Optimum compromise in current UK intellectual property law Essay

Optimum compromise in current UK intellectual property law - Essay Example Many complex questions are posed about intellectual property rights (IPRs) as the laws develop to take on EU directives. Against this backdrop is the central paradox of intellectual property law needing to control access to IPRs but simultaneously permitting non-owners access to those same rights. It is said achieving an optimum compromise here has always proven controversial. Definition and categories. Intellectual Property is the name given to new ideas or concepts with practical application that the law recognises as having value by providing legal protection.4 IPRs are legal property rights that have an owner who can choose to sell or licence the IP to a third party or prevent their copying or using the idea without the owners' permission.5 IP are generally categorized as - Copyright is an automatic and unregistered right protecting all manner of written works, drawings, artwork, photographs, films, websites, software and music.8 It protects the author's original expression as contained in the work but not the ideas.9 It lasts for the life of the author plus 70 years, giving exclusive rights to the author to prevent others from copying his work.10 The idea is that writers and artists should get some reward not only in their lifetime but for the benefit of their descendents as well.11 The first statute in Britain to refer to the rights of the author was the Statute of Anne in 1709, 12 but there was no real belief in the "rights of the author." 13 The efforts to protect copyright of British authors who publish abroad eventually led to the Berne Convention on Copyright of 1886.14 Later, the Treaty of Rome in 1928 gave more teeth to moral rights of authors in a higher profile of an international treaty. Next came the 1988 Copyright, Designs and Patents Act that made explicit connection between the economic rights and moral rights of the author.15 Obtaining now is the 2003 Copyright and Related Rights Regulations aimed to bring legal protection up to date with the digital environment. 16 Copyright generally covers the economic and moral rights of the author. The right to copy in copyright is alienable, i.e. it can be sold, licensed or given to a second party. However, the rights to alter a work, and to be represented as the

Pressure ulcers disease Case Study Example | Topics and Well Written Essays - 1000 words - 1

Pressure ulcers disease - Case Study Example The Never Event Policy was generally instituted to ensure that hospitals and healthcare facilities give the very best of care to patients so that patients would not have to come out of hospitals and health facilities with new illnesses. It is for this reason that some key hospital-related conditions have been set apart under the Never Event Policy with the aim that these conditions do not happen at the health facilities. Some of these key conditions are â€Å"wrong-site surgeries, transfusion with the wrong blood type, pressure ulcers, falls or trauma, and nosocomial infections† (Torrey, 2011). There, however, remain some key components of the Never Event Policy that hospital administrators must be concerned about. One of these is false claims associated with the report of never event conditions (Morris, 2003). False claims take place in two major ways, and each of these can be curtailed by the hospital administration. The first has to do with cases of the patient transfer whe n the latter hospital is making claims of never event conditions in the patient being transferred to the former hospital. There could also be a case when a patient makes claims of never event conditions. Because never event conditions are not covered under Medicare, any claims of their existence lead to payments to be made by the accused hospital. Administrators can, on the other hand, take steps to ensure that for services for which payment is not available under applicable rules, false claims are not taken.

Hrm in a globalized economy executive summary

Hrm in a globalized economy executive summary The report aims to discuss aspects of Human Resource Management in light of the ever changing business world given the globalization of businesses today. Globalization has seen changes in the way businesses work and are expected to deliver investor value. Companies started competing not just with local competitors but with organizations across continents which forced companies to relook at continuously innovating and providing a unique value to its customers to retain them. Talent Sourcing and Talent Development within an organization have become a science that identify and accept that diverse employee base form the backbone of a business and are responsible for contributing towards achievement of organizations global goals and directly impacting competitiveness and delivering that Investor value. Early in the 1800s during the times of Industrialization, the approach to managing workforce was primitive task drive approach. Historically, Henry Fords assembly lines and Studies of Frederick Taylor such as the time and motion studies thought of improving productivity by putting employees in line with mechanics. They tried to boost productivity by designing the way work is carried out. They focussed purely on productivity since productivity was what gave profits and therefore competitive edge. Workforce was put them in the same league as machines inviting organization conflict and distraction from the goal. As globalized environment changed the rules of the game, Organizations realized that employees and their talents is the single most important supply of sustainable competitive advantage. Employees are the ones that deploy scarce resources optimally. To survive and to succeed, organization need to leverage its human resource capitals talents to develop new products and services and creating value for customers. This marked change in attitude of managements saw the emergence of concept of Global Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality at a global level. Global Human Resource Management hence becomes very important since globalization and international operations bring with them challenges beyond a simple Human Resource Management program at a local level. Global Human Resource Management not only covers International recruitment Appropriate training and development Deployment of these resources But also goes beyond simple HRM in maintaining affable international industrial relations. With international operations, managing the employee base worldwide has its own challenges. P Morgan: There are 2 sets of variables when it comes to HRM in for an International Organization First -employee types Second Political, labour laws, culture, legal environment, economic, and practices prevailing in different countries A successful HRM model for an international organization is the successful interplay between these 2 sets. Clearly there is a need to go beyond basic HRM practices to include: More functions and activities In depth wisdom of employment law of the host country Close involvement with employees personal variables Provide for external influences Exposure to newer hurdles and risks Managing differential pay packages Managing ethnic, gender differences More liasoning activities More travel and coordination Higher management of unknown risk variables beyond the country where the headquarters are based It is imperative that Human Resources Management models are deployed in a global context to ensure success. Main Body The Concept of Globalization: While Global trade itself is not a new concept, Globalization is. Globalization can be defined as a process of trade and investment transcending political boundaries undertaken by an interaction of people, processes, entities and spurred on by advances in political systems, technology, business ethics and affecting culture, environment societies leading to cross border prosperity. International trades have been undertaken historically. Traders have traded goods and services over large distances travelling by land and sea. Eg, The silk route that connected the Western World with Central Asia China during the Middle Ages. As time progressed further, we see that cross-border trade, investment immigration boomed. Eg. Since the middle of the 20th Century to today world trade has exponentially grown by 20 times. Only in the last 5 years of the 20th Century, foreign investment currency flow went to US$ 827 billion from a meagre US$ 468 billion. This has had an impact on fiscal policies of governments that have opened up its economies in a controlled manner, both domestically as well as beyond their borders. Eg. The 1991 Financial Budget given by then Finance Minister of India, Dr. Manmohan Singh was figuratively the door to globalization for India. India hasnt looked back since in terms of its growth and prosperity. India adopted a free-market economic system. This greatly increased its own production potential and created a bouquet of opportunities for its own companies and organizations across the world for international trade and investment. Companies started growing by virtue of the geography of their businesses and operations: HRM in the face of such Globalized businesses: In such a dynamic environment today Human Resource Management in a global paradigm involves the manpower planning of staffing requirements the world over, selection of the right candidates, training development of employees for global operations. Since it is established that human resources form the backbone of any strategy, implementation of any strategy to succeed globally with Human Resource Management at its core can provide a strategic competitive edge. Human Resource function in this environment has to provide a support function to line manager by providing guidelines, searching, training, and evaluating employees. With an effective HRM function deployed, the organization would be able to leverage the knowledge, experiences and the skills of its distinctive employee bases the world over. The Increasing Diversity of the Workforce: As Globalization gains steam and becomes the norm, the employee base of multinationals has become varied and rich with nationals from all over the globe. Human Resources across companies have become homogenized, enriching the organizations with depth of knowledge about variables affective markets both within the countries as well as between them. The most successful organizations are ones which utilize this resource to the maximum. Having an experienced employee from a remote market on the team is a natural consequence towards better understanding new market dynamics and new consumer behaviour. Culture in different countries or the mode of doing business in different countries is also different Deal Focus Relationship Focus Country wise distribution: Formal Culture Informal Culture Country wise distribution: Therefore HRM today for an international organization, has to consider Differences in HR practices in the local organizations Perception of HR as a function. Attitude and actions of headquarters towards HR Resistance to change in a myriad of different situations Cultural differences in teaching and assimilating styles The Changing Nature of the Workplace: A diverse organisation will out-think and out-perform a homogeneous organisation every single time. A. Lafley, CEO Procter Gamble Global competition presents a case for Global co-operation. Today, more than ever before, employees find themselves rubbing shoulders with someone from a different culture, race and society on an everyday basis. HR departments in these multinationals have to recruit, develop and retain people who have vastly different backgrounds. This has resulted in new skills to succeed such as sensitivity and other relational aspects. This is termed as cultural intelligence. Cultural intelligence is defined as the capability to adapt effectively across different national, organizational and professional cultures (Earley, Ang and Tan, 2005). Today employees across industries are given job roles globally, taking them around the world. In this new environment employees from home country as well as the expatriate have to learn how to work with each other given that they not only think and communicate differently but also execute differently. The Human Resource Departments need to develop their cultural intelligence to manage this diversity in their companies. The departments have to allow for newer challenges in the face of international employee deployment such as Managing international assignments Employee and family adjustment Selecting the right person for a foreign assignment Culture, communication and gauge Language and communication Staffing Function in an International Organization: Staffing in an international organization goes beyond simply forecasting requirements and selection of the right candidates to fit a job description. It is also a tool to develop and promote the organizations own value system and culture. In an international scenario the following models could be deployed: An Ethnocentric staffing policy A Polycentric staffing policy or a Geocentric staffing policy ETHNOCENTRIC STAFFING POLICY: In this policy, top management positions filled by parent-country nationals. It is actually the best suited to international organizations. Advantages: If the host nation does not have qualified managers, the vacancies can easily be filled The culture of the HQ is easy to spread. Easy transfer of key skills and operating procedures Disadvantages: May result in bitterness in host country Deterrent to cultural diversity POLYCENTRIC STAFFING POLICY When this policy is deployed Host-country nationals manage subsidiaries and parent company nationals hold key headquarter positions. Multi-domestic organizations can benefit from this Advantages: Help rich cultural diversity Implementation is cost effective Easy transfer of key skills and operating procedures Disadvantages: Limits chances of host country employees getting exposure outside their own nation Possibility of gap in mission, values and work culture between HQ and host country operations GEOCENTRIC STAFFING POLICY This policy seeks best people, regardless of nationality. Transnational organizations and Global entities can benefit from this Advantages: Optimum deployment of optimum resources Employees get exposure to different cultures Creates a centralized value system Disadvantages: Local immigration policies may inhibit 100% deployment Higher costs associated with training and relocation May require complex Compensation structures to succeed. The Expatriate Dichotomy: Further when a citizen of one country works in another country, HRM needs to take care of a myriad of issues without which there is a strong chance of failure and a premature return of the employee to his home country The costs associated with failure are not low and are generally estimated at three times the expats annual salary in addition to the costs associated with relocation The issues that can crop up when expats are deployed: Immediate family may not adjust to a new environment The employee may not adjust Other personal issues Culture shock May not be able to cope up with bigger responsibilities Based on how complex the business is and strength of the HR function, it is important to deploy the ideal staffing policy. Recruitment and Selection: International Labour Market Sources Parent Country Nations (PCNs) PCNs are managers who are citizens of the Country where the MNC is headquartered. The reasons for using PCNs include The desire to provide the companys more promising managers with international experience The need to maintain and facilitate organisational coordination and control The unavailability of managerial talent in the host country The companys view of the foreign operation as short lived The host countrys multi-racial population The belief that a parent country manager is the best person for the job. Host Country Nationals (HCNs) HCNs are local managers hired by MNCS The reasons for using HCNs Familiar with the culture, language Less expensive, know the way things done, rules of local market Hiring them is good public relation Third Country Nationals (TCNs) TCNs are managers who are citizens of countries other than the one in which the MNC is headquartered or the one in which it is assigned to work by the MNC. The reason for using TCNs These people have the necessary expertise They were judged to be the best ones for the job. Selection procedure of Expatriates Use of selection test Technical Ability Cross cultural requirements Following traits are identified s predictors of expatriate success Cultural empathy Adaptability Diplomacy Language ability Positive attitude Emotional stability and maturity Family requirements Multinational requirements Management philosophy or approach The mode of operation involved The duration of assignment The amount of knowledge transfer inherent in the expatriates job in foreign operation Language skills Expatriate Success factors Willing and motivated to go overseas Technically able to do the job Adaptable Good interpersonal skills and be able to form relationship Good communication ability Supportive families Adaptability to cultural change Work experience with cultures other than ones own Previous overseas travel Knowledge of foreign language Ability to integrate with different people, cultures, and type of business organisation The ability to sense developments in the host country and accurately evaluate them The ability to solve problems within different frameworks an from different perspectives Sensitivity to subtle differences of culture, politics, religion and ethics in addition to individual differences Flexibility in managing operations on a continuous basis, despite of lack of assistance and gaps in information Globalized HRM role Two major types of adjustments that an expatriate must make when going on an overseas assignment. Anticipatory adjustment Carried on before he leaves for the assignment It is influenced by following factors predeparture training pervious experience In-country adjustment Takes place on site It is influenced by following factors Ability to maintain a positive outlook in high pressure Jobs as reflected by the role he plays in managing, authority he has to make decisions, newness of work-related challenges and the amount of role conflicts Organisation culture Non work factors toughness with he faces new cultural experience, family adjustment with new country Socialisation factor to know what is what and who is who Expatriate Training and Development Need for Training to Expatriate Cost of expatriate failure is very high To build a team of internationally oriented, committed and competent personnel Minimize personal problems such as politeness, punctuality, tactfulness, orderliness, sensitivity, reliability, tolerance and empathy Improve overall management style Pre-departure Training- Emphasises on cultural awareness and business customs of the country of posting to cope with unexpected events in a new country. Post-departure Training helps in minimising culture shock and depression that usually sets in a new country and culture. Cultural Integrator An individual who is responsible for ensuring that the operations and systems are in accordance with the local culture. He advises guides and recommends action needed to ensure this synchronisation. Even though expatriate are trained before being sent abroad, they are still not totally prepared to deal with the day-to-day cultural challenges because they lack field experience. He is responsible for handling problems between the subsidiary and host cultures. He may be from parent country or host country who has intimate knowledge of the companys culture and can view operations from both sides. He can only advice ore recommend a course of action. Management philosophy and training Ethnocentric companies will provide all training at the HQ. Polycentric companies will rely on local managers to assume responsibilities for seeing that the training function is carried our wherever appropriate. Geocentric companies organise training courses in different parts of the world, where a particular function is best carried out. Regiocentric companies organise training courses in different countries of the region. Cultural Awareness Training There are five types of pre-departure training Area studies that include environmental briefing and cultural orientation Cultural assimilators Language training Sensitivity training and Field experience To decide the rigour and level of training, following factors are important degree of interaction required in the host culture similarities between home and host cultures If interaction is low and similarities are high, then training should be on task and job related issues rather than culture related issues. If interaction is high and similarities are low, then training should be on cross cultural skill development as well as task. Preliminary visits average duration will be about one week A well planned overseas trip for candidate and spouse provides a preview to access their suitability for job, introduction to host country management, accommodation required, and schooling facilities available. Language training Types of cross cultural training Environment briefing about geography, climate, housing and schools Cultural orientation to familiarise with cultural institutions and value system of host country Cultural assimilators to provide intercultural encounters Language training Sensitivity training to develop attitudinal flexibility Field experience to make expatriate familiarise with the challenges of assignment Cultural Assimilators It is a programmed learning technique that is designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs and values of another culture. These assimilators are developed for one culture where the candidate is currently working and the other culture is where he is proposed to be posted. Type of assimilators The trainee read a short episode of cultural encounter and choose an interpretation of has happened and why. Critical incidents: to be identified as a critical incident, a situation must meet at least of the following conditions: An expatriate and a host interact in the situation The situation is puzzling or likely to be misinterpreted by the expatriate The situation can be accurately interpreted if sufficient knowledge about the culture is available The situation is relevant to the expatriates task or mission requirements Compensation Management Factors Influencing Compensation Programmes Compensation decisions are strategic decisions and play a key role It should be consistent with overall strategy, structure and business needs of MNC It must attract and retain the best staff It must facilitate the transfer of international employees in a cost effective manner. It should give due consideration to equity and ease at administration. It requires the knowledge of employment and taxation laws, customs, cost of living index, environment and employment practices, the knowledge of labour markets and industry norms, foreign currency fluctuations. Paying Expatriates: unique problems Discrepancies in pay between PCN, HCN and TCN The need to vary expatriate compensation depending on the life cycle of the expatriates family Compensation issues related to re-entry into the parent country organisation Approaches to Expatriates Compensation Going Rate Approach Base salary remains linked to the salary structure of the host country. Required information is obtained through compensation surveys and published information. This approach is favoured by polycentric organisation Advantage Equality with local nationals and expatriates of different nationals Simple approach Attract the nationals of PCN and TCN if location is a high-pay country Disadvantage Transfer from a developed country to a developing country Fighting for getting favourable posting and resisting low pay country postings Problems when the expatriates repatriated to the home country An export or import or franchising arrangement Company appoints an export manager who reports to chief of marketing and all operations concerning export and imports are controlled by the home office Balance Sheet Approach It links the salary of expatriates and TCNs to home country salary structure. Assumption Foreign assignees should not suffer financially due to transfer Salary package is divided into goods and services, housing, income taxes and reserve. Cultural Impact and Compensation Policy National cultural difference High power-distance the compensation system should reflect hierarchical divisions in the firm. Low power-distance the salary system should be more egalitarian and performance based. Individual cultures rewards should be given on an individual basis. Collectivist cultures they should be team based. Culture with high masculinity compensation policy focus on social benefits, quality of work life and equity. Culture with high uncertainty avoidance structured and consistent pay plans are preferred with no variable plans and discretionary allocation. Culture with low uncertainty avoidance pay should be linked to performance. Performance Management in International Organisations Performance Management and its link with other HR Processes Reward Management Human Resource Planning Training and Development Process Relationship with strategy Multinational Performance Management Whole vs part Non-comparable data Volatility of the international environment Separation by time and distance HQ-subsidiary interdependence Ethical and legal issues Market Maturity Performance Management of expatriates decisions and play a key role Setting clear goals for each unit, each department and each employee Goals must be mutually supportive and balanced for long and short term needs. Setting standard and measurement criteria for evaluating each type of goal Formal monitoring and review of progress towards these objectives Using the outcomes of the review process to reinforce desired employee behaviour through differential rewards and identifying training and development needs. Variables that Influence Performance of Expatriate Compensation Package Nature of Assignment Role Clarity Psychological Contract HQs support Environment of the Host Country Cultural Adjustment Critical Success Factors Recommendations: The Impact of Diversity and the Changing Nature of the Workplace on Human Resource Functions in Work Organizations: Given the era of Globalization, managing diversity at the workplace has become a business issue for the HR Department and no longer simply a moral, social, or legal concern. The challenge is no more creating a diverse employee demographic, but empowering one that already exists due the natural global nature of the business. Despite all the hype around Diversity and the pros of having a multicultural workplace, organizations still tend to reflect: Soft implementation of highly expensive Diversity Management Programs A poor gender ratio when it comes to higher managerial positions Poor integration of disabled people into the employee base. Senior management teams not reflecting ethnic diversity. Some critical success factors to ensuring that diversity is leveraged well by organizations include: A) Clear organization wide understanding of the business case for Diversity. The HR department along with the senior management and the line managers need to be clear about the need to be diverse and embrace new cultures and ethnic backgrounds into their folds. Going beyond corporate trainings and having blurred notions of how multi-cultural employee base would help the organization to gain competitive edge over local competition in remote markets, all levels of the organization need to clearly articulate how a diverse human resource base would help reach the organization goal and hence their own individual goals. Further they understand that a multi-cultural workforce can improve their organizations adaptiveness and change readiness. This would clearly improve the culture within the organization to recruit, develop and retain the best staff. B) Assessment of Current Situation. HR departments that are particularly successful at managing diversity routinely spend time, money and effort in gauging the ever changing composition of the workforce given geographical expansions, attrition and new recruits. They routinely assess not just numbers associated with the above dynamics but also behaviours, and culture associated with these changes. Eg. Eastman Kodak created a specialist external diversity panel to conduct an outsider review of the current situation. The Management of Eastman Kodak assessed recruitment policies to address cultural imbalances and even cultural blocks to retaining and developing a multi-demographic employee base. Without the above HR Departments would only end up paying lip service to managing diversity or spending huge amounts on expensive specialist corporate trainings on managing diversity without actually creating a basic inclusive work culture. Ergo, wasting time and effort on initiatives that are unsustainable in an environment where self assessment itself is not done. C) Managing Diversity is a top-down approach. Successful diversity management initiatives are ones that have high visibility of the senior management team. Eg. Back in mid 90ies, Lou Gerstner identified diversity as a key strategic initiative for IBM globally. He was a strong proponent of leveraging differences to address new markets. He established eight task forces representing various ethnic groups, allocating executive sponsors from his direct reporting team and insisting on specific measurable results within specified timelines personally reviewing progress on the results. Many HR departments have gone beyond simply including diversity management in their employee handbook and actually championed setting up panels and councils that include senior executives. Diversity management may require fundamental changes to the very culture of the organization and hence require stewardship by the senior executives. D) HR initiatives need to promote cultural harmony rather than address cultural imbalances. Initiatives from HR need to promote creating a multi-cultural environment. Simply having reservation seats and quotas and fancy cultural training and diversity training is not enough. HR Departments need to ensure that minorities have the same opportunities and such initiatives are an integral part of their day to day working rather than simply an extra curricular task! Ensuring objective appraisal systems, rewards and recognition and universal training and development opportunities is key to promoting an all encompassing holistic HR approach. E) Objective assessment of the Diversity management initiative and scientific assessment of programs are key. Many HR Departments have succeeded in developing measurable diversity management programs. E.g. the Hyatt Hotel Group the world over ties approximately 15% of the bonus potential to diversity goals. HR Departments that have been successful in managing diversity have translated it into a core competency used to assess the performance of management. F) Diversity Management principles are all encompassing and wholesome enough for everyone to participate. If the Diversity Management programs are only a bastion of the senior management, the entire exercise would be superficial and unsustainable. In order to result in successful recruitment, retention and development of employees in a globalized world, it is important that it is an inclusive program cascading throughout the organization. E.g. IBM created specific task forces but more importantly invited participation in the form of inputs to help these task forces in creating an inclusive culture. Managing diversity and the every changing workplace in the face of globalization is not the prerogative of the senior management alone but is to be implemented at the grass root level where managing diversity to retain and recruit top talent is a challenge in itself. These critical to success factors for managing diversity are not complicated models however they are tough to actually execute and require a motivated effort on the part of the Human Resources team and buy-in from the entire organization. Conclusion: Clearly Globalization has brought about a paradigm shift to International Trade providing it with a great boost. I feel, employees form perhaps the most critical resource base since they are

The Disease that Infests The District Essay -- Essays Papers

The Disease that Infests The District There is a disease that is sweeping across this country. From this disease, no one person has immunity. It strikes the poorest of families and the richest of families. It has the ability to harm the old and young, male and female. It does not care what your sexual preference is, if it wants to infect you, it will. What is this disease that does not care who it harms? It is the acquired immune deficiency syndrome, better known as AIDS. Even the capital of the most powerful country in the world has a problem with AIDS. In fact, Washington, DC has a major problem with this disease. The rate of new AIDS cases in the District and its surrounding areas is twelve times higher than the national average. â€Å"By the end of 1998, [†¦] there are 19,086 cases of AIDS in the DC greater metro area and 10,750 deaths from the disease (Whitman-Walker Clinic). One of the groups that is most heavily affected by this disease in Washington, DC as well as across the country is homosexual men, though in recent years that trend seems to be changing. It is for this reason that concern was growing in the District about the AIDS problem amongst the homosexual community. This is where the Whitman-Walker Clinic steps in. Located in the Northwest area of Washington, DC, this clinic has been serving the community as early as 1973. The clinic has an array of services mainly for the homosexual population that include testing for HIV and AIDS, support groups, legal services, the list goes on and on. One of the major aspects of the Whitman-Walker Clinic is providing prevention education to those who have not yet contracted the disease. One of the divisions ... ...ed their services to different areas not just here in The District. Primary care clinics are also located in Northern Virginia and most recently Maryland. â€Å"One of the biggest things we just accomplished was expanding primary care to a new Maryland facility. Every here [at the Whitman-Walker Clinic] is happy to see it happen, notes Chip Lewis. The hours that the clinic is open is also changing. â€Å"We realize that people have lives outside of having HIV and AIDS. We are working to expand the hours that all of our clinics are open. Convenience is always an issue; we want to serve as many people as possible† (Chip Lewis) It is about time that â€Å"as many people as possible† are being provided with service to combat AIDS, because too many people have been neglected from services for too long simply because they did not fit the nation’s stereotype of who contracted AIDS. The Disease that Infests The District Essay -- Essays Papers The Disease that Infests The District There is a disease that is sweeping across this country. From this disease, no one person has immunity. It strikes the poorest of families and the richest of families. It has the ability to harm the old and young, male and female. It does not care what your sexual preference is, if it wants to infect you, it will. What is this disease that does not care who it harms? It is the acquired immune deficiency syndrome, better known as AIDS. Even the capital of the most powerful country in the world has a problem with AIDS. In fact, Washington, DC has a major problem with this disease. The rate of new AIDS cases in the District and its surrounding areas is twelve times higher than the national average. â€Å"By the end of 1998, [†¦] there are 19,086 cases of AIDS in the DC greater metro area and 10,750 deaths from the disease (Whitman-Walker Clinic). One of the groups that is most heavily affected by this disease in Washington, DC as well as across the country is homosexual men, though in recent years that trend seems to be changing. It is for this reason that concern was growing in the District about the AIDS problem amongst the homosexual community. This is where the Whitman-Walker Clinic steps in. Located in the Northwest area of Washington, DC, this clinic has been serving the community as early as 1973. The clinic has an array of services mainly for the homosexual population that include testing for HIV and AIDS, support groups, legal services, the list goes on and on. One of the major aspects of the Whitman-Walker Clinic is providing prevention education to those who have not yet contracted the disease. One of the divisions ... ...ed their services to different areas not just here in The District. Primary care clinics are also located in Northern Virginia and most recently Maryland. â€Å"One of the biggest things we just accomplished was expanding primary care to a new Maryland facility. Every here [at the Whitman-Walker Clinic] is happy to see it happen, notes Chip Lewis. The hours that the clinic is open is also changing. â€Å"We realize that people have lives outside of having HIV and AIDS. We are working to expand the hours that all of our clinics are open. Convenience is always an issue; we want to serve as many people as possible† (Chip Lewis) It is about time that â€Å"as many people as possible† are being provided with service to combat AIDS, because too many people have been neglected from services for too long simply because they did not fit the nation’s stereotype of who contracted AIDS.

Ellb3 King Lear Theme of Power

Explore the ways in which Shakespeare presents attitudes to power in this passage. In your answer you must consider how the playwright uses literary, linguistic and rhetorical devices and conventions to create specific dramatic effects. The theme of power is explored extensively in the play and in this first scene the theme is already established. This scene takes place after Kent and Gloucester's conversation about Gloucester's illegitimate son Edmund, the dark subplot within the play draws out the theme of power in the main plot, for example the power Gloucester asserts as a father is parallel to the power King Lear has.Power is an important theme within the play because many of the characters abuse their power and use power as a tool for manipulation and control, other characters on the other hand, desire power and authority but ultimately power corrupts all. This scene is set in the king’s court and this extract is an example of family talk which at times is intimate but i t is also an example of public talk, the language in this passage is purely for regulatory and performative purposes.This highly formal public context creates tension and the speech itself opens with an important topic, the audience know that king Lear intends to divide his power and kingdom among his three daughters but demands they publicly profess their love for him. â€Å"Conferring them on younger strengths, while we unburdened crawl toward death†, the imagery in the opening of the scene here is of a feeble old man indicating King Lear's retirement and the loss of his power suggesting he is weak and vulnerable like an infant.Due to the public context the register throughout this passage is formal and the king’s speech appears to be rehearsed. In this passage the king is the primary speaker because he establishes the topic of conversation and sets the agenda, â€Å"meanwhile we should express our darkest purpose, give me the map there†. As we would expect hi s is the character with the most status and authority and his role as King allows him to open his speech with this imperative sentence. Furthermore, the modes of address used by the characters on stage also reveal more about the theme of power.Lear’s daughters address him as â€Å"Sir†, â€Å"your majesty† and â€Å"your dear highness† suggesting he is not only asserting his power as a king but as a father. We have character revelation here as Shakespeare reveals Lear's hamartia, by having his daughter quantify their love for him indicates that he is arrogant and hubristic. Lear takes the most turns and his utterances are generally longer than the other characters as he speaks for the longest amount of time. His short response to Cordelia â€Å"nothing, nothing will come of nothing† indicates that the he is trying to maintain control over the conversation.The adjacency pairs here are broken because â€Å"nothing† is a non-expected response, this suggests that this is an unsuccessful conversation and reveals more about their relationship. In this conversation the adjacency pair is subverted by Cordelia creating tension on stage: Lear and Cordelia are both flouting Grice's maxim of quantity as Lear says too much and Cordelia says too little which is further evidence of their conversation being unsuccessful. Goneril and Regan clearly abuse their father’s power as they try to deceive him.The declarations of love made by the two daughters have been crafted to flatter Lear, they are exaggerated and the insincerity of this is shown through Shakespeare's use of poetry. A good example of this is, â€Å"sir I love you more than word can wield, the matter dearer than eyesight, space and liberty. † In other words, the substance of Goneril’s love is too great or weighty to be expressed. Similarly, the phrase, â€Å"a love that makes breath poor and speech unable† is hyperbolical as Goneril again tries to make her love seem priceless.Regan’s declarations are even more exaggerated than her sisters', â€Å"I am made to that self mettle as my sister and price me at her worth†. She tells her father that her own pleasure lies solely in the enjoyment of his love but her sister’s love is only a means to an end. The synthetic language used here to manipulate Lear's vulnerability reveals that Regan desires to gain more power and control. It is clear that both their speeches are insincere and this creates tension because the audience can see that when the daughters declare their love for their father, they are in fact declaring their greed.This is then juxtaposed by Cordelia’s simple and minimal responses; â€Å"I love your majesty according to my bond, no more nor less† showing that she speaks of her love more honestly. Cordelia's asides allow her to build a relationship with the audience. These asides may appear spontaneous but Shakespeare has carefully cr afted them for her speech to appear sincere and honest. When Cordelia is asked to express her love towards her father, she answers with â€Å"nothing†. Lear’s interrogative reply â€Å"nothing? suggests her simple answer has comes as a shock to him and the court, this response instantly changes both the mood and the tone within the scene. The short exchanges between Cordelia and Lear and the caesura in this line disrupts the iambic pentameter and the regularity of the blank verse creating dramatic tension on the stage. Lear orders Cordelia to â€Å"speak again†, this imperative reveals frustration and anger at which point his volume would increase. Cordelia delays her speech as she refuses to take part in Lear’s ceremonial ‘love test' suggesting that she has some degree of power.Her long pause creates an awkward silence on the stage and adding further to the tension between the characters and creating suspense. Lear's attitude to power is clearly o ne of pride and arrogance which prevents him from seeing the true nature of Goneril and Regan’s appearances and their hypocrisy. He foolishly believes their excessively sweet and sentimental declarations and this is what makes this passage so dramatic. The power he asserts in this passage blinds him as he rejects the truthful Cordelia who he has banished from the kingdom.

Nonverbal Behavior in France

The culture which I have chosen to select for examples of nonverbal behaviors typically associated with that culture would be the French. The French culture proved to be rich and plentiful in a variety of interesting nonverbal behaviors. One of the more classical French gestures would be the French pout. The French pout expresses disgust, disdain and many of what was described as â€Å"just about any negative emotion beginning with â€Å"dis† (French, 2007). To pout or â€Å"faire la moue† one pushes their lips out while bringing them back in, in a facial expression like a smooch or what could look like a quick pucker. According to my research, a bored facial expression is common to accompany this pout look. The nonverbal action or behavior for â€Å"let’s get the hell out of here† is represented by holding one’s hands out, with palms down while smacking one hand down onto the other (French, 2007). The word for this nonverbal action in French is â€Å"On se tire.† One of the other nonverbal gestures in France is in expressing your disbelief at what another person is saying to you, one would use his index finger, pull down the skin under one of your eyes while saying â€Å"Mon oeil!† In the research I read on this expression it stated that it was the same as if to say in America, â€Å"my foot† (French, 2007).   I personally never heard this expression so perhaps it’s not as commonly used now as it once was. Lastly, I chose a nonverbal expression that seemed kind of unusual to me. According to one of the sites I used, in French if you were saying someone was lazy you would hold out your hands, pull on an imaginary hair supposedly growing out of your hand while saying â€Å"Il a un poil dans la main† (Welcome, 2000). In the French culture, their nonverbal language and behavior can be used for ordinary conversation or for vulgar gestures. Much of the nonverbal language can look familiar while some of their nonverbal language can look unfamiliar to those outside of France. However, it has to be stated that the French definitely have a variety of interesting nonverbal expressions that can be used to enhance their conversations. References (2007). French Language. Retrieved April 14, 2007, from Understanding and Using French Gestures Web site: http://french.about.com/library/weekly/aa020901a.htm (2000). Welcome to the French website. Retrieved April 13, 2007, Web site:  Ã‚  Ã‚  Ã‚  Ã‚   http://www.lerc.educ.ubc.ca/LERC/courses/489/worldlang/french/frenchcuHandcomm.html