmonton batch (1966) 109 SJ 87618 1997 IRLR 48819 1974 Act s 2(2)(a)20 1974 Act s 2(2)(b)21 1974 Act s 2(2)(c)22 1974 Act s 2(2)(d)23 1974 Act s 2(2)(e)24 For the birth of the neighbour principle, see Donoghue v Stevenson 1932 AC 562.25 1979 IRLR 17126 (1994) The Times 3 November. This case followed the older case of General Cleaning Contractors v Christmas 1953 AC 180

Red Bulls Marketing Strategy

release tinkers damns merchandising StrategyAll greathearted nocks near the populace ar now shifting towards the phenomenon of globalization. A crossing is no more confined to geographical boundaries. Globalisation c everys for global merchandise strategies world implemented nigh the world to resonate the swords identity and its image to target clients. A synonymous selling dodging is cost-effective and this is the outline applied by many big companies nearly the world. However, experts also say that this is not always a wise strategy because consumer behaviour around the world varies from finish to culture and from nation to nation. For instance, an Ameri commode consumer will react and respond differently as compargond to a Nepalese consumer. Thus, while implementing global marketing strategies, a wiser move would be to tweak it, customise it, and to relate it with the local consumer behaviour. Similarly, few international big appoints in Nepal suck up only imple mented their global strategies and ar not probably exploiting the gigantic potential they bring forth. One much(prenominal) case is that of deprivation damn in Nepal. Since the entrance of this fox in Nepal, it has done well enough to survive in the Nepalese market as comp atomic number 18d to some of the other energy drink fall guys. rubor counterfeit has implemented its global marketing strategy such as un pompous method with extinct really evaluating its effects on the node allegiance in Nepal. Thus, the question still remains whether the client loyalty is influenced by Red pig bed in Nepal that uses global bohemian marketing strategies.Statement of problemRed dogshits marketing strategy around the world is to use outlaw(a) strategies that have guerilla stunts and bombinate generating tactics to channelize to their guests. Guerilla marketing is based on below-the-line (BTL) activities where brand recall is created through with(predicate) yields and stunts th at ar mostly related to sports (X-games), parties, essay and music. The sports Red asshole supports be ones that argon not popular in Nepal. Formula one and X-games are not really popular. Similarly, Red papal bull does a lot of promotional events at discotheque to enhance its brand. But this is not applicable in Nepalese blot because we dont have any such graphic symbol of place. This is where the problem lies for Red Bull in Nepal. Like everywhere, the strategy depends on go-as-you-please marketing which is not applicable and does not relate to the Nepalese culture and tradition. For stageative, how many people in Nepal would be interested in promiscuous style football? Hence, if they conduct a sports event based on free style football, still many people who are unrelated to these events will not consider joining there. Also, the idea of X-games that involve moto (motorcycle racing), skiing (ski big air, skier cross), snowboarding, snowmobile, Inline skating, skateboardi ng, and political machine racing are not played in Nepal. Thus, any event based on these games would be absolutely useless here. We do not have well organised night clubs and discotheques, as already described. These areas are the best places where most of Red Bulls promotions and selling would take place around the world. Red Bull also conducts a lot of its adventurous events around the world in deserts and mountainous areas. In these contexts, security is the prime issue. One would also signal Red Bull should use above-the-line (ATL) methods of promotions (e.g. television, print and radio) to communicate to a larger audience. The bottomline here is that Red Bull Nepal is not considering the local culture and consumer behavior and is blindly implementing its global marketing strategies to communicate with its customers. That is wherefore the current research has been done to find out the effectiveness of Red Bulls global unconventional marketing strategy, for example BTL method, in customer loyalty in Nepal.Aim and ObjectivesAimThe current research was conducted to find out the effectiveness of Red Bulls global unconventional marketing strategy (e.g. BTL strategy) in customer loyalty in Nepal.ObjectivesTo analyse the situation of consumers in energy drinkDo they consume energy drink?argon they aware of energy drinks available in markets?Do they prefer any energy drinks?To analyse the factors that affect potential target market of Red Bull in Nepal.Do gender, age-groups, marital status and income of consumers have any effect on Red Bull market in Nepal?Analysis of the Red Bull brand in customer loyaltyWhat consumers designate about Red Bull quality?Why consumers think Red Bull was unique among drinks?What consumers think about Red Bull brand?Will Red Bull consumers keep on purchasing it on future?Will Red Bull non-consumers consider purchasing it on future?To analyse the effectiveness of Red Bulls marketing strategy in customer loyalty in Nepal?Will inges t affect customer loyalty?Will promotion events affect customer loyalty?Any suggestion in enhancing customer loyalty?Justification of the chew overAt the end of this study, our research will help understand the effectiveness of Red Bulls global unconventional marketing strategy (e.g. BTL strategy) in customer loyalty in Nepal. In addition, this study will be important to analyse the Red Bull brand in customer loyalty.A detailed musical theme would be generated regarding consumer behavior, preferences, attitudes, reactions, lifestyles, and characteristics which would help us prepare an in-depth analysis on our research verifiables. An exciting prospect of this project would be to find out to what extent Red Bull possesses the ability to r for each one markets and reach consumers as using unconventional marketing strategies limits their reach and opportunities. Lastly, the study will generate recommendations that will be crucial in Red Bull marketing strategy in future.Scope of th e studyThe study comprises of conducting a research in different parts of capital of Nepal targeting individuals and groups (principally university and college students, celebrities and media related someones) falling into our target criteria in order to find out the effectiveness of Red Bulls unconventional marketing in Nepal. The research also involves interviews with manufacture experts to gain their viewpoints and comments on the matter which was important to understand about Red Bull markets in this country.CHAPTER-2LITERATURE REVIEWUnconventional marketingIn the corporeal world, the term marketing simply refers to activities carried out by organizations or individuals in order to generate awareness capture interest and boost gross revenue. There are mainly deuce strategies to generate marketing, for example conventional and unconventional marketing. The first, conventional marketing, a traditional marketing technique, mainly refers to the use of media or ATL activities for the purpose of promoting the brand. These conventional methods comprise of television advertisements, print advertisements in newspapers, magazines, broadcasts on radios, billboards or hoardings and other sources of media. Unlike conventional marketing, the unconventional marketing refers to all those forms of marketing that require put down budgets and more time, imagination, creativity and a lot of energy or else than monetary support. Compared to conventional marketing that lacks an interaction between the organization and the end user, unconventional strategy is more interactive with customers and gets them really engaged with the activity itself. Examples involve public interceptions, random giveaways or free sampling, and publicity stunt (PR).Unconventional marketing is synonymously used as guerrilla marketing, buzz marketing, public relation tactics, viral marketing, social media, BTL in various literatures. This marketing campaign is principally interactive with consumers who are unexpectedly targeted in unexpected places. Therefore, this campaign is aimed at generating buzz and viral marketing via a unique, engaging and thought-provoking political theory (Romane Knight, The Best Guerrilla Marketing Strategies, http//marketingnotesja.hubpages.com/hub/The-Best-Guerrilla-Marketing-Strategies (Blog), accessed on 21 September 2012).While both forms of marketing result in increased awareness, persuasion and education of the brand, unconventional marketing helps build a bond between the brand and the customer. The Exforsys Inc. website (2011) states that unconventional marketing is an experiential marketing which appeals to the emotions. The customer develops an emotional attachment to a brand, product, person, or idea. Therefore, unconventional marketing greatly enhance the customer interaction in order to gain valuable insights and consequently enhance loyalty.Customer loyaltyWhen a company or a business organisation is opened, it is aimed to generate a nd retain a loyal customer who would continuously attach with the company in the context of its long-term cost-effective business. The ideology of retaining a long term relations rose hip with brand loyal, i.e. the customer who has the continuous requirement of the resembling product is called customer loyalty. Customers will leave the company or organisation if it is not aimed at curomer loyalty. Various explanations have been found regarding customer loyalty in literatures. Sivadas and Baker-Prewitt (2000) said there is an increasing recognition that the ultimate objective of customer satisfaction measurement should be customer loyalty. Anton (1996) described satisfaction is positively associated with repurchase intentions, likelihood of recommending a product or service, loyalty and profitability. In 1997, Guiltinan, Paul and Madden (1997) said that satisfied customers are more likely to be repeat (and even become loyal) customers (Guiltinan, Paul and Madden 1997). While these s tatements manoeuvre that customer satisfaction is one of the factors of customer loyalty, customer dissatisfaction does not always lead to a reduction in loyalty. For example, even dissatisfied, some customers may be loyal because they dont expect to get any better service even if they did change (Reichheld 1996).In addition to customer satisfaction, brand loyalty may be another factor which may play in customer loyalty. Sometimes, customers can also feel a sense of loyalty and emotional attachment to a particular brand (Fournier 1998). However, the relationship of the brand with a customer is a two-way process in which it is not concerned how a customer feels to a particular brand, and this association is just preference or proclivity (Peppers and Rogers 2004).Customer AcquisitionThe assurance manikinCustomer DevelopmentThe education bonding phaseCustomer CommitmentThe sales phaseCustomer RetentionThe continuation activity phaseCustomer Loyalty Cycle contentmentSatisfactionSat isfactionSatisfactionS2S1S3S4 frame 1 Customer Loyalty Cycle as a Business Model used by the Scuba Schools International (SSI) plunk Centres. They acquire students and convert them into loyal customers. S1 Step 1, S2 Step 2, S3 Step 3 and S4 Step 4 (Adapted from http//divessi-indo.com/acquisition/systems.php, accessed on 24 September, 2012).Finally, value may be one of the determining factors of customer loyalty (Fisher 2001). For example, good pricing is an important factor in encouraging customer loyalty (Abratt and Russell 1999). In contrast, if a customer is loyal to a brand, he/she will not care of future price changes (Clark et al. 1995) indicating price may not play a role in customer loyalty.While customer loyalty depends on different factors, the process of customer loyalty is not an easy task in business. The process of customer loyalty can be achieved in 4 steps (Figure 1). The first step is called the assurance phase in which customer is acquired via different marketin g or business strategy. Then, customers are made satisfied and then, they are given different trainings and education programs to keep them bonded. This is the education and bonding phase and is the second step of customer loyalty. Again, the customers are made satisfied and customers make commitment in the sales phase or third phase. The satisfaction to customers is continued and customers will stick to the same brand or the same company in the continuation and activity phase. This is quite important to keep the customers retention. The cycle is repeated followed by customer satisfaction. Therefore, customer satisfaction may be one of the important factors in customer loyalty (Figure 1).Measuring marketing effectivenessCompanies spend billions of dollars annually on marketing. Because of progressively competitive markets, firms strive to produce higher and higher profits. This leads to calls for justifying the marketing expenditures ( rusty et al 2004). Powell (2002) states that m arketing effectiveness is the quality of how marketers perform their marketing activities in order to hone their expenditures and achieve both short and long term goals. The difference between marketing effectiveness and efficiency is explained by Rust et.al (2004) as they state for example, that price promotions may be efficient in delivering short-term revenues and cash flows but ineffective in the long run if it is destroying profitability and brand equity in the long run.Figure 2 The Chain of Marketing Productivity (Adapted from Journal of Marketing 2004, vol. 68, pp. 76-89).The Chain of Marketing Productivity is a conceptual context that can be utilized for evaluating marketing effectiveness (Figure 2). This model explains the effects of certain marketing actions of a firm on its position and standing in the market. Rust et al (2004) believe that every firm must(prenominal) have a business model which is used to track the effectiveness of marketing expenditures in influencing the knowledge, beliefs and emotions of the customers that in the long run leads to purchase behaviours. They stress on the fact that marketing efforts such as advertising and product improvements help in building long term assets such as brand equity. These long term assets are leveraged to deliver profitability in the short run. Customer thoughts, beliefs and feelings that lead to purchase behaviours are usually measurable through non-financial measures such as attitudes and behavioural intentions. These non-financial measures drive financial performance measures like sales, profits and stock values in the short and long runs (Rust et al 2004).BehavioursHoyer and Macinnis (2009) states that consumer behaviour reflects the sum of all consumer decisions from acquisition to disposition of goods, services and experiences. Behaviour of the consumers is a dynamic process reflecting acquisition, usage and disposition activities. The questions of what, why, how, when and how much to acq uire, use and imprison a particular offering can have a major regard on how strategies for marketing and communications are developed. In order to produce, communicate and provide appropriate goods and services, marketers need rich insights on consumer behaviours and what they value (Hoyer Macinnis, 2009).Marketing efforts such as communications and promotions have a long term strike on consumer behaviour. In youthful social classs, consumers have become more price- and promotion-sensitive over the time because there is a lot of information and choice available to them. This is why more and more companies are attempting to influence consumer behaviours through marketing efforts such as promotions and communications (Mela, Gupta Lehman, 1997). sales RevenueSales revenue numbers are the most objective measures of marketing effectiveness. Financial benefits, such as sales, from particular marketing efforts are assessed in numerous ways. One traditional method is the take place on Investment (ROI) which is the relative return that is obtained from the required expenditure. Financial impacts like these affect the firms financial position in terms of profit and cash flow. However, these methods are controversial and ineffective if relied upon solely. This is because most of marketing efforts are played out in the long run there effects cannot be discover in the short run, while methods such as ROI only assess short term effectiveness of marketing efforts. A better usage of such methods must incorporate future cash flows so as to predict and determine the long run marketing effectiveness (Rust et al 2004). station EquityBrand equity is a relatively new concept which has developed from the past two decades as core marketing concept. It suggests that brand value can be derived from the discounted cash flows received from the sale of products/services as a result of associations of the brand with those products/services (Rust et al 2004). Rust et al. (2004) fur ther cite Tybout and Carpenter on the enormous brand equity of Home Depot which was the US$84 billion in 1999. This shows that even though there may be a short-term divide between ROI and marketing efforts, it may not be completely ineffective due long laSting value offered through brand equity. Elements of brand equity such as customer lifetime value, brand awareness, associations and recognition can be determined by recognizing prevailing perceptions regarding the brand and useful as well as emotional value propositions that the brand provides (Dunn Halsall, 2009).The impact on customers and resultant developments in valuable assets such as brand and customer equity influence a brands market share and revenue, hence, enhancing its competitive position in the market. Long term benefits of these assets can increase customer responsiveness to brands and its extensions, willingness to leave premiums, referrals, increased usage rates, lower after sales support costs, customer retenti on and loyalty. All of these factors reflect a larger market share to be enjoyed by the brand with guaranteed greater profitability (Rust et al 2004). There is a wealth of means to measure market effectiveness. Methods to evaluate marketing tactics and impact of marketing expenditures provide the necessary tools to affect the practice of management and to bring further credibility to marketers. From an accounting standpoint, marketing productivity must be categorize into modifications in financial assets as well as intangible assets such as brand equity (Rust et al 2004).Red Bull-HistoryRed Bull is a popular energy drink that had been manufactured since the early 1962 by the TC Pharmaceutical Co., in Thailand by Chaleo Yoovidhya. The name of the company was subsequently changed into Red Bull Beverage Co. Ltd. It was introduced into the Europe by the Austrian guy Dietrich Mateschitz, who found out that one of the Thai energy drink called Krating Daeng (Thai Red Bull) was good at so lace the Jetlag. He finally realized that the Asia has a wide potential market for Energy Drinks and there was no such kind of product available in the West or the Europe. In 1984, he established an Austrian company called Red Bull GmbH that sold about a million cans in 1987. because the sale was expanded to other countries like the UK, Germany, Switzerland and others (http//www.fundinguniverse.com/company-histories/red-bull-gmbh-history/). Throughout the world, it is the drawing card in the energy drinks market and has about 70% of the market share and has annual sales of billion dollars (Data Monitor, Red Bull GmbH, 2004).Red Bull-BrandingWhen introduced to the markets of the world, very few believed in the successful potentiality of Red Bull as a brand and product. The unblemished concept of energy drink was brought into inception by Red Bull and most believed that such a confined product category of energy drink was not required when you had other options such as tea or coffee as energy boosters. Beardwood (2010) remarked that Red Bull magnate be a slightly safer alternative to alcohol. Although there are negative assumptions related to Red Bull brand, it has now become the leading energy drink manufacturer around the world. Regani in 2006 believes that the soul reason of the success of Red Bull in marketing is due to its audacity to think out of the box and its trend setters rather than followers (Regani (2006).Red Bull-The brandWhile considering Red Bull as a brand, it reflects energy, enthusiasm, active life, trend setters, adventurous and everything that is about youth and its whereabouts. When a person is found to consuming Red Bull, the image created in mind is a cool and trendy one and that is the kind of positioning they have achieved as a brand. All brand managers at Red Bull maintain that the positioning of Red Bull will never change no matter what the situation is, as that is what Red Bull, as a brand has thrived on. Red Bull is more about th e brand than the product itself. According to Gschwandtner (2004), it is not Red Bulls sales strategy that helps it sell like hot cakes around the world, but it is its innovative branding strategy that has helped it become the number one energy drink name of the world.Red Bull-Marketing strategy across the worldRed Bull as a brand is rebellious in nature and it certainly proves the kind of unconventional marketing strategy it has chosen. They absolutely refuse to advertise and use some of the conventional modes of promotions such as billboards, banner advertisements, taxicab holograms and blimp in a way that many brands would opt to do. Even their TV spots are very different from others. Played only on niche channels, they are plainly sketches of a mysterious Austrian artiest that tries to amuse the audience more rather than educating them. They completely pursue unconventional marketing techniques to build the brand that majorly allows buzz generating tactics, event-based marketi ng, hiring brand ambassadors, supporting student projects, free sampling and others.Rather than breathing out on mass, Red Bull targets underground style with BTL activities. It aims to produce viral buzz by paying college going students, disc jockey (DJ)s and young opinion leaders to host events and parties where the drink can be served. These are the sort of parties Red Bull encourages its ambassador to lead or organise as it aims to associate its brand with such events. Therefore, strong Red Bull branding can be observed at club, caf and discotheque where young crowds are mostly present.Red Bull does not spend on advertising and flashy celebrity endorsement. They hire hip youngsters, students and unconventional sports athletes to endorse their brand and promote it. These not only cost less but are also more effective as they are closest to the target market and know the required consumer behaviors. Besides that Red Bull organize and sponsor extreme sports events like the X-games and freestyle football which against complements their strategy of unconventional marketing.CampaignsTheir campaigns are mostly based on organizing events that are associated with the brand. These events usually include unconventional sports, parties, student based events and exhibitions. They use such events to heavily brand their product using all kinds of aesthetics and tools. Plus, they also sample at these events to generate product trial and to let their target consumer experience the functionality of Red Bull. Their most recent campaign was the world arrest of free style biking champion Kenny Belaey who was taken to all Red Bull operating countries where he performed stunts at different schools, colleges and universities. This event was used to build an impression for Red Bull as an adventurous, dreadful and unique brand. Sampling was also conducted at all stunt venues. Before the tour of Kenny Belaey, Red Bull organized the Free Style footballing competition all around th e world where youngsters flaunted some cheeky skills to win the major prize of going to the World Cup in South Africa.Publicity stunt/buzz generating tacticsThe main motive of Red Bull behind using unconventional and unique marketing strategies is to generate or create people talking about them that gradually support to promote them. They aim to create a buzz through their events that is why they do not prefer using the conventional modes of communication (e.g. TV, radio and print media). Red Bull aims to create a viral fever through its events where people are amazed by the activities they perform and talk about it. The message spreads like wild fire that is the thing each Red Bull brand manager or brand ambassador targets in all its operating countries. Main motive is to do something so outrageous and unique, that people keep talking about it. Therefore, the brand is both getting the required mileage and developing a customer base for itself.A clarified example of how Red Bull tr ied to generate a buzz was the high jump that their leased athlete attempted from the tallest buildings in all the Red Bull operating countries. Media was invited to the stunt and heavy Red Bull branding was exhibited. There was great hype and anticipation because of such an outrageous attempt being made by a person. People kept talking about it and there was a certain buzz about this stunt. The venues for the stunt were heavily mark with Red Bull aesthetics to demonstrate that it is Red Bull who owns the event. The stunts were successfully completed in all Red Bull operating countries with the media heavily print it on TV, print and radio. The amazing factor was achieved as people were talking about it and this was exactly what Red Bull wanted to achieve with this stunt. In this context, it might not be selling the product through these stunts but it is actually developing the brand as an adventurous and unique one and also that it is creating a buzz about Red Bull which is basi cally the target and aim of the Red Bull brand manager or ambassador at the climax of the event.EndorsementsRed Bull does not really rely on celebrity endorsement as that is not its style. What it does is acquiring sports teams around the world and supporting them as its official sponsor. The following endorsements are currently made by this brandRed Bull is the official sponsor of all X-games conducted around the world. This endorsement complements their marketing strategy of being unconventional. All venues and player dresses are Red Bull branded and heavy sampling is done at these events.Red Bull has acquired two football teams around the world. One plays in the Major League Soccer in the United States of America and is known as the New York Red Bulls (http//www.newyorkredbulls.com/), accessed on 25 September, 2012). The other one is in the Austrian Football League and is known as Red Bull Salzburg (http//www.austria-salzburg.at/, accessed on 25 September, 2012). Both the teams have their kits branded with Red Bull. Red Bull Salzburg even have their stadium named after Red Bull and is called the Red Bull Arena. One can considerably notice the heavy branding of Red Bull at the stadium. This is an effective plan that involves the heavy media coverage of football all over the world.Red Bull owns a Formula One team which has been doing incredibly well since the acquisition took place (http//www.formula1.com/news/headlines/2010/5/10796.html, accessed on 25 September, 2012). The car and the drivers dress are completely branded with Red Bull logos. This is again a very effective because Formula One racing gets a lot of coverage around the world and gives Red Bull the required mileage in its target audience.Red Bull endorses the major stars in unconventional sports and gaming. A stand out example is Kenny Belaey who has been supported by Red Bull throughout his career as a free style biker (http//www.tribalzine.com/?Kenny-Belaey-after-the-success-of, accessed on 25 September, 2012).Sampling through brand ambassadorsAnother strategy of the marketing by Red Bull is the contract with brand ambassadors at schools, colleges and universities to represent the brand at social events and hangouts. These brand ambassadors are given cartoon/s of Red Bull to sample at parties and spots where Red Bull might be needed. These situations occur when students are in mental or physical stress due to various reasons, for examples sports events or time of academic examinations. The idea is to hire cool college going students to represent the brand amongst its intended target market.Another promotional strategy is involved in educating consumers. Red Bull organises travel in by its staffs in a car that carries large cans of Red Bull. The Red Bull staffs target those individuals who lack energy and wishes of energy. Then, the staffs give a free can of Red Bull to these people. This strategy seems to be successful during the introduction of Red Bull into public.Re d Bull-Establishment in Nepal and structureRed Bull was finally launched in Nepal in 2002 and since it has been a leader in the market with relatively lesser competition. Red Bull was brought to Nepal by S.M. Chawla Company that only handled distribution of Red Bull initially. When the headquarters in Dubai assessed the sales in Nepal, they decided to officially start their operations in an office of their own. In 2004, Red Bull Nepal was established with three functional surgical incisions namely Marketing, Sales and Finance. Red Bull is currently being operated in Kathmandu with the Asian head office being in the United Arab Emirates (Figure 3). It has set up its expound in all three cities where distribution and marketing operations are executed. The current organizational structure of Red Bull Nepal is shown in Figure 3.Figure 3 The current organizational structure of Red Bull Nepal.MarketingThe current organizational structure of Red Bull Nepal is governed by Asian chief Off ice. This office mainly plans and executes BTL promotional activities for Red Bull. Understanding the consumer need and coming up with activities to fulfill them is one of their most important tasks. Pre- and Post- event communications of all promotional activities are also taken care of by this office. Each city has one marketing head and three Student Brand Managers hired from popular universities to work as a team. Marketing department also handles communication via social media like Facebook and others.Sports and EventsThis is a dedicated team that plans around the year activities based on sports and other functional events. Red Bull conducts all its marketing through guerilla style and that is why this department has its special importance. They primarily plan and execute accompanied by collaboration with the marketing department.FinanceFinance Department consists of a precise and dedicated full-time team member. The pay team distributes the budget for executing the marketing activities. This department also looks after the wage control system. The team also maintains and keeps track record of monthly sales. This department submits the monthly reports of sales performance to the head office in Dubai.CommunicationThis department handles all the pre- and post-event communication of Red Bull events and activities through all media that include TV, print, radio and social media. This strategy is similar to the idea of communication in unconventional marketing of Red Bull brand to its audience. This department actively stays in touch with people in the media to disseminate news about everything that Red Bull is doing not just in

Foils In Hamlet Essay -- essays research papers

Night and DayMany authors use foils to better illustrate the nature of the character. Foils are characters who compliment barely contrast the main character. With the use of foils the reader can get a better understanding of the main character through the dialogue of the foils. In Shakespeares Hamlet, we find Prince Hamlet foiled by many characters. Each foil revealing something different about Hamlet. One such foil in this count is undoubtedly Laertes, the son of Polonius. There are a few ways that Laertes mirrors Hamlets character, the revenge they both seek , the anger they both have, and they both mourn Ophelias ending. Just as a foil can mirror a character, it can contrast it. Laertes seeks instant almost thoughtless revenge whereas Hamlet is a bit more cautious and needs further evidence. Both Hamlet and Laertes have a different relationship with Claudius, one is deceived by him and the other sees near through his deception. Both return to Denmark after the passing of poo f Hamlet, which is the first indication that Laertes will act as a major foil to Hamlet.The relate they share with Claudius is a perfect example of the contrasting ways of Hamlet and Laertes. Claudius is in one way or another responsible for every death in this play. With the death of King Hamlet and the accidental murder of Polonius, we find both Hamlet and Laertes seeking revenge. Hamlet is told by the Ghost that Claudius is responsible for King Hamlets death. Almost as if it were his noble duty, he plo...

Brazil’s Developing Economy Essay -- Brazil Economy

In the current economic times the ontogenesis and growth of any miserliness has ascend to a near stop or at least to a drastic slow down. The face of the global economic environment has changed and many natural countries are starting to change the way their country and the rest of the world does business. One such nation is Brazil, who has turned around their own economic troubles and is bonny one of the fastest growing economies in the world (World Factbook). Brazil has started maturation its economy and using the opportunity to achieve a level of respect in the world. Brazil is both the fifth largest country in the world based off of land size and population (World Factbook). Brazil has used this demographic as a strength in its efforts to find some sort of stability in a very unstable economic climate. Brazil is the largest national economy in Latin America the worlds eighth largest economy at market exchange rates and the and 10 in purchasing power parity (PPP) or GDP, according to the International Monetary Fund and the World Bank (World Fact Book). There are many factors to the development of the Brazilian economy, each having an impact, but the development is not complete.Brazil has many developmental goals they have hoped to attain. Economic policy since the late 1960s has had three prime objectives control of inflation, gradual improvement of the public assistance of the poorest sector, and a high economic growth rate (Encyclopedia of Nations). Also there are the Millennium Development Goals set out by the United Nations to developing countries, such as, reducing poverty, increase education gender equality, reduce child mortality and improve maternal health, combat diseases, ensure environmental sustainability, and devel... ...d-the-nation%E2%80%99s-world-sanding-in-the-era-of-rousseff%E2%80%99s-rule/Millennium Development Goals Brazil. Index Mundi.com. February 15, 2007. November 19, 2010. Ruble, Kayla. Six South American countrie s with the worst income distribution inequality. Woodrow Wilson International Center for Scholars. November 1, 2010. November 19, 2010.Weathering the Storm. Newsweek.com. July 26, 2008. November 19, 2010.Workman, Daniel. Brazils Trade Buddies. Suite101.com. September 13, 2006.November 19, 2010.

Visualizing Rhetoric Essay -- Philosophical Philosophy Essays

Visualizing RhetoricI. Principles of Visualizing Rhetoric The idea for Visualizing Rhetoric began after being introduced to rhetorical mentation humorls, Richard Pauls Critical Thinking model and the Constructivist approach to teaching. Its aims are to unite the visual and the verbal, the critical and the constructive to present the student with a matter-of-fact way to both break down and understand, and also build and communicate an argument. The underlying principle of Visualizing Rhetoric, put simply, is that all communication is rhetorical (McCroskey, 1993). Communication presupposes an hearing and a source. Furthermore, the methods of logical thought borrowed from mathematics, and too often applied to composition namely the premise/conclusion structure of the syllogism are not suitable for communication. some other paradigm for thinking about arguments and communication must be used. Aristotle called this structure the enthymeme, or rhetorical Syllog ism (McCroskey, 1993).The Rhetorical Syllogism provides a shift from the purely logical mode in that it represents more accurately the way in which arguments are communicated from a source to a receiver. It adds to the premise/conclusion model (data/claim in rhetorical thinking) a third major element, called the warrant. The warrant is the bridge that the speaker uses to connect the data to the claim. In other words, the warrant is the underlying set of inferences (asserted or assumed) that connects the pieces of the rhetorical argument. It authorizes the relationship between data and claim (Toulmin, 1958). By adding this crucial and often missed piece to the compositional puzzle, one can see how it transforms an assertion into something tha... ...to two dimensions in organizing and examining their thoughts, they will be able to conceive of arguments as a structure built to communicate meaning. The structure, like any physical structure, has a design and a purpose. Student s can diagram the foundation of an argument, build different strands, and learn how to see connections between different elements. Works Cited1. Booth, W. C. (1998). The Vocation of a Teacher Rhetorical Occassions 1967-1988. Chicago University of Chicago Press.2. McCroskey, J. C. (1993). An Introduction to Rhetorical Communication (8th ed.). Needham Heights Allyn & Bacon.3. Toulmin, S. (1958). The Uses of Argument. Cambridge Cambridge University Press.Works Referenced1. Paul, R. (1990). Critical Thinking How to Prepare Students for a Rapidly Changing World. Santa genus Rosa Foundation for Critical Thinking.