Organizational Performance Essay

Abstract The measurement of organizational performance has undergone changes in relation to its measurement focus. From a uniquely financial perspective, it began to consider other nonfinancial perspectives, as well as to include a cause and effect relation between the operational dimension and the strategic dimension of organizations. Based on this current view, Performance Prism presents itself as a performance measurement system alternative to be used by organizations, with its main focus being the stakeholders in its field of operation. The objective of this study is to present a conceptual approach to the measurement of organizational performance by means of a review of literature, introducing the Performance Prism as the system for this measurement. Besides introducing the entire conceptual structure, based on the authors who proposed the model, Andy Neely and Chris Adams, this paper introduces a theoretical review regarding the concepts of performance measurement, differentiating the n ew tendencies of new approaches and showing the relation between performance measurement systems and the management of organizational performance. The Performance Prism model presents itself as a new performance measurement system alternative within the current need that goes beyond the financial approach. In relation to the Balanced Scorecard, a broadly used model nowadays, Performance Prism stands out for having a broader aspect with regard to the stakeholders considered, which are the model’s core focus. However, literature shows that the Performance Prism does not stand out yet as a broadly used model in the world. We conclude that this model can contribute towards organizations that seek changes in how they manage performances, mainly due to the fact that most often the stakeholders that belong to the environment in which they are inserted are who  generate the sustainability of these organizations, and therefore it is reasonable that they should be the focus of this organizational performance. Keywords: performance measurement; performance prism; stakeholders. 1. Introduction The measurement of organizational performance has undergone changes in relation to its measurement focus. From a uniquely financial perspective, it began to consider other nonfinancial perspectives, as well as to include a cause and effect relation between the operational dimension and the strategic dimension of organizations. Based on this current view, Performance Prism presents itself as a performance measurement system alternative to be used by organizations, with its main focus being the stakeholders in its field of operation. The objective of this study is to present a conceptual approach to the measurement of organizational performance by means of a review of literature, introducing the Performance Prism as the system for this measurement. 2. Measuring performance in the new context For a long time, performance measurement was focused only on financial  indicators, failing to address other perspectives influencing an organization’s global performance. Eccles (1998) understands that not considering financial indicators as the basis for performance measurement and treating them solely as a single aspect in a broader array of indicators is a requirement for this current competitive environment. Bogan and English (1997) present a differentiation among performance indicators in past and current contexts. Figure 1 shows the indicator set known as â€Å"old performance indicators†, focused on finance. Source: Bogan and English, 1997, p. 60 Figure 1 – Old performance indicators Figure 2 shows the approach with quality seen together with the financial aspects. Currently, other non-financial dimensions are included, as well as stakeholders such as clients and employees. In this context, changes shown in Figures 1 and 2 reflect the transformation of this performance measurement approach using only financial indicators into a set of financial and non-financial indicators. According to Cavenaghi (2001), for years financial performance measurement was seen as the only way, the correct and legitimate way of assessing effectiveness and efficiency in an organization. Drucker (1998) stresses that, regarding performance, it is important to consider the strategic approach that goes over an organization’s internal boundaries, overcoming the vision contemplating cost centers and approaching issues like proprietary and third-party technologies, changes in economy, markets, clients and future targets and financial markets. Source: Bogan and English, 1997, p. 60 Figure 2 – New performance indicators Dornier et al. (2000) see performance indicators as a guide for making investments, defining goals and also benchmarking vs. the actual status, in addition to a facilitating instrument for predicting and reducing uncertainties, identifying high priority actions, helping in engaging and managing staff and being a dynamic tool reflecting the organization’s  behavior. For Simons and Dà ¡vila (2000, p. 73), â€Å"classic financial indicators for measuring performance, i.e. return on net assets, return on assets and return on sales, are useful, but are not specifically destined to reflect the company’s quality of work when implementing strategies†. According to Corrà ªa and Caon (2002), traditional corporate performance measurement systems, in addition to focusing almost exclusively on financial indicators, did not support adequate decision making by the executives, since they did not adequately reflect the level in which the organization is being able or unable to reach meet strategic goals. According to Miranda and Silva (2002), any action to be implemented in a company needs follow-up to know to what extent it is progressing regarding defined goals and which corrective actions should be adopted if required. According to these authors, companies need to valorize performance measurement for the following factors: – Controlling the company’s operating activities; – Feeding employees’ incentive systems; and – Controlling planning. Thus, performance measurement needs to be a part of the control process, involving strategic, tactic and operating levels, continuously assessing planning and actions implemented under different perspectives, such as clients, processes, collaborators, shareholders and other that can interfere with an organization’s global performance, not solely contemplating the financial perspective. 3. Performance Management and Performance Measurement System To Neely et al. (1995), a performance measurement system must contain individual indicators, but inter-related regarding a specific environment, as shown in Figure 3. According to these authors, when designing a performance measurement system the following aspects must be considered: – What performance indicators are to be used? – What are they used for? – How much will they cost? – What benefits will they bring? Source: Neely et al, 1995, p. 81 Figure 3– A structure for the performance measurement system design According to Lebas (1995), measuring performance and managing performance are not separated. He states that there is an interactive process between those two aspects. Performance management is an organizational philosophy supported by performance measurement. According to the author, approach types are different, but in the first case, it is worried with related issues, such as training, incentives, compensation, management style and communication. In the second case, it is aimed at measuring potential, inputs, outputs and deviations. Bititci, Carrie and Mcdevitt (1997) understand the performance measurement system as the information system that represents the core of the performance management process. Figure 4, presents the performance management system according to the authors and the position of the performance measurement system. Source: Bititci, Carrie and Mcdevitt (1997) Figure 4 – The performance management process and the position of the performance measurement system. For these authors, performance management is the process in which a company manages its performance aligned with corporate and functional strategies. The goal of this process is to promote a continuous, proactive control system where functional and corporate strategies are outspread to all business process, activities, tasks, and people and feedback is obtained through a performance measurement system, allowing for an adequate decision making management. According to Martins (1998), the performance management process must be the way in which a company manages performance, aligned with corporate and functional strategies and goals derived from these strategies. According to this author, strong market competitiveness characterizes corporate environment, requiring products with quick technologic innovation  and short life cycles, forcing the performance management to be aligned to these concepts, as presented below:- Acknowledgement of manufacturing  (operations) as the missing link in company strategies and a subsequent source of competitive advantage; – Appearance of Total Quality management as a management philosophy – continuous improvement for products and processes; – Leaving the mechanistic view of the world for a systemic view; – Company aimed at the satisfaction of its stakeholders; – Multiple competitive criterions: quality, cost, reliability, time, flexibility, innovation and service; – Importance of integrating the company’s supply chain, both external and internal; and – Valuing teamwork and proactive decision making, anticipating potential future problems. Regarding the performance measurement system, Martins (1998) sees it in the core of the performance management process, integrating all relevant system information, such as strategy development and review, managerial accounting, management by objectives, nonfinancial performance indicators, bonus incentive structure and individual performance evaluations. For this author, new performance measurement systems must possess the following characteristics: – Be aligned with competitive strategy; – Contemplate financial and non-financial indicators; – Drive and support continuous improvement; – Identify trends and advancements; – Be clear in cause-effect relationships; – Be easily understood by employees; - Encompass the entire supply chain process; – Real -time information and be dynamic; and – Evaluate the group, not the individual, in addition to influencing the attitude of collaborators. For Corrà ªa and Corrà ªa (2005), performance measurement systems are part of the control and planning cycle, crucial for operations management, provided that performance indicators provide the means for collecting performance data that, after evaluated according to certain standards, support the decision making process. According to these authors, establishing an adequate performance evaluation system is crucial for influencing desired behaviors in people and in operations systems so that certain strategic intentions are more likely to become actions aligned to the desired strategy. Thus, performance measurement systems provide, through a set of information, support for the performance management process, which has a broader approach. When designing  a performance measurement system, one must understand the adoption of me measurements, in terms of acquisition costs, justification and utilization and these must be inter-related, being part of the organization’s planning and control cycle. 4. Performance Prism as a Performance Measurement System Evaluating organizational relationships with its main stakeholders and their links to strategies, processes and competencies can be a way to leverage and improve corporate performance. For Frost (2000), depending on business nature, stakeholders can be external, internal clients, regulation authorities, shareholders and others. This author understands one should consider all stakeholders involved with the organization, to the extent of if one is forgotten in  the management and evaluation system, consequences can be dramatic for the business. â€Å"Our business is to create value for our stakeholders; our first job is to know who those stakeholders are and what they value in our performance† (FROST, 2000, p.31). The Performance Prism was created by Nelly and Adams (2000). These authors proposed the model from the premise that several approaches or methodologies for measuring performance have their own context; nonetheless, they all seek to measure performance. In this conte xt, these authors propose the Performance Prism, stating that it is a broader models, since it considers the five surfaces of a prism. According to Adams and Neely (2003), in the structure of the Performance Prism, stakeholder satisfaction, as well as its contributions act at the core of the search for success in an organization. For the authors, even though process perspectives, strategies and competencies are involved and serving as supporting perspectives to reach stakeholder satisfaction or receive their contribution, as shown in Figure 5, stakeholders are the focal point of Performance Prism. According to Neely, Adams, and Crowe (2001), the model has been applied in a real number of situations. It has also been used in mergers and acquisitions, aimed at improving these processes. Adams and  Neely (2006) understand that the Balanced Scorecard, proposed by Kaplan and Norton (1992), takes only three stakeholders into account: investors, clients and employees. The Performance Prism also considers employees, vendors, intermediaries, regulation authorities and the community. The model considers stakeholder satisfac tion and contribution in a unique way. Source: Adams and Neely (2003) Figure 5 – Performance Prism in action Since this model is derived from the process strategy, thus acknowledging the required competencies, the Performance Prism promotes a more comprehensive approach and stimulates views at a magnified angle, in other business dimensions, where possibly performance is missing in the measurement structure. The result is much more realistic for business leadership (ADAMS; NELLY, 2006). Each of the fine surfaces of the Performance Prism represents a key area crucial to success. The weight of each surface will depend on established strategic goals, such as cost reduction, brand increase, research synergies and others. Figure 6 presents the five surfaces of the Performance Prism model and its approaches. Each surface of the Prism must represent an approach perspective – processes, strategies, competencies, contribution and stakeholder satisfaction – in performance measurement. Source: Adams and Neely (2006, p.2) Figure 6– The five surfaces of the Performance Prism model For Adams and Neely (2006), the following are fundamental questions that must be considered when approaching the Performance Prism: a) Who are our key stakeholders and what do they want and need? b) What strategies are we using to meet their needs and desires? c) What processes are needed to put them into practice and reach these strategies? d) What competencies are required to operate and augment these processes? e) What do we want and need from the stakeholders to maintain and develop these competencies? This way, the Performance Prism model, in addition to considering perspectives of processes, strategies and competencies, also considers stakeholders contribution and satisfaction. It focuses on stakeholders involved in the environment of an organization through five perspectives, considering stakeholders satisfaction, stakeholders contribution ad deriving objectives from this process strategy and evaluating inherent competencies to support them. 5. Final Considerations Through the approach mentioned here, developed using a bibliographic research on the theme, it is possible to see that the Performance Prism model is a new alternative as a performance measurement system within the current perspective, going beyond the financial approach. Compared to the Balanced Scorecard, a model widely used currently, the Performance Prism is different because it possesses a broader aspect regarding the considered stakeholders, who are also the core of the model. This model also has a cause-effect relationship structure that follows an orientation from stakeholders demand, over which the strategy is designed, driving processes and competencies for an organization that wants the satisfaction of these stakeholders. Because it is a more recent model, compared to others, consecrated by their application in organizations, the Performance Prism still does not represent a widely used model  worldwide. Nonetheless, it can contribute to organizations seeking changes in the way they manage performance, especially because most of the times, their stakeholders generate the sustainability of these organizations, thus  being only reasonable that are central to the organizational performance. As a recommendation for future studies, it is required to study the application of the Performance Prism in depth, allowing for a review of its adaptability and effectiveness in a larger set of organizations, since there are currently a few cases regarding the application of this model for measuring performance in literature. References ADAMS, Chris.; NEELY, Andy. Using the Performance Prism to Boost the Success of Mergers & Acquisitions, Accenture, New York. In: . (out. 2006). ADAMS, Chris.; NEELY, Andy. The New Spectrum: How the Performance Prism Framework Helps, Business Performance Management, Norwalk, nov. 2003. In: . (jul.2007). BITITCI, Umit S.; CARRIE, Allan S.; MCDEVITT, Liam. Techniques integrated performance measurement systems: an audit and development guide. The TQM Magazine. v.9, n.1, p. 46-53, 1997. BOGAN, Christopher E.; ENGLISH, Michael J. Benchmarking: Aplicaà §Ãƒ µes prà ¡ticas e Melhoria Contà ­nua. Sà £o Paulo: Makron Books, 1997. CAVENAGHI, Vagner. Gestà £o do desempenho empresarial: A contribuià §Ãƒ £o da à ¡rea de manufatura. 2001. Tese (Doutorado em Engenharia de Produà §Ãƒ £o) – Programa de Pà ³sGraduaà §Ãƒ £o em Engenharia de Produà §Ãƒ £o, USP, Sà £o Paulo. CHIAVENATO, Idalberto; CERQUEIRA NETO, Edgar P. Administraà §Ãƒ £o Estratà ©gica: em busca do desempenho superior, uma abordagem alà ©m do Balanced Scorecard. Sà £o Paulo: Saraiva, 2003. CORRÊA, Henrique L.; CAON, Mauro. Gestà £o de Servià §os, Sà £o Paulo: Atlas, 2002. CORRÊA, Henrique L.; CORRÊA, Carlos A. Administraà §Ãƒ £o de Produà §Ãƒ £o e Operaà §Ãƒ µes: Manufatura e Servià §os: uma abordagem estratà ©gica. Sà £o Paulo: Atlas, 2005. DORNIER, Philippe-Pierre; ERNST, Ricardo; FENDER, Michel; KOUVELIS, Panos. Logà ­stica e Operaà §Ãƒ µes Globais: Textos e Casos. Sà £o Paulo: Atlas, 2000. DRUCKER, Peter F. The Information Executives Truly Need. In: Measuring Corporate Performance. Boston: Harvard Business Review, 1998. p. 1-24 ECCLES, Robert G. The Performance Measurement Manifesto. In: Measuring Corporate Performance. Boston: Harvard Business Review, 1998. p. 25-45. FROST, Bob. Measuring Performance, Dallas: Measurement International, 2000. KAPLAN, Robert S.; NORTON, David P. The Balanced Scorecard: measures that drive performance. Harvard Business Review. p. 71-79, january-february 1992. LEBAS, Michel J. Performance measurement and performance management. International Journal of Production Economics. v. 41, p. 23-35, 1995. MARTINS, Roberto A. Sistemas de Medià §Ãƒ £o de Desempenho: Um modelo para Estruturaà §Ãƒ £o do Uso. 1998. Tese (Doutorado em Engenharia de Produà §Ãƒ £o) – Programa de Pà ³sGraduaà §Ãƒ £o em Engenharia de Produà §Ãƒ £o, USP, S à £o Paulo. MENDES, Dilermando P. O Balanced Scorecard como instrumento de avaliaà §Ãƒ £o do nà ­vel de desempenho logà ­stico em uma empresa de prestaà §Ãƒ £o de servià §os. 2002. Dissertaà §Ãƒ £o (Mestrado em Engenharia de Produà §Ãƒ £o) – Programa de Pà ³s-Graduaà §Ãƒ £o em Engenharia de Produà §Ãƒ £o, UFSC, Florianà ³polis. MIRANDA, Luis C.; GOMES DA SILVA, Josà © D. Medià §Ãƒ £o do Desempenho. In: SCHMIDT, Paulo (Org.) Controladoria: Agregando valor para a Empresa. Porto Alegre: Bookman, 2002. p. 131-153. NEELY, Andy; GREGORY, Mike; PLATTS, Ken. Performance measurement system design. International Journal of Operations Management. Cambridge, v.14, n.4, p. 81-114, 1995. NEELY, Andy; ADAMS, Chris. Perspectives on Performance: the performance prism. In: Handbook of Performance Measurement. London: Bouine, 2000. NEELY, Andy; ADAMS, Chris; CROWE; Paul. The Performance Prism in Practice. Measuring Business Excellence. v.5, n.2, p. 6-12, 2001. SIMONS, Robert; Dà VILA, Antà ´nio Medindo o Desempenho Empresarial. Rio de Janeiro: Harvard Business Review, Campus, 2000.

Family Therapy Essay

Family Therapy is very important in many families and homes for several reasons. Family therapy helps many families with communication issues and it helps to resolve major family conflicts. Family therapy also assists family members become able to relate to one another in a positive way. Family therapy also helps families going through traumatic events such deaths, divorces, and major illnesses. Family therapy can involve certain members of the family or the entire immediate family. Family therapy services are offered in several different settings. Introduction into Family Therapy After studying psychology for a semester, I’ve learned that there are many different types of psychology that physiologist use to diagnose, evaluate, and understand their patients. Family Therapy is a form of psychotherapy that concentrates on families and couples in close relations, in confidences of bringing positive change and growth. Family therapy has several goals, the most common goal is to help families understand how their family functions work. The second goal is to detect the strengths and weaknesses within the family unit. Another common goal is to improve communication skills within the family system and help everyone communicate and understand each individual’s emotions. Family therapy treats many different types of conditions and disorders that develop within the family. Martial problems are the most common conditions treated within the family unit. The effects of a family illness when a family member becomes sick with a disease. Many teenagers and parents go to family therapy for teenager-parent conflicts and solutions for rebellious teenagers. Family Therapy is also used to help families cope with difficult ordeals. Some of the difficult ordeal and situations families deal with in family therapy are sudden tragic deaths of a family member. Another reason people use family therapy is to help deal with family divorces and the after effects of families separating. Family therapy is also used to help cope with new the addition of family members such as newborn babies, stepfamilies and stepchildren, and difficulties that follow. Family Therapy is used with children very often for several different reasons, It helps families, teachers, and psychologist understand behavioral problems, determine if there are any mental illnesses, and to also help keep children on a healthy mental track. Family therapy sessions are held in many different locations such as in private practice, school counselors and licensed social workers involved in the school setting, as well as in local outreach community centers. Family therapy benefits children who have learning disabilities for several reasons; one reason is that it helps the children have another person for them to communicate and discuss their problems with. Another reason family therapy is good for children with learning disabilities is because it helps the parents and teachers understand what the child is going through academically, behaviorally and socially. Another reason family therapy benefits a child with learning disabilities is because it helps family members understand the environment needed to help the child be successful. Family Therapy helps to benefit children with mental illness for several reasons. Family therapy for children with depression helps because it allows the child to open up their emotions and it helps the family unit have an understanding of the patient’s mental status. Family therapy also helps children with depression think in a more rational manor and helps them with problem solving strategies. Finally, family therapy also helps with anger management as well as social skills training. ‘ Family therapy is used with couples very often, and typically is short term. Family therapy with couples helps to identify and solve major conflicts and improve their relationships. With the help of family therapy, people usually make positive decisions about rebuilding their marriage or about parting ways and divorcing. Family therapy in couples is generally attended to by both spouses and requires both parties participation. Occasionally, a session may be requested by just one spouse for individual counseling. Family therapy with couples is usually because of the many challenges couples face in marriage. The most common issue couples have is infidelity. Many spouses have trust issues and lack confidence in themselves as well as their relationship. Family therapy with couples also deals with issues such  as trust, sexual relation issues, anger issues, and the effects of illnesses. Family therapy with couples also seeks to help spouses deal with the loss of a child and to help with couples whom conceive children. Family therapy also helps couples deal with substance abuse and couples going through domestic violence. Family therapy with couples typically has about 10 sessions and each session is usually an hour. Couples must always be willing to cooperate with the psychologist and be willing to open and express their feelings to the psychologist. Both parties must also be willing to go the extra mile and participate in the activities the psychologist assigns for the couple to do at home. Family and Marriage therapist must go through many years of school, training sessions, and licensing seminars. Family and Marriage therapist have a great responsibility with keeping patients on a healthy mental track. In order to become a Family and Marriage therapist, a candidate must receive a master’s degree in marriage and family therapy before they are allowed to practice. Students attending graduate school will learn about marriage, families, and relationships. A supervised internship is generally part of earning this degree. A candidate one must have a bachelor’s degree, and it does not have to be in a particular area of study. In addition to a degree, a Family and Marriage therapist needs a license to practice marriage and family therapy. A Family and Marriage therapist must complete two years of a clinical experience under a licensed therapist’s supervision and pass a state administered exam. Marriage and family therapist licenses last for a two-year period. A Family and Marriage therapist must earn continuing education credits to practice in all states. Family and Marriage therapist have a professional association named American Association for Marriage and Family Therapy. In addition to counseling families therapist must interact with insurance companies about compensation for treatment. A Family and Marriage therapist also refer clients to other therapy venues such as community agencies, support groups and inpatient facilities. A Family and Marriage therapist have flexible schedules and work evenings, weekends, and holidays. A Family and Marriage therapist occasionally make house calls and work in hospitals.

Proposal Technique for Creating Behavior Change Essay

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Ethnography Research Paper Example | Topics and Well Written Essays - 5000 words

Ethnography - Research Paper Example At a personal level I needed the help of trusted informants who were knowledgeable or well located to earnest information. This was of course not going to be achieved easily but over a certain period of time. It’s hard to give a specific time frame within which the whole work is to be done but depended on how fast one can grasp such information. On a normal scale, a year or two would be good. It’s also depends on how complex some societies are owing to cultural influence from the natives under study. While carrying out a fieldwork activity it’s important to document one experience at the end of the study. This is because one is likely to experience cultural shock; it has the ability to enhance ones understanding though. Strange cultural practices such as eating habits, trends and other behavioral patterns witnessed is no longer perceived the same way. My experience has helped me to quickly identify such occurrences thus making precise judgment. In order to achiev e it it requires keen observation as well as the ability to conjure up accurate statistics within the shortest time possible. This has served as an added advantage to me basically because it has encouraged me to learn native cultures as well as language in the shortest time possible. At present ethnographic assembling and research approaches have gone beyond cultural anthropology. They now include studies on composition where students can be asked to conduct short-term observations on groups and write an ethnography using their observations. Students are thus expected to participate, analyze, observe, reflect, rethink, write and describe cultures, their members, and several other own involvements with them. Doing ethnographic data collection involves primary research that includes long-term study of the observed culture as well as immersion. Among the most basic methods of those sort of research include:- †¢ Secondary Data Analysis †¢ Fieldwork with Observation/Participant Observation †¢ Informal and Semi-Structured Interviews’ Secondary data analysis include Secondary sources, or existing data about a culture already analyzed by a researcher, it’s important for generating ideas and questions to explore further in your research. These can include scholarly publications, statistical data, records, etc. Fieldwork is the essential portion of ethnography that comprises primary research. The ethnographer spends an extended period in and among the observed group, learning their routines and customs. Ideally, the role of the researcher is that of both an observer and a participant/observer (McGraw). While in my field I usually listen and watch how members among different cultures interact. This alone can’t however guarantee much; in order to realize the expectation participation is of the essence and could as well help in facilitating cultural exchange among different societies. Experience thus serves as the best teacher in this re gard and can only be earned over time through close interaction. It has in my own opinion helped me in identifying critical aspects on cultural issue while trying to identify why and how they came into being. While trying to put this into account one has to select an area of scope to carry out his study. The starting ought to be clearly introduce the general

Programming Project in Java Assignment Example | Topics and Well Written Essays - 2000 words

Programming Project in Java - Assignment Example Per problem counter semaphore should be initialized to '3'. b. Secondly, a binary semaphore to keep track whether a customer is being served by a Server or not. This will avoid customer thread to gain access of multiple counters at a time. 3. Cash Register - Like Counter location, cash register is also shared by customers. Since, there exist a single cash register and only one customer can access it at given moment. A binary semaphore can be used to control customers waiting to pay from paying together, but would ensure they pay one by one. So, four different semaphores are needed to handle concurrency of Customer and Server as per given problem. Use cases:- Customer Server Class Diagram:- Both, Customer and Server extend Thread class. However, both classes have different sets of responsibilities. Customer 1. Step in to Burrito Brothers shop, if there is space available. 2. After stepping in, wait till customer becomes a customer with smallest order in waiting Area. 3. Once, customer becomes the customer with smallest order aquaire a free counter. 4. Leave counter and join waiting Area. 5. If more burritos are needed keep performing steps 3 & 4. 6. If order is complete wait for cash register to get free. 7. Once cash register is free leave waiting Area and acquire cash register. 8. Pay. 9. Leave cash register. 10. Leave Burrito Brothers. Server 1. Wait for customer to serve. 2. Once customer is at counter, prepare three or less burritos. 3. Handover them and again go to step 1. Additional, two classes are needed in the solution which are not mentioned in class diagram. 1. CustomerGenerator - A class to generate new customers with random orders. 2. World - A class which creates...Since, there exist a single cash register and only one customer can access it at given moment. A binary semaphore can be used to control customers waiting to pay from paying together, but would ensure they pay one by one. Since, customer with smallest order needs to get change to aquireCounter first Waiting Area is implemented as TreeSet which automatically sorts objects, if object implements Comparable interface. Customers just need to check whether they are first in Tree Set to know whether they are eligible to acuire Counter Location, if available. World.log("Admitted one customer " +customer.getCustomerName() + ", additional space for " + customerSemaphore.availablePermits() + " customers available. Waiting area consits of " + customersWaitingForBurrito.toString()); World.log(serverName + " made " + burritosToMake + " burritos for " + customerToServe.getCustomerName() + ", customer still requires " + (customerToServe.getOrderBurritoCount() - customerToServe.getAcceptedBurritos()) + " burritos.");

Fear of Failure Research Paper Example | Topics and Well Written Essays - 250 words

Fear of Failure - Research Paper Example Moreover, this social self also secretly cherishes to be approved, acknowledged and be deemed as a success. Thus, many people are apprehensive of failure because through their unparalleled achievements, they want to quench the craving of their social selves. The correlation between fear of failure and conditional self-esteem: From childhood onwards, we are exposed to the belief that, love, rewards, happiness and recognition can only coexist with success and achievement. Failure on the other hand is juxtaposed with, dismissal, rejection and disapproval. During the adolescence years, this belief is time and again reaffirmed- both in the classroom setting as well as within one’s domestic domain. For instance, children who are considered as high achievers are often showered with more love, attention and encouragement- both by teachers as well as by parents. Consequently, a child’s self-esteem and self-regard becomes rigidly dependent on his achievement in either academic or social endeavours. This conditional self-esteem is carried into adulthood as well and constantly gives negative feed-back to the individual regarding his so-called failures.

Involvement of the Intracellular Signal Integrating Proteins Calcyon Essay

Involvement of the Intracellular Signal Integrating Proteins Calcyon and Spinophilin - Essay Example Results showed that calcyon and spinophilin transcripts were significantly higher in the thalamus of patients with schizophrenia. They concluded that, as discovered in other research, the dopamine system shows as abnormal in schizophrenia cases, but these abnormalities were due to intracellular integration where dopamine signaling with other neurotransmitter systems was dysfunctional, So it is not only the action of dopamine agonists or antagonists which impact, but the cellular activity which contributes to the illness. This scientific piece of writing encompasses so many areas of medical knowledge that it demands several readings to make sense of each point. However, it is fully detailed and demonstrates how the researchers used a stringent methodology, adhered to ethical and confidential practice and met their objective, as evidenced by the findings. It just seemed to take a long time and a great deal of narrative to produce the relevant information. They were honest as to limitations identified, such as age and antipsychotic drug use, the latter of which might have affected results, though this was considered unlikely.