Geneticists Essays - Geneticist, Genetics, Guggenheim Fellows

Geneticists Geneticists need many skills. One of the most important is to be able to ask questions. Another is to correctly organize data. In the way of training, one should major in biology, genetics, and many other biosciences. A bachelor degree can get a job, but I myself would advise getting the highest amount of bioscience education possible. Jobs can be acquired by asking your professors, but, they may not be aware of any need for geneticists. Many times, reading advertisements may of some good. You may even make an appointment with biology and genetic firms yourself. Sometimes clinics or hospitals may even need a genetic specialist. I, myself, could also see a geneticist opening up his own clinic, such as radiologists do. In this way they could be able to make more money considering the amount of highly specialized geneticists with a Doctor of Medicine. The current payment outlook is not good for geneticists. A starting geneticist working makes between $19,000 and $27,000 a year. Salaries, depending on experience, training, and success may be above $54,000 a year. Benefits usually include pension plans, health insurance, and paid holidays and/or vacations. The employment outlook is very good. Some, highly trained geneticists can open their own firms. This is probably because of a recognition that mutations may be able to strengthen our immune systems, raise our endurance, or even other things not thought possible. Most geneticists work in clean laboratories and work between thirty five and forty hours a week. They usually have the necessary equipment given to them by their firm or other supporter. I feel this would be a good career for me because of my inquisitive nature. I have always been intrigued by the altering of DNA to cause mutation. I am also extremely interested in the evolution of different species.

Famous Scarface Movie Quotes

Famous Scarface Movie Quotes Quotes from the 1983 film Scarface are by far some of the most popular movie quotes. Devout fans of the legendary gangster film  will always rate  quotes by the infamous protagonist, Tony Montana, as the best among the movie quotes category. How many of them do you know offhand? Test your memory skills with this collection of the best of Scarface quotes. I always tell the truth. Even when I lie.Every day above ground is a good day.In this country, you gotta make the money first. Then when you get the money, you get the power. Then when you get the power, then you get the women.Tony Montana: Me, I want whats coming to me.Manny: Oh, well... whats coming to you?Tony Montana: The world, Chico, and everything in it.You wanna waste my time? Okay. I call my lawyer. Hes the best lawyer in Miami. Hes such a good lawyer, that by tomorrow morning, you gonna be working in Alaska. So dress warm.Why dont you try stickin jou head up jour ass – see if it fits.Say goodnight to the bad guy.Dat chick hes with   she like me.I like you, Tony. Theres no lying in you.Amigo, the only thing in this world that gives orders is balls. Balls. You got that?So you wanna dance, Frank, or do you wanna sit here and have a heart attack?I got ears, ya know. I hear things.

HR problems negatively impacting on the operations of CGMS Case Study

HR problems negatively impacting on the operations of CGMS - Case Study Example Downsizing and reorganizing the structure of the organization have been figured out as the most viable strategies that can salvage the company from these problems. However, the key strategy is to reorganize the structure of the company since this will help it to be in firm control of its operations. Therefore, it has been recommended that the company should reorganize its structure in order for it to regain its waning status. Introduction Consolidated Global Mining Service (CGMS) is a giant company that deals with offering services related to mining as well as manufacturing of mining equipment. This is an industry leader in this sector but of late it has been facing different HR problems which are likely to threaten its viability in the long run. In order to address these problems, a lasting solution ought to be found and implemented in order to save the organization from crumbling. Therefore, the purpose of this report is to identify the critical problems that are affecting CGMS as well as to identify the strategies that can be implemented in order to solve the issues identified. This report will finally attempt to provide necessary strategies and recommendations that may be implemented in order to address the HR problems identified. ... conflict is related to the issue of downsizing since the company is spending a fortune on paying the interests while the revenue generated is not commensurate with the large size of staff members. The operational costs in terms of labour are higher than the revenue generated by the organisation and this is the reason why a holistic approach ought to be implemented in order to deal with the impending problem that is likely to scuttle the viability of the organization. Careel et al (1995) posits to the effect that the operational costs in terms of managing human capital should not exceed the revenue generated by the company. Such negative development requires the organization to downsize or reorganize its workforce. The other problem is that the organization does not have clearly defined structure. The issue in this case is that the organisational structure and the human resources management structures have to be standardized such that they can meet the demands of the organisation. Whe re there is a clearly defined organizational structure, it can be seen that there are less chances of duplication of duties since everyone is aware of what is expected of him or her in the organization. According to Wener (2007), organizational structure helps the company to define the job tasks to be performed so that the number of employees in an organization can be controlled such that they do not impact on the organization in the long run. One implicit problem bedevilling CGMS is that no one really knows his or her particular type of job description. Everything seems to be informal though the company has a very good reputation of producing the best results in its performance. Jobs need to be described and categorised so that the company can be in a position to achieve optimum results

There is nothing either good or bad, but thinking makes it so Term Paper

There is nothing either good or bad, but thinking makes it so - Term Paper Example have heard a lot of medical professionals who talks about the positive effects of meditation therapy or counseling over the health progress of a sick person. Upon reflecting what these people are trying to convey, I have realized that it is by having a positive attitude and outlook in life that enables a sick person to easily recover from his/her illnesses as compared to another person who has developed a negative outlook in life. There are many situations that can prove that there is neither good nor bad and that the way we think makes something good or bad. We have always been told that cigarette smoking could lead to the development of cancer. Despite all the scientific evidences that can prove this idea right, we can still find a lot of medical practitioners who are chain smokers. Is it really difficult to quit smoking? Is cigarette smoking the only way to control work-related stress? Of course, we all know that the answer is â€Å"NO†. Have you ever wondered why most of these medical professionals find it very difficult for them to quit smoking whereas there are some people without medical background who could easily resist the temptation of smoking? If cigarette smoking is really addicting, how come there are some people who smoke but can anytime control their mind and convince themselves not to smoke? It is given that each person is subject to either internal and/or environmental stressor. Although stressor is always present in our daily life, each individual has their own strategy on how they choose to manage stress. In the book entitled â€Å"Psychology Applied to Modern Life: Adjustment in the 21st Century†, it was mentioned that mediation as a form of therapy is effective in terms of converting negative emotions such as the feeling of stress into a positive one (Weiten, Lloyd, Dunn, & Hammer, 2009, p. 130). This explanation mentioned in the book clearly suggests that it is how a person thinks that makes something either good or bad. Perhaps, some of

The real success factors on projects

The real success factors on projects INTRODUCTION   Ã‚  Ã‚  Ã‚  Ã‚  In this paper, I will discuss Terry Cooke-Davies article on ‘The â€Å"real† success factors on projects'(Cooke-Davies,2002). In his article, Cooke-Davies identifies 12 factors critical in ensuring the successful projects. Cooke-Davies starts by differentiating between successful projects, successful project management, and consistently successful projects. In addition, he argued on the existence of a relationship between project management and operations management and then proposed how successful projects aligns with corporate success. Furthermore, he concludes by asserting the role people have to play in successfully delivering projects. After summarizing Cooke-Davies article, I will agree with the results of his research in identifying the 12 factors critical for project success and on the linkage between project management and operations management; but I will disagree with the research methodology especially with respect to the small sample size , and the extrapolation of this data to apply to worldwide projects. I will also argue that the writer did not expatiate on the critical role people in delivering projects. I will conclude by reappraising the role of this article in bridging our current gap in knowledge on factors relevant for project success. MAIN REVIEW   Ã‚  Ã‚  Ã‚  Ã‚  According to Terry Cooke-Davies in Sections 1 and 2 of this article, the reasons for project failure can be adduced to be the inadequate knowledge on the critical factors that lead to successful projects. Cooke-Davies argument is that prior to this research, the information available on the factors that lead to project success answered one question only which is â€Å"what factors determine a successful project?†. He asserted that in order to manage projects successfully, we need to answer three questions i.e. â€Å"what factors are critical to project management success?†, â€Å"what factors are critical to individual project success?†, â€Å"what factors lead to consistently successful projects?†. I will argue a similar view to that of Terry-Cooke here. It has been acknowledged that for projects to succeed, certain specific critical factors must be met. Researchers have acknowledged the critical role of specific factors to a projects success or failure and they also proposed that the reasons projects fail is as a result of an inability to thoroughly identify those specific factors critical to project success. The question then is What is a successful project?, What factors define a successful project?; I would suggest that the definition of a successful project will vary due to the fact that the different project stakeholders have individual interpretations of what makes project success. Along the lines of Cooke-Davies, I am arguing for a structured approach to identifying factors relevant to project success by grouping this factors into categories based on those critical for project management success, individual successful projects and consistently successful projects.   Ã‚  Ã‚  Ã‚  Ã‚  Section 3 focuses on the factors critical for project management success and the research methodology used in deriving the identified factors. Cooke-Davies starts by analyzing the cost and schedule performance data of 136 projects executed in Europe in the mid to late 1990s by 23 companies. From Cooke-Davies point of view, there is a correlation between the projects that where not completed on schedule and their budget overrun. The upshot of Cooke-Davies argument is that there are eight specific factors that contribute to the ability/ inability of a project to meet schedule and budget targets. He suggested that of these eight factors, six factors pertain specifically to improvement in schedule performance while two factors pertain specifically to improvement in budget performance. Cooke-Davies data leads him to the conclusion in this section that the overall strength of implementation of these identified eight factors on a project leads to an overall improvement i n the cost and schedule fundamentals of the project. I agree with Cooke-Davies in so far as the data analysis and results are concerned. The expert use of statistical tools e.g. Confidence Interval(CI), and a P value of 0.0005 helps to highlight the overwhelming statistical significance between budget and schedule fundamentals. The important and valid point Cooke-Davies suggests in this section is the relationship between budget overrun and schedule delay for a project. My disagreement with Cooke-Davies pertains to the extrapolation of this data to projects worldwide. Cooke-Davies depends on the assumption that the data derived from the sample size of 136 projects executed mainly in Europe can be extended to apply to projects worldwide. He fails to acknowledge the key role environmental factors in certain regions of the world e.g. Africa play in determining project management success. I also wish to highlight the non-inclusion of any projects been managed in Africa as a part of the resource pool of this research. This vital omission raises a pertinent question which is; Can we really extrapolate the findings of this research to apply worldwide when we have ignored data from a one continent?; the argument I am proposing for this section is that this data only pertains to projects been managed in the regions of the world where the data is derived from and cannot be extended to include those regions that are not a part of the resource pool.   Ã‚  Ã‚  Ã‚  Ã‚  Cooke-Davies starts section 4 by asserting the existence of a gap between the traditional goals of project success(cost, quality, time) and the non-traditional goals such as the relevance of the project deliverable to the stakeholders. In a bid to bridge this identified gap, he argues for the use of a technique such as benefits management to help the stakeholders derive the full value from the project deliverable. Furthermore, he clarifies the distinction between the role of the project management team in delivering the project deliverable and the role of the functional management team in using the project deliverable to bring the stakeholder expectations to reality; he then proposes that the latter step is much more difficult than the former. He concludes this section by arguing that a good working relationship between the project management team and the functional management team is a critical factor in ensuring project success. The argument I wish to put forwar d here is completely in agreement with Cooke-Davies on the key concept of benefits delivery. In the past, project managers have focussed solely on delivering projects on time, budget, and at the right quality without an equal emphasis on how the project deliverable will meet the expectations of the stakeholders. In this light, I share the view of Cooke-Davies which is that a project cannot be successful unless the expectations of the stakeholders are met. Hence it is essential for the benefits management methodology to be used in translating the project deliverables to stakeholder reality.   Ã‚  Ã‚  Ã‚  Ã‚  In section 5, Cooke-Davies proposes how to achieve consistently successful projects. He argues on how consistently successful projects aligns with corporate success and he proposes three factors that are critical in ensuring consistently successful projects in an organization. Cooke-Daviess main argument in this section is the existence of a viscous cycle between projects that are consistently successful and improved corporate performance; his conclusion seems to be that organizations that deploy project management processes as part of their corporate culture tend to have a much more improved corporate performance. Along the lines of Cooke-Davies, I am arguing that the use of management techniques such as management by projects(MBP) in which all organizational goals are defined as projects greatly helps in ensuring consistently successful projects, and if these projects are managed in a coordinated way in line with organizational goals, it will invariably lead to improved organizational performance. My point of view is that the inculcation of a projectized organizational structure helps in the achievement of consistently successful projects. The corporate strategy of a projectized organizational structure is a focus towards ensuring that all organizational goals are managed like projects.   Ã‚  Ã‚  Ã‚  Ã‚  In section six, Cooke-Davies uses different project industries to argue on the existence of a relationship between successful projects and corporate success. He argues on how a successful/unsuccessful project can impact directly or indirectly on a corporate bottom-line. He concludes by proposing that the sustainability of a corporate organization depends largely on its bottom-line. Following from Cooke-Davies valid point, I am proposing a synergy between project management and value management in order to ensure long-term corporate success. This view has long been corroborated by researchers on the translation of project success to corporate success. The bottom-line is that effectively defining what the contribution of a project is to an organization is critical in the translation of the project deliverable to organizational benefits. This whole cycle of project and value management is iterative throughout the lifecycle of the project.   Ã‚  Ã‚  Ã‚  Ã‚  Section 7 of Cooke-Daviess work focuses on the people aspect of project management. He acknowledges the role people have to play in project success, and then he argues that the human factors of project management cannot be singled out as a single factor of its own but is embedded in each of the identified twelve success factors. Furthermore, he concludes that the goals of the research is on how project teams achieve results and not on what motivates the project team to achieve results. Inasmuch as I agree with Cooke-Davies valid point on the critical role of the people in successful projects, it is indeed a â€Å"strange omission† that he left out the human aspects of projects till the end of his article. I would like to espouse the fact that in order to achieve project success, specific human resources strategies need to be in place. Cooke-Davies view is based on the assumption that the people are somehow integrated into the process of attaining project su ccess; but he did not explicitly define the critical role people play in attainment of project success. In contrast to Cooke-Davies view, I wish to propose that the human factor in project success is so important that it has to be singled out as an independent factor of its own. I argue that it cannot be embedded into the twelve identified success factors because of a tendency for it to be overlooked by an independent reviewer. The relegation of the human aspects of projects to the last section of this article seems to reveal a bias of the writer for the process aspects of project success with little emphasis on the critical role of people in ensuring the success of the process. CONCLUSION   Ã‚  Ã‚  Ã‚  Ã‚  Cooke-Davies article helps greatly in shedding more light on the factors relevant for project success by highlighting three perspectives of what makes a successful project. He identified eight factors relevant for project management success, one factor relevant for project success, and three factors relevant to achieving consistently successful projects. Furthermore, he argued on the relationship between project success and corporate success; and then he shows how successful projects directly or indirectly impact on different project industries. He then concluded by proposing that the role people play in projects is embedded into each of the identified twelve factors. Inasmuch as I share Cooke-Davies view on the factors relevant to project success as well as the relationship between projects and corporate bottom-line; I wish to differ on the extrapolation of this research findings to regions of the world that are not represented in the research pool of data. I wis h to also highlight the fact that even when viewed from the perspective of the regions where the research samples where derived from, the sample size is so small for it to be fully indicative of the factors that could affect project success in those regions. I would also like to argue that people are so critical in projects that the human factor of project success should occur as an independent factor. Inasmuch as the article represents an excellent effort by Cooke-Davies to fill possible gaps in our understanding of what makes a successful project; more work still needs to be done using a larger sample size which should be a true representative of all the regions of the world. ASSIGNMENT APPENDIX CRITICAL SUCCESS FACTORS FOR PROJECTS ANNOTATED BIBLIOGRAPHIES Cooke-Davies, T(2002) ‘The â€Å"real† success factors on projects. International journal of project management, Vol.20, pp.185-190. In this article, the author drawing extensively from his PhD dissertation and statistical data obtained from a survey of 136 European projects argued that there are 12 factors essential for project success. The author starts by asserting that the reason why this factors have not been properly identified before now is because of the inability to accurately define what project success means; furthermore, the author proposed a three pronged definition of project success. In subsequent sections, the author highlights the specific factors responsible for the success of each of the three different perspectives of project success. The author concludes by acknowledging ‘albeit belatedly that the people aspects of project success is embedded within each of the aforementioned factors. This work is a commendable attempt to compartmentalize the factors responsible for project success into three different perspectives. My point of difference from this work is in terms of the small sample fr om which the authors data is derived from. In addition, I argue that leaving the people aspects of project success to the last section may seem to reveal a bias by the author for process-focused project management rather than people-focused project management. Dvir, D. Lipovetsky, S. Shenhar, A. Tishler, A.(1998) ‘In search of project classification: a non-universal approach to project success factors. Research policy, Vol.27, pp.915-935. In this article, the authors draw their data from Israeli defence projects completed in the 1980s to propose an objective classification of project types and also the specific factors that may affect the success of projects. The authors proposed the use of the multivariate analytical technique to compare the impact of specific variables derived from a particular data set on other variables in other to arrive at the possible effects of identified potential factors on the success of projects. The authors argument is that the use of the multivariate technique produced results that shows how a wide range of factors affect project success. Furthermore, the authors argued that there is no universality in the factors that affect project success hence project managers must define the factors that relate to their particular projects. The authors assert in their conclusion that the use of the multivariate analytical technique allows for the results of this research to be extrapolated to other projects. My argument is that the authors in their conclusion seem to contradict themselves because they initially argued that success factors are project specific but then conclude by proposing the usefulness of their work for all projects. Inasmuch as I agree with the objectiveness of the multivariate technique used here, I wish to disagree with the assumption of the authors in extrapolating their findings to other projects. Soja, P(2006) ‘Success factors in ERP systems implementations: Lessons from practise. Journal of Enterprise information management, Vol.19, Nos.4, pp.418-433 In this article, the author drawing extensively from data derived from respondents involved in ERP systems and his own experience in the business world argues that there are certain factors that determine the success of ERP systems. The authors methodology involved the initial identification of potential factors that could affect the outcome of ERP projects. Furthermore, the aforementioned factors where then subjected to a survey among practitioners of ERP systems to determine the relative importance of each factor and the role of each factor in determining project outcome. The results was then statistically analyzed to determine the most important factors that could determine the success of ERP projects. The authors conclusion seems to be that the importance of the identified success factors vary depending on the type of project and its duration. Sojas argument has merit and the conclusion sheds more light on the ‘foggy area of the factors that could lead to successful project outcomes. My argument against Soja is with respect to the subjective technique deployed to identify the initial potential factors. I propose that a much more objective potential factors can be arrived at from a survey of the respondents themselves rather than relying purely on the literature review. Furthermore, based on the small sample size used for this research, it will be hasty for us to extrapolate the conclusion arrived at to all ERP projects. Segalla, M(1998) ‘Factors for the success or failure of international teams: The special case of international research projects. Journal of Managerial psychology, Vol.13, Nos.3/4, pp.133-136. The author of this article proposes that inability to identify specific project requirements determines the success or failure of international research projects. In addition, the author argues that the presence or absence of certain success factors play a role in defining how successful an international research project will be. The author identifies three requirements and four factors that need to be met before an international research project can be deemed to be successful. In his conclusion, the author asserts the vital role teams play in achieving project success with an emphasis on international research projects and recommends that the success bottom line for researchers is to â€Å"Go find a team†. Along the lines of Segalla, I am also suggesting that just like any other project, certain factors need to be in place to ensure the success of international research projects. Furthermore, identification and definition of the requirements of a project plays a key role in p roject success. I also agree with the authors assertion on the vital role teams play in achieving international research project success as compared to individual work by researchers. Trent, J.R(2003) ‘Planning to use work teams effectively. Team performance management: An international journal. Vol.9, Nos.3/4, pp.50-58. In this article, the author, an associate professor of management, evaluates data derived from literature review, practical evidence derived from sampling, and his own personal experience, to argue that certain factors are essential for ensuring the success of teams. The author compartmentalizes the different stages of the team planning process and identifies various factors that are essential for the success of each stage. In his conclusion, the author seems to acknowledge that there is no factor that can be said to guarantee the success of a team; he proposes that the presence of these identified factors will only help in promoting the ability of a team to achieve success. This article reflects another attempt by an academic to identify the factors that could lead to successful teams and invariably successful projects. The pursuit of these success factors has been likened to that of the ‘Holy Grail, and this work represents an addition to the plethora of research done on â₠¬Ëœwhat makes project teams work?. My main point of disagreement with this work rests on the conclusion of the author in which he seems to contradict himself by acknowledging that these factors do not guarantee successful teams. The question then is, what is the relevance of this work if its application does not guarantee successful teams? That answer to that question is ultimately left for the readers to decide.

America Needs More Immigrants :: Argumentative Persuasive Argument Essays

After political security, there is nothing that the Republic needs so much as bone and sinew, for the development of its vast resources . . . we want flesh and blood, men, women, and children, to assist in fulfilling that intention. —Editorial from the Commercial and Financial Chronicle, published in August 12, 1865—as the re-United States reels back from the divisiveness of the Civil War (Abbott 156) When my ancestors came to the U.S. in the 1800s to help build the transcontinental railroad (enabling intracontinental commerce on an unprecedented scale), it was very true that immigrants contributed to America’s economic prosperity. Does this remain true today? Today is a very different time than the aftermath of the Civil War. Or is it? Now, the U.S. is also reeling back from wars, albeit of very different sorts: the Cold War and the latest series of riots in the cities. The U.S. is turning inwards, wanting to rebuild its infrastructure and inner cities. Pre-eminence in various scientific areas and the education of its citizens, who are, by world standards, lagging educationally, are again prime national goals—much as they were following the Civil War. Skills and labor are needed. Although not as powerfully delineated as in a North-South segregation, the American population is still bitterly divided over many issues—one of which is immigration. Would immigration aggravate our problems, especially unemployment and social tension, or benefit us, as it did previous to and following the Civil War? Throughout the 1800s, conservative politicians were adamant that immigration would compromise political security; and native Californian miners, laborers, and farmers feared that the Chinese would drain America’s resources and take away jobs. The tragic results of such fears were the trial of Sacco and Vanzetti, ending in the execution of two innocent Italian immigrants accused of espionage, and the massacres of Chinese miners in the western states. These early detractors of immigration were proven wrong as America grew from a second-rate nation to the most powerful economy in the world. Today, as reflected in the headlines, calls for immigration restriction have renewed the national debate: Should current levels of immigration continue in the U.S.? â€Å"How many can America absorb?† is a constant refrain, reflected in poll after poll.

A Rainy Day

It was raining. I and mother were coming back from our forest campsite as the plan was all washed away in the rain water. It was around 10 at night. We both were all alone. The rain got heavier, the wipers of the car faster. The streets were empty. Our car fleeted through the logged water and the wheels splashed the water all around the bushes nearby. Everything was quiet. I tried to turn the radio on but the signal was not caught in the dense forest. Mom checked the mobile. Not only the battery was low but there was no coverage. Dad was out of station. He was not at home from a month or more. Mom drove really fast. She was worried about old granny at home. Suddenly the phone rang. It was an unknown number. I picked up the phone. â€Å"Hello. Hello! Are you there? † The phone was cut. We didn’t wonder who was there. We thought that the phone must be cut because of low coverage. It was ignored. We headed on. After a mile or two, amidst the foggy ambiance we saw a diminished structure. It was not clear. I thought it was just a foggy illustration. As the car got a bit near, it seemed to be an injured man. As fast as a jaguar, the car had lost its control. Mom couldn’t apply brakes. It looked as if an accident is going to take place. The car stopped making a dreadful noise. We looked back there was no one. Mom got off the car. Looked around. What was it? Was it a zombie? Or really a man? We were truly scared. My heart was beating like anything. We reached home-safe and sound. What happened that night nobody knows. We didn’t share this incident with anyone. It was forgotten and considered only a rainy day.