Reflection Paper Essay

Ever since I can remember people cause been asking me this question. A question that is so simple to ask, heretofore so hard to answer. A question that you may have an answer to at one and only(a) point, but lose it the next. A question that when really thought about, can spell your future. That question is what do you want to be? This question has always granted me a hard time, because honestly I never really wanted to give an answer to it. Maybe its because I never wanted to choke myself to an answer or maybe I was just never sure of anything and Im afraid to give a straightforward answer.This is my attempt on trying to word out my vision of who and what I want to be. Owning a very profitable and stable business has been a dream of mine for a very long time. I had always envisioned myself as someone who owns a business, yet I dont know what business I want to venture in as of the moment. I want my own business because I want to leave something for my family and leave a legacy coffin nail before I pass away. I also want to own a business because Im not the type to be a slave to an other(prenominal) business owner my whole intent. I want to experience leading the way and making a business that willing be of great success.A family is also very important in my future. I cannot overtake myself grow old without a family, especially since I condescend from a big family. I guess I want to have at least 3 children because what good is it to have money when you dont purge have anyone to share it with or enjoy it with. Ive been taught my whole life to put my family first above anything else. I of course do not signify to have a family that I cannot provide for financially. I also want a family because I want to be surrounded with people I sack out especially when I grow old and I have no one else but my children to take care of me.Another thing that I see in my future is that I see myself travelling the world. I dont want to limit myself to my home countr y because I see other places as an opportunity to create great memories that I will forever cherish. I envision myself travelling because up to now I havent been out of the country, so it has always been in my bucket list to leave the country and explore other countries, try their food, and experience another culture asunder from mine. I see myself going to the States, Europe, and other Asian countries.I believe that a life in a world so big when not explored is a life not spent well. I see myself in the future as someone who stays healthy. One of my greatest wants in life is to stay healthy. Ive always pushed myself to go to the gym and stay fit as much as possible. In the future I see myself inveterate this habit of staying in shape and not gaining too much weight, because it is one of my greatest fear is to have a beer belly. I see myself as a man who keeps his priorities in tact while still maintaining a healthy lifestyle. Wherein I stay fit and have a balanced diet.Love is an other issue that is always so hard to predict. Whenever I think of who will my future wife be. I always see a girl who is loyal, a girl that will accept my mistakes, a girl that no matter how hard time get will always be there by my side. I see my future wife as someone that can be there for the good times and even at the worse times of my life. I will get married once I reach 30, and once I become financially secure. Lastly my most important yet the most simple vision that I have for myself is that Im going to be felicitous.Ill be happy even if none of my visions come true. Ill be happy even if I experience many problems. Ill be happy even when people around me are not. It is not the fact that I am optimistic, yet it is only because I can only imagine a future for myself that I am happy. I barely cannot concoct a vision of myself being miserable. If there is one vision that I have it is sure that I know Ill be happy in the future, cause whatever I get, I will accept, and whateve r life throws my way, Ill take it, and whatever problems I may have, I will smile while Im fixing it.

Imperatives for Developing My Transformational Leadership Potential: Some Plans Essay

The word attractor first appe ard in the English language in the 1300s it stems from the adjudicate leden meaning to travel or show the way. The status leaders, however, followed single some five centuries later. One can sift through many definitions of the term leaders and fail to fetch a single common denominator that get out unite all of them. This may be because there ar so numerous, vary usages of the term in equally numerous and complicated situations. However, for purposes of this paper, the following definitions used in many leading studies were adoptedleaders was broadly defined by Yukl (1989) as influencing task objectives and strategies, influencing commitment and compliance in task look to achieve these objectives, influencing the culture of an cheek. In simpler terms, leaders influence the actions and behaviours of their pursual to obtain a shared vision or aim. According to Deming (1992), leadership must come from top management and leaders must be in po ssession of difficult knowledge. By profound knowledge, Deming meant that single must arouse knowledge of systems, variations (statistical thinking), scheme, and psychology.Leadership is quite different from management leaders grow from mastering their own conflict which arises during their developing old age using internal strength to survive. On the some other hand, managers be given to perceive issues as positive progressions of fifty-fiftyts which must be planned, organized, scheduled, and controlled. In order to create the comme il faut thinking perspective, leaders must aggressively investigate and act on the current market to create opportunities. Effective leaders are those that are resourceful of assisting their organization/coun rise manage smorgasbord and steer it towards mastery.Past Work ExperienceI have had the opportunity to exploit with a local beau monde at peak work periods, I am tasked to manage a small police squad of 4 rung. virtually of the res ponsibilities involved in this role are delegation of work prioritizing tasks based on urgency and sizeableness reporting regularly to my weapons-grade for updates and new directives and updating my superior at the end of the mean solar day for concerns and accomplishments. Moreover, it requires me to plan and manage my own time. Effective people skills are as critical as the management of tasks in a team leaders role. It is necessary for me to create and manage smooth working relationships with by-line managers, colleagues, and team members. I am as well expected to manage their performance by intelligibly explaining to them standards of work and behavior.An Assessment of My Leadership Style I soulally necessity to develop a readational leadership style that is more than(prenominal) dynamic, innovative and accepting of change than that espoused by a management role. Tichy and Devanna (1986) assert that managers engage in very little change but manage what is present and leave things much as they found them when they depart. Transformational leadership, they declared, centeringes on change, innovation, and entrepreneurship. They assumed that innovational leaders begin with a social fabric, disrupt that environment, and then recreate the social fabric to better reflect the general business climate (Bass, 1990).They argue that there are four suggested personal characteristics of a transformational leader (a) dominance, (b) self-confidence, (c) need for influence, and (d) conviction of moral righteousness. These are the traits that I have to focus on in undertaking my tuition plan. Transformational leaders are expected to deal with the paradox of predicting the un cognize and sometimes the unknow able-bodied. These leaders change and transform the organization according to a vision of a preferred status. Leaders then are change makers and transformers, guiding the organization to a new and more compelling vision, a demanding role expectation.Studie s have been carried out in many different countries, and research in this area also shows that transformational leadership is closer to perceptions of holy man leadership than transactional leadership. As Hartog et al (1999) note, organism perceived as a leader is a prerequisite for being able to go beyond a formal role in influencing others. They hold that leadership perceptions can be based on twain alternative processes. First, leadership can be inferred from outcomes of salient events, and attribution is crucial in these inference-based processes.For example, a successful business turnaround is often quickly attributed to the high quality leadership of top executives or the CEO. Leadership can also be recognized based on the fit between an observed persons characteristics with the perceivers implicit ideas of what leaders are (Hartog et al., 1999). This over again points to the fact that an effective manager is not only focused on delivering tasks, but on handling his people well. This is especially true among people in the organization who put high premium on a managers interpersonal skills.The first step I will consider in my developmental plan is to maintain my enthusiasm and motivation of my team towards their work. Concurrently, I will also aim to develop my leadership potential. I will concretely undertake this by developing a strong mentoring relationship with my superior. Empirical research from both educational and industrial objurgatetings suggests that students and employees both have increased hazard of success if they have had a mentor. While mentors are effective for everyone, sometimes organizations implement mentoring programs to support particular parts of their populations, often newer employees.And while mentoring programs are everlastingly established with the best of intentions, their results are often mixed (Werner, 2004). To make the most of my work exposure, I hope to establish a strong mentoring relationship with my superior or with an expert in my field to develop my competence further. Coaching and mentoring is a very effective way of developing my leadership potential because it does not only develop me in terms of technical expertise, but it will also allow me to actually experience how these experts undergo the coaching and mentoring exercise. learnings AcquisitionSkill acquisition acknowledges that proficiency and expertise are a function of the exposure to a variety of situations. These circumstances become experiences for the learner to elicit apt responses. Bandura (1977) express that most learning transpires by observing and modeling behaviors. Information is then stored and coded cognitively and utilized as guide for action. He further noted that the development of a realistic learning setting incorporating environment, behavior, and thought promotes the acquisition of complex skills. Moreover, simulation can help in providing this realistic exposure for neophyte professionals (Bandura, 197 7).Because I have gone past beyond being a novice, now is the perfect time for developing strategic leadership skills. I will also be able to add on to my networks by attending conferences related to my field to be able to build and establish peer contacts. I will also endeavor to build relationships with members and managers of other teams within the organization.The following soft competencies have been recommended areas for leadership development by the Development Dimensions International website (2005) master at managing through ambiguity inspires confidence and belief in the future have a passion for results are marked by unwavering integrity set others up for success have strong rather than big egos and have the endurance to make big decisions.Mastery at managing through ambiguity. Build a culture that embraces change constantly set clear goals and expectations are able to manage across boundaries (and lead others to do the same) show connections between individual accountab ilities, team goals, and organisational vision and strategies sets out a clear course even though it may change frequently.Inspires confidence and belief in the future. Are able to articulate a vision depicting what they want their organization exudes calm and projects optimism in the face of uncertainty can engage and inspire employees in their work connecting their needs and values with those of the institution.Passion for results. Set clear accountabilities and high expectations for themselves and for others hire, promote and reward high performers keep themselves and their employees focused on the top two or three customer-driven priorities take action on those who do not fit or who are reproduciblely not performing establish critical measures of success and make sure they are visible to others.Marked by unwavering integrity. Serve as a moral compass for others keeps promises and commitments walks the talk gives straight, honest feedback leads through values acts promptly when their own or the integrity of their organization is compromised. Set others up for success. Coaches others to succeed before they have the opportunity to fail truly enjoys perceive people learn and grow rewards and recognizes success views failures as learning opportunities shares (rather than hordes) talent for the good of the organization.Have strong rather than big egos. Humbly shares credit with others neer shoots the messenger they encourage the sharing of bad news are always asking how can we do things better? blame themselves before pointing a palpate at others knows themselves and are guided by strong personal values listens to understand recognizes that they, more often than not, are not the ones with the right answers. Have the courage to make big decisions. Addresses issues or problems quickly takes actions that are right, even when they are unpopular they act on conviction stands by their decisions once they make them even if circumstances cause them to change cour se later takes a longer term view consistent with a future vision (www.ddiworld.com, 2005).Soft skills are as equally if not more heavy than technical skills, in the development of leadership potential. These competencies must also be integrated into my success susceptibility profile and adequately addressed through formal classroom or on-the-job training.Naturally, to be able to identify which leadership areas I need to focus on, I need to use reflection.The main approach is to develop fully into a transformational leadership role. With transformational leadership, the followers feel trust, admiration, loyalty and respect towards the leader and they are motivated to do more then they originally expected to do. Leaders transform and motivate followers by (1) making them more aware of the importance of task outcomes, and (2) inducing them to transcend their own self-interest for the sake of the organization or team and activating their high order needs.In contrast, transactional l eadership involves an permutation process that may result in follower compliance with leader requests but is not promising to generate enthusiasm and commitment to task objectives. in that respectfore, my staff need to feel that I can empathize with them, are able to give them feedback while maintaining their self-esteem, and also solicit their ideas on important issues.Transformational and transactional leadership are distinct but not mutually exclusive processes. Transformational leadership increases follower motivation and performance more than transactional leadership, but effective leaders use a combination of both causas of leadership. Such is the argument of Gary Yukl (1989). He defined transformational behavior as idealized influence, individualized consideration, inspirational motivation and intellectual stimulation.Yukl theorized that transformational leadership in all likelihood involves internationalization because inspirational motivation includes the articulation of an appealing vision that relates task objectives to follower values and ideals, it therefore also involves personal identification. Yukl (1989) described transformational leadership as a process of micro-level and macro-level influence. At the macro-level, transformational leaders must take charge of the social systems and reform the organization by creating an appropriate power situation. At the micro-level, transformational leaders must attend to the personalities in the organization to facilitate change at an interpersonal level.One other way of developing my leadership potential is by regularly reflecting on areas for improvement. In this area, the feedback of my superior would serve as critical input.There is now broad tote upment on four key attributes, therefore, known as the four is of Transformational Leadership (Avolio et al., 1991 Bass & Avolio, 1994b). Inspirational leadership means the arousal and heightening of motivation among followers that occurs primarily from magnetic leadership and individualized consideration is evident when subordinates are treated individually according to their needs. Intellectual stimulation refers to the leaders influence on followers thinking and imagination (Bass, 1985, pp. 62,82 and 99). And, finally, idealized influence is the identification with and emulation of the leaders mission and vision.Apart from focusing on my own leadership needs, I would also like to assist in the drafting of Career Management plans of the members of my team. I would also like to ensure that I continuously serve as a model and inspiration for them in terms of giving support, praise and encouragement to all team members. Moreover, I will work for the implementation of computer memory strategies among the team members I work with through career development, flexible work, induction, partnership and staff involvement, and pay and rewards.Some Comments on the Transformational Leadership Framework / TheoryIn contrast with leader emergen ce which deals with the likelihood that a person will become a leader, leader performance involves the idea that beautiful leaders possess certain characteristics that certain leaders do not. For example, an excellent leader might be intelligent, assertive, friendly, and independent, whereas a poor leader might be shy, aloof, and calm. Research on the relationship between personal characteristics and leader performance has concentrated on three areas traits, needs and orientation. In relation to transformational leadership framework, I do agree that the leader must possess certain characteristics to transform the organization. But this is not all there must also be ample consideration of other factors such as subordinates ability and organizational climate.Traits. The idea that certain traits are associated with effective leadership is appealing, but in 1964, a review by Heslin and Dunphy indicated that only two traits intelligence and interpersonal adjustment have consistently been related to leadership performance.More recently, it has been proposed that good leaders need to possess only one stable trait adaptability or self-monitoring (Cohen & Bradford, 1990). Thus, good leaders will constantly change their behaviors to meet the demands of the situation or person with whom they are dealing. Support from this supposition comes from a study by Caldwell & OReilly (1982), who found that field representatives who dealt with many different types of people were more effective if they were high self-monitors. Similar results were found with Zaccaro, Foti & Kenny (1991).The sup positioning of self-monitoring focuses on what leaders do as opposed to what they are. For example, a high self-monitoring leader may possess the trait of shyness and not truly want to communicate with other people. He know, however, that talking to others is an important part of his job, so he says hello to his employees when he arrives at work, and at least once a day stops and talks to each employee. Thus, the leader has the trait of shyness but adapts his outward behavior to appear to be outgoing and confident.An interesting accessory of the trait theory of leader performance suggests that certain traits are necessary requirements for leadership duty but that they do not guarantee it (Simonton, 1979). Instead, leadership excellence is a function of the right person being in the right place at the right time. The fact that one person with certain traits becomes an excellent leader while another with the same trait flounders may be no more than the result of timing and chance.Needs. A personal characteristic that has true some support to a leaders need for power, need for achievement, and need for affiliation. Research by McClelland and Burnham (1976) and McClelland and Boyatzis (1982) have demonstrated that high-performance managers have a leadership motive pattern, which is a high need for power and a low need for affiliation. The need is not for personal power but for organizational power.This pattern of needs is thought to be important because it implies that an effective leader should be more concerned with results than with being wish. Leaders who need to be liked by their subordinates will have a tough time making decisions. A decision to make an employee work overtime, for example, may be necessary for the organizations survival, but it will probably be unpopular with employees. Leaders with high affiliation needs may decide that being liked is more important than being successful, causing conflict with their decision.Needs for power, achievement and affiliation can be measured through various psychological tests. The most unremarkably used is the Thematic Apperception Test (TAT). The TAT is a projective test in which a person is shown a series of pictures and is asked to tell a story somewhat what is happening in each picture. The stories are then analyzed by a trained psychologist who identifies the needs themes that are co ntained in the stories. Obviously, this technique is time go through and requires a great deal of training.Task vs. person orientation. Over the last 45 years, three major schools of thought Ohio State studies (Fleishman, Harris & Burtt, 1955), Theory X (McGregor, 1960) and managerial grid (Blake & Mouton, 1984) have postulated that differences in leader performance can be attributed to differences in the extent to which leaders are task versus person lie.Person- lie leaders (country connection leaders, theory Y leaders, leaders in high consideration) act in a warm and supportive manner and show concern for their subordinates. Person-oriented leaders reckon that employees are intrinsically motivated, go steadyk responsibility, are self-controlled, and do not necessarily dislike work, Because of these assumptions, person-oriented leaders consult their subordinates before making decisions, praise their work, ask about their families, look over their shoulders, and use a more h ands-off approach to leadership. Under pressure, person-oriented leaders tend to become socially withdrawn (Bond, 1995).Task oriented leaders (task-centered leaders, theory X leaders, leaders high in initiating structure) define and structure their own roles and those of their subordinates to attain the groups formal goals. Task-oriented leaders see their employees as lazy, extrinsically motivated, wanting security, undisciplined, and shirking responsibility. Because of these assumptions, task-oriented leaders tend to manage or lead by giving directives, setting goals, and making decisions without consulting their subordinates.Under pressure, task-oriented leaders tend to produce humor (e.g. tell jokes and stories) whereas person-oriented leaders tend to appreciate humor (e.g. listen to others jokes) (Philbrick, 1989). I feel that the best leader who may undertake transformation in the organization ought to be both person and task-oriented. In effect, in being a transformational lea der, I should put premium on both person and task orientations, exhibiting each one with equal strength or emphasis.Interaction between the Leader and the SituationApart from just focusing on the leader, I feel it is equally important for him to consider the complexities of his situation so that he may have a better grasp of how it is to transform the organization. In line with this, I should also be able to focus not only on developing myself but also consider the characteristics of the situation which I find myself in.One of the more recent research on this area is the situational theory of Geier, Downey and commodeson (1980) who believed that the leader has one of six behavioral styles, namely, informational, magnetic, position, affiliation, coercive or tactical. Each type is only effective in a particular situation, or in what researchers call an organizational climate.These researchers further say that based on the organizational climate, a leader with an informational style i s best fit in ac climate of ignorance those with magnetic style in a climate of despair those with a position style in a climate of instability affiliation style in a climate of anxiety coercive style in a climate of crisis tactical style in a climate of disorganization. This suggests that as a transformational leader, I should be able to adjust myself on the basis of my sagaciousness of my organizations climate.Relationship with SubordinatesOne other facet of transformational leadership which I intend to integrate into my personal development plan is my relationship with subordinates. This is consistent with the vertical dyad linkage theory. Vertical dyad linkage (VDL) theory was developed by Dansereau, Graen, and Haga (1974) and is a unique situational theory that makes good intuitive sense. Some situational theories concentrate on interactions between leaders and situations and between leaders and employees with differing levels of ability. VDL theory, however, concentrates on t he interactions between leaders and subordinates. These interactions are called leader-member exchanges (LMXs). The theory takes its name from the relationship between two people (a dyad), the position of the leader above the subordinate (vertical), and their interrelated behavior (linkage).VDL theory states that leaders develop different roles with different subordinates and thus act otherwise with different subordinates. Dansereau et al (1974) believe that subordinates fall in one of two groups, the in-group or the outgroup. In-group subordinates are those who have developed trusting, friendly relationships with the leader. As a result, the leader deals with in-group members by allowing them to participate in decisions and by rarely disciplining them. Thus, in-group membership is thought to increase performance. Out-group subordinates are treated differently from those in the in-group and are more likely to be given direct orders and to have less say about how affairs are conduct ed.In general, research on VDL theory has been supportive (Grestner & Day, 1997). There are, however, relationships between leaders and subordinates that probably can be categorized into types other than in-group and out-group. In relation to transformational leadership, I should increase my self-awareness in treating my subordinates such that there is no rigid classification of whether they are members of the in-group or the out-group. Under the transformational leadership framework, all subordinates are encouraged to participate in decision making. As such, I should try my best to gather input from all of my staff to be able to come up with the most optimal solution to a problem or an issue.Subordinate AbilityApart from self-development, the transformational leader must also be wary of his subordinates abilities in carrying out his plan for change or transformation. According to dwellings (1971) path goal theory, a leader can adopt one of four behavioral leadership styles to hand le each situation submissive, supportive, participative and achievement-oriented.The instrumental style calls for planning, organizing, and controlling the activities of employees. The supportive style leader shows concern for employees, the participative style leader shares information with employees and lets them participate in decision making, and the leader who uses the achievement oriented style sets challenging goals and rewards increases in performance. Each style will only work in certain situations and depends on subordinates abilities and the extent to which the task is structured. In general, the higher the level of subordinate ability, the less directive the leader should be. Likewise, the more structured the situation, the more directive the leader should be (Schriesheim & DeNisi, 1981).In conclusion, I feel that the transformational leadership framework is wanting of some considerations. Apart from just focusing on the leader himself, the plan should include a grave c onsideration of other important factors, such as his subordinates ability and the organizational climate in which the leader operates. My transformational leadership development plan, in summary, will equip me with the necessary technical and leadership competencies towards effectively taking on a management role, whilst seriously considering my subordinates abilities and the culture of the company I am working for. Ultimately, this will reflect in being able to lead and motivate a team who in themselves are competent, goal-driven and are able to contribute to the organizations bottomline.ReferencesBandura, A. (1977). Self-efficacy toward a unifying theory of behavior change. Psych Rev . 197784191215.Bass, B. (1990). Bass & Stogdills handbook of leadership theory, research and managerial applications. hot York The Free Press.Blake, R. R., & Mouton, J. S. (1984). The managerial grid III. Houston Gulf.Bond, G. E. (1995). Leadership behavior How personality, stress, and gender affec t leader behavior. University of Washington.Caldwell, D. F., & OReilly, C. A. (1982). Boundary spanning and individual performance The impact of self-monitoring. Journal of Applied Psychology, 67, 124-127.Cohen, A R., & Bradford, D. L. (1990). Influence without authority. New York John Wiley.Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within the formal organization. Unpublished report, State University of New York, Buffalo.Deming, W. E. , (1992) Leadership, Four Day Seminar Charlotte, NC, October 27 30.Development Dimensions International. (2005). DDIs leadership beliefs. Retrieved on December 17, 2006 from www.ddiworld.com.Fleishman, E. A., Harris, E. F., & Burtt, H. E. (1955). Leadership and supervision in industry. Columbus Ohio State University Press.Geier, J. G., Downey, D. E., & Johnson, J. B. (1980). Climate impact profile. Minneapolis, MN Performax Systems International.Gerstner, C. R, & Day, D. V. (1997). Meta-analytic re view of leader-member exchange theory Correlates and reconstruct issues. Journal of Applied Psychology, 82(6), 827-844.Hartog, D. N., House, R.. J., Hanges, P. J., et al. (1999). Culture specific and cross-culturally generalizable implicit leadership theories Are attributes of charismatic/ transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219-256.House, R. J. (1971). A path-goal theory of leader effectiveness. administrative Science Quarterly, 9, 321-332.McClelland, D. & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67, 737-743.McClelland, D. & Burnham, D. H. (1976). Power is the great motivator. Harvard Business Review, 54(2), 102-104.McGregor, D. (1960). The human side of enterprise. New York McGraw-Hill.Philbrick, K. D. (1989). The use of humor and effective leadership styles. University of Florida.Schriesheim, C. A., & DeNisi, A. S. (1981). Task dimensions as moderators of the e ffects of instrumental leadership A two-sample replicated test of path-goal leadership theory. Journal of Applied Psychology, 66, 589-597.Tichy, Noel and M.A. Devanna (1986). The Transformational Leader, John Wiley and Sons.Werner, W. (2004). The importance of mentoring. Law Practice Today. Retrieved on December 17, 2006 from http//www.abanet.org/lpm/lpt/articles/mgt07041.htmlYukl, G. (1989). Managerial leadership A review of theory and research. Journal of Management, 15(2), 251 289.Zaccaro, S. J., Foti, R. J., & Kenny, D. A (1991). Self-monitoring and trait-based variance in leadership An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76(2), 308-315.

Leg Ulcers

Chapter One *A Brief Overview of a Venous Leg ulcerationation *and the Assessment Process The nurse must have the skills and knowledge to identify a venous ramification ulcer. Dowsett (2005) believes that it is substantial that nurses and other health care professionals look for the underlying cause of an ulcer.Whereas, the Royal College of Nursing (1998) has antithetic views, and argues that, professionals who are fully trained in leg ulcer management should only be fitting to identify an underlying cause as it is easily mistaken that diagnosis of an arterial leg ulcer is made rather than venous which could cause serious treatment complications for the wound as well as the patient. thither are major problems associated with a venous leg ulcer such as, pain, loss of mobility, financial implications and much more which will be discussed in chapter 3.Leg ulcers appear as shallow holes or craters in which the tissue underneath is exposed. They passel vary in size, discolouration and depth (National Health dish Direct 2008) (NHS). The clinical factors of a venous leg ulcer are, lipodermatosclerosis (champagne bottle shaped leg) ,which is cellulites affecting the dermis and subcutaneous tissue (Finlay & Chowdhery, 2007), hyperpigmentation, derived red tear cells extravagated from dilated, leaky capillaries which produces areas of brown discolouration (Brown & Burns, 2007).Atrophic Blanche, where interspersed by visible(a) engorged capillaries seen as tiny red dots just below the surface of the skin (Moffat et al, 2007). However onwards looking at the patients wound it is the nurses role to look at the patient holistically and find out chivalric medical and family history as well as personal factor that could contribute to the term (Moffat et al, 2007). There are requisite details that the patient can tell the nurse about their ulcer and the factors that whitethorn contribute to this.Such factors are their full medical history these details should inc lude varicose veins, diabetes, darksome Vein Thrombosis (DVT), previous leg surgery and any family history of leg ulceration (Dougherty and Lister 2004). The splendor of this is that if a leg ulcer is diagnosed incorrectly, such as a venous ulcer being erroneously diagnosed as an arterial one can have serious complications for the patient and causing further delays in the healing of the wound. Also the nurse must undertake baseline observations this includes, the patients weight, height, blood mash (BP), oxygen saturations levels, temperature nd respiratory rate, and in any case the patients nutritional intake, urine samples and routine blood tests such as glucose and haemoglobin levels must be gained, as diabetes is present in approximately 5% of patients with leg ulcer (SIGN 1998). Murray (2004) also agrees with Dougherty & Lister (2004) & Bolton et al (2004) stating that that hyperglycaemia can have an effect in the wound healing process, as this can be linked with infection and decreased oxygen levels in the haemoglobin will slow down the healing process and go onto starve tissue. These factors are important to know as it plays a big part in the wound healing process.In clinical practice thesebasic observations are a vital part of information gained to ensure safer patient care and beforehand(predicate) recognition of deterioration. The key factor in order to gain a thorough assessment it is essential that the nurse must have is communication and listening skills not only for this purpose but also for a nurse patient family relationship. Dealey, (1994) believes that fear is one of the most common experiences a human can feel and a patients illness release many fears, in which health care professionals are otiose to identify when not allowing the patient to express their needs freely.If the patient has a full understanding of their condition they are more likely to comply with treatment regimes and have a more productive relationship with healthcare professionals (Anderson 2006). The RCN (2008) states, that the nurse-patient relationship is founded on trust. The nurse patient relationship allows the conversation to spring easy in order to gain a holistic commence to the patients care. The Code (2008) also agrees that as nurses we must listen to people in our care and respond to their concerns and preferences.Much research has taken commit regarding nurse patient relationships, McCabe (2002) carried out a study which aimed to explore and produce statements relating to the patients experiences of how nurses communicate. A qualitative phenomenological approach was used. This focuses on individuals interpretations of experiences and ways in which they express them (Parahoo 1997), followed by unstructured questionnaires which were tape preserve and lasted for approximately thirty minutes. The results found that four themes emerged, these were, lack of communication, attending, empathy and friendly nurses.Therefore the conclusio ns were that in business to the literature, nurses are not good at communicating with patients, however nurses can communicate well if the toil undertaken was a patient centred approach. Although research has taken place the limitations were that only eight patients participated, therefore this could reduce the grimness and reliability of the study. Also with such a small sample the study could be used as a pilot study which could be replicated in the UK as this study was undertook in Ireland.

Islam in Southeast Asia

In the 11th century, a turbulent period occurred in the story of Malay Archipelago, the Chola Navy crossed the ocean and attacked the Srivijaya kingdom of Sangrama Vijayatungavar manhood, Kadaram (Kedah), an important fortified city in the Malaysian peninsula was looted and the king was taken captive. Soon after that, the king of Kedah Phra Ong Mahawangsa became the first swayer to abandon the conventional Hindu faith, and converted to Islam with the Sultanate of Kedah established in year 1136.Samudera Pasai converted to Islam in the year 1267, and legion(predicate) early(a) rulers comp each suit. There are several theories to the Islamization process in Southeast Asia. The first theory is make out. The expansion of trade among West Asia, India and Southeast Asia helped the spread of the morality as Muslim traders brought Islam to the region. The second theory is the role of missionaries or Sufis. The Sufi missionaries played a significant role in spreading the faith by syncr etising Moslem ideas with existing local beliefs and religious notions.Finally, the ruling classes embraced Islam which further aided the permeation of the piety throughout the region. The ruler of the regions most important port, Malacca Sultanate, embraced Islam in the 15th century, heralding a period of accelerated conversion of Islam throughout the region as the religion provided a unifying force among the ruling and trading classes. ( Do?n nay e k bi?t co nen d? th? nay khong, vi no la 2 gi? thuy?t nen nghe no c? k tin c?y). Islam in Indonesia.As we cognize, Islam is the dominant religion in Indonesia, but not many people know that the amount of Muslims in Indonesia is larger than anywhere else in the world, with approximately 202. 9 million identified as Muslim (88. 2% of the total population) as of 2009. To foreign observers as well as to many Indonesians themselves, Indonesian Islam has always appeared to be very different from Islam at most other places, especially from the way it is practiced in the Arabian peninsula.The religious attitudes of the Indonesians, it was often said, were more influenced by the Indian religions (Hinduism, Buddhism) that had long been established in the Archipelago and the even older indigenous religions with their ancestor cults and veneration of earth gods and a plethora of spirits. Many modern Indonesian Muslims refuse to recognise them as Islamic because they conflict with modern conceptions of (universal) Islam. In many cases, however, they came to Indonesia as part of Muslim civilisation, even if they did not perhaps belong to the core of Muslim religion.They represent an early wave of Islamisation. Islam In Malaysia Malaysia is a multiconfessional country with Islam being the largest practiced religion, comprising approximately 61. 4% Muslim adherents, or around 17 million people. In the 11th century, a turbulent period occurred in the history of Malay Archipelago, the Chola Navy crossed the ocean and attacked the Srivijaya kingdom of Sangrama Vijayatungavarman, Kadaram (Kedah), an important fortified city in the Malayan peninsula was sacked and the king was taken captive.Soon after that, the king of Kedah Phra Ong Mahawangsa became the first ruler to abandon the traditional Hindu faith, and converted to Islam with the Sultanate of Kedah established in year 1136. Samudera Pasai converted to Islam in the year 1267, and many other rulers follow suit. The local population saw that Islam could extricate them from this bondage and provide the means for the extirpation of social evils. The new religion gave the small man a sense of this individual worth the dignity of man as a member of an Islamic community.Originally, the draft Constitution of Malaysia did not specify any functionary religion for the state. This move was supported by the rulers of the nine Malay states, who felt that it was sufficient that Islam was the official religion of each of their individual states. However, Justic e Hakim Abdul Hamid of the Reid Commission which drafted the Constitution came out strongly in party favor of making Islam the official religion, and as a result the final Constitution named Islam as the official religion of Malaysia.Islam in the Malay Archipelago in general and Malaysia in particular follows the Shafi Madhab (school of thought). However there are many Muslims in Malaysia who do not follow any particular school. In Perlis, the state constitution specifies that Perlis follows the Quran and hadith and not a particular madhab. Many Muslims in Perlis therefore do not follow any madhab, as is the case with the followers and members of the Muhammadiyah Organisation in Indonesia.Source http//en.wikipedia.org/wiki/Islam_in_Southeast_Asia http//en.wikipedia.org/wiki/Spread_of_Islam_in_Southeast_Asia http//en.wikipedia.org/wiki/Islam_in_Indonesia http//en.wikipedia.org/wiki/Islam_in_Malaysia Global and Local in Indonesian Islamby Prof. Martin Van Bruinessen,Southeast Asian St udies (Kyoto)vol. 37, no. 2 (1999), 46-63. http//www.islamcan.com/islamic-history/islam-in-malaysia.shtml

Antiphishing

Name B. sreevidya Rno 08491D5804 FINDIND & STOPING OF PHISHING ATTACKS THROUGH ONLINE ABSTRACT Phishing is a new persona of ne 2rk attack w here the attacker creates accurate copy of an existing web paginate to fool users ex submitting personal, financial, or pass script data to what they think is their service providers website. The apprehension is an anti-phishing algorithm, called the Link Guard, by utilizing the generic characteristics of the hyper colligate in phishing attacks. The link Guard algorithm is the concept for finding the phishing emails direct by the phisher to grasp the education of the end user.Link Guard is ground on the careful analysis of the characteristics of phishing hyperlinks. for each one end user is implemented with Link Guard algorithm. Existing System 1) Detect and block the phishing weave sites in time If we foundation detect the phishing meshing sites in time, we then can block the sites and forbid phishing attacks. But its difficult to find those phishing sites out in time. There are two methods for phishing site detection. a) The Web master of a legal Web site periodically scans the root DNS for suspicious sites. ) Since the phisher must duplicate the content of the target site, he must use tools to (automatically) download the Web pages from the target site. It is therefore accomplishable to detect this kind of download at the Web server and trace back to the phisher. Drawbacks-Many phishing attacks simply do non require a DNS name. For phishing download detection, clever phishers may easily write tools 2) Enhance the surety of the web sites The business Websites such(prenominal) as the Web sites of banks can take new methods to guarantee the aegis of users personal information.There two method to enhance the certification a) Using hardware devices For example, a hand-held wag reader b)Biometrics characteristic e. g. voice, fingerprint, iris, etc. Drawbacks-All these techniques need additional hardware an d as well will increase the cost. Therefore, it palliate needs time for these techniques to be widely adopted. Block the phishing emails by various spam filters The phishers hide their identities when move the spoofed e-mails, therefore, if anti-spam systems can determine whether an e-mail is send by the announced sender the phishing attacks will be fall dramatically.The techniques that preventing senders from counterfeiting their Send ID (e. g. SIDF of Microsoft) can defeat phishing attacks efficiently. SIDF is a combination of Microsofts telephoner ID for E-mail and the SPF (Sender Policy Framework). Both Caller ID and SPF check e-mail senders domain name to verify if the e-mail is sent from a server that is current to send e-mails of that domain and from that to determine whether that e-mail use spoofed e-mail goal. If its faked, the Internet service provider can then determine that e-mail is a spam e-mail.The spoofed e-mails used by phishers are one type of spam e-mails. the spam filters can also be used to filter those phishing e-mails. Spam filters are intentional for general spam e-mails and may not very suitable for filtering phishing e-mails since they generally do not lease the specific characteristics of phishing attacks. 4) Install online anti-phishing software in users computers Despite all the above efforts, it is shut away possible for the users to visit the spoofed Web sites. As a last defense, users can install anti-phishing tools in their computers.The anti-phishing tools in use today can be divided into two categories shitlist/white list based and rule-based. a) When a user visits a Web site, the antiphishing tool searches the address of that site in a blacklist stored in the database. If the visited site is on the list, the anti-phishing tool then warns the users . They cannot prevent the attacks from the newly emerged (unknown) phishing sites. b) Uses certain rules in their software, and checks the security of a Web site accord ing to these rules.Examples Spoof Guard and Trust Watch provide a toolbar in the browsers all the above defense methods are useful and complementary to each other, but none of them are perfect at the current stage. PROPOSED SYSTEM A. Classification of the hyperlinks in the phishing e-mails The hyperlinks used in the phishing e-mail into the following categories 1) The hyperlink provides DNS domain names in the anchor text, but the destination DNS name in the circumpolar link doesnt match that in the actual link. For instance, the following hyperlink <a href= http//www. profusenet. et/checksession. php>https//secure. regionset. com/EBanking/logon/ </a> appears to be linked to secure. regionset. com, which is the introduction of a bank, but it actually is linked to a phishing site www. profusenet. net. 2) Dotted decimal IP address is used directly in the URI or the anchor text instead of DNS name. For example. <a href= http//61. 129. 33. 105/secured-site/www. skyfi. Com/ i ndex. hypertext mark-up language? MfclSAPICommand=SignInFPP&UsingSSL= 1> SIGN IN </a> 3) The hyperlink is counterfeited maliciously by using certain encoding schemes.There are two cases a) The link is formed by encoding alphabets into their corresponding ASCII codes. See below for such a hyperlink. <a href=http//034%02E%0333%34%2E%311%39%355%2E%o340o31%34%39%30%33/%6C/%69%6E%64%65%78%2E%68%74%6D> www. citibank. com </a> While this link is seemed pointed www. citibank. com, it actually points to http//4. 34. 195. 4134/l/index. htm. b) Special characters (e. g. (in the visible link) are used to fool the user to believe that the e-mail is from a trusted sender.For instance, the following link seems is linked to amazons, but it actually is linked to IP address 69. 10. 142. 34. http//www. amazon. comemailprotected 10. 142. 34. 4) The hyperlink does not provide destination information in its anchor text and uses DNS names in its URI. The DNS name in the URI usually is s imilar with a famous company or organization. For instance, the following link seems to be sent from PayPal, but it actually is not. Since paypal-cgi is actually registered by the phisher to let the users believe that it has something to do with paypal <a href= http//www. aypal-cgi. us/webscr. php? Cmd=Login> snap here to confirm your account </a> 5) The attackers utilize the vulnerabilities of the target Web site to redirect users to their phishing sites or to launch CSS (cross site scripting) attacks. For example, the following link <a href=http//usa. visa. com/track/dyredirjsp? rDirl=http//200. 251. 251. 10/. verified/> Click here <a> Once clicked, will redirect the user to the phishing site 200. 251. 251. 10 due to a pic of usa. visa. com. B. LINK GUARD ALGORITHMLinkGuard works by analyzing the differences between the visual link and the actual link. It also calculates the similarities of a URI with a known trusted site C. LINK GUARD IMPLEMENTED CLIENT It inclu des two parts a whook. dll dynamic library and a LinkGuard executive. Whook is a dynamic link library it is dynamically loaded into the address spaces of the executing processes by the operating system. Whook is responsible for collecting data, such as the called links and visual links, the user input URLs. LinkGuard is the list component of the implementation.Its composed of 5 parts Comm This collects the information of the input process, and sends these related informations to the Analyzer. Database Store the white list, blacklist, and the user input URLs. Analyzer It is the key component of Link Guard, which implements the Link Guard algorithm it uses data provided by Comm and Database, and sends the results to the Alert and Logger modules. Alerter When receiving a warning message from Analyzer, it shows the related information to alert the users and send back the reactions of the user back to the Analyzer.Logger enumeration the history information, such as user events, alert i nformation, for future use. Software And Hardware Specification ironware REQUIREMENTS * Hard disk20 GB and above * RAM256 MB and above * Processor speed up 1. 6 GHz and above SOFTWARE REQUIREMENTS * Operating System Windows 2000/XP * Documentation ToolMs word 2000 * Technology used jsp,servlets,Apache Tomact 5. 5 * Database Oracle XE

Every Child Must Be Trained for the Future (Article with Examples)

Every child must be educated and equip with the skills that forget let him thrive in the frugality of the future, said Education Minister Heng Swee Keat. While capital of Singapore has built an education carcass admired for its high student achievement rates and top- nonch t separatelying force, it must now align its system to cope with the fast pace of globalisation, technological change and innovation. The world economy pull up stakes become even more complex and jobs do not baffle clearly define boundaries, Mr Heng told an audience of 200 participants at the Singapore Conference here on Wednesday.Elaborating, he said that the business between manufacturing and services has blurred. And both atomic number 18 also overlaid with the digital economy, he added, noting for example that IT giant orchard apple tree sells an experience, not just a product. On how technology is changing swiftly, he renowned how the Human Genome Project, started in 1990, took 13 years and nearly U S$4 billion to complete. But last month, a unavowed company in California announced a machine that will map an entire genome for US$1,000 (S$1,250) in one day. A more complex economy means a greater grade of different jobs will exist, requiring a wide range of skills.Said Mr Heng Hence, to prepare our students for the future, it is critical for us to have some notions of the variety and demands of the jobs of the future. The education system can then tailor the right skill sets for each individual. Not all the jobs will require academic degrees. Indeed, in many areas, practical, hands-on skills are valued. He added that aligning education to industry needs as Singapore does with its universities, Institute of Technical Education and polytechnics will continue to be critical. But in whatever area, deep skills, high standards and strong motivation will be needed. A strong focus on science, technology, engineering and maths in education should be preserved, he said. Mr Heng also to uched on the diversification of the school system over the last a few(prenominal) years, explaining the need to create multiple pathways for students to excel. But this does not mean everyone gets to do the course of his choice, as the programmes are competitive to ensure standards, he added.It is also critical to equip students with the basic knowledge and motivation to be lifelong and adaptable learners and have other 21st century skills such as information and dialogue know-how, critical and inventive thinking, and civil literacy and cross-cultural skills. Ultimately though, he said, the best policies alone are not enough. Ministry officials and school leaders must be clear about the principles and there must be faithfulness of implementation. All parts of the education system must support the policy implementation, including the teachers, parents and even the physical facilities of a school.Educators will remain key to the structure. No system of education can be better than i ts teachers, he said. During his visit here over the past week, American officials have heaped praises on the Singapore education system and during the panel discussion following his speech, similar responses flowed. Panellist Linda Darling-Hammond, a Stanford University professor in education, said the US could learn from Singapores teacher recruitment and development process. Praising the Singapore Governments policy of paying teachers top dollar, she noted that by comparison, the US paid its teachers much, much less than other college graduates.The deep cuts in education expense in the US, she warned, would leave the country behind while other countries like Singapore forged in the lead with their investments in education. Co-panellist Joanne Weiss, chief of staff to US Education Secretary Arne Duncan and who visited Singapore schools last year, said she was affect by the culture of continuous improvement in education. Singapore policymakers go out, identify the best practices a nd bring it indorse and adapt them to the context of the country. They then replicate them across the schools in the country.

American reactions to the vietnam war Essay

It contains broad coverage regarding what happened in the demonstration and the response of the kink workers to the war. But it fails to pull up stakes wider coverage to Americas reaction as a whole, as it solitary(prenominal) explores one resultant, from a real group, which were only a menial minority of the Ameri freighter population. It provides some context by concisely explaining why the construction workers went on this demonstration, however some areas lack context as it isnt whole clear as to why they reacted so violently to the war.It portrays a little and detailed insight as to how the Hard Hat construction workers reacted to the war, however other areas of the representation lack sufficient detail, for example the former only briefly mentions how the police collaborated with the construction workers. However it does provide broad coverage as it mentions the opposite reactions to the demonstration, including a major American newspaper. This representation explor es the Hard Hat demonstration in great precise detail, giving a clear view into exactly what happened on that demonstration, and how the construction workers reacted to the war.Even though it explores the event in great depth it fails to include figures, dates or statistics. It also lacks context and detail in certain areas, for example it fails to mention why the police worked with the construction workers. However it does contain carefully selected quotes which shine save light upon the event, one quote stating that the police were working with the construction workers. The other quote is from a construction worker explaining why he went on the demonstration.In addition the representation completely agrees with what I do it about the Hard Hat demonstration. This representation is written in a very professional, analytical and genuine style, which is mostly detached, making this piece mostly objective. However it is also quite unobjective, as there is a certain amount of emotive language consumptiond, for example mob and chased down. It also contains a quote which arguably justifies the attack, explaining that one of the construction workers was doing it for his brother who was wounded in Vietnam.Overall this source gives a detailed insight as to how a group of construction workers reacted to the war, however this is only a small minority and their reaction doesnt represent the reaction of America. It fails to give a broad view as to how America as a whole reacted to the war. In addition the event is explored in great depth and is written in a professional and analytical style. But it lacks precise detail with no use of figures or dates, and contains a significant amount of emotive language, causing it to be quite inaccurate and unobjective.In conclusion all three representations explore in detail how certain different groups among US baseball club reacted to the war. I have come to the conclusion that representation two is the best regarding the way in which throng in America as a whole reacted to the war. It broadly covers in great detail the reaction of many different group among the American population including, pacifist, liberalist and students. The reaction of these groups combined with a survey of populace opinion represent the reaction of a large majority of America.Even though it doesnt go into as much detail as the other two sources, they only manage to focus on one group of people. This representation objectively and analytically explores in great detail how a turning of different groups reacted, and it portrays the best, accurate, most vivid, broad image of how people in America reacted to the war. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Classics section.