The Birth Of Virtual Teams - 2759 Words

Abstract Teams have always contributed significantly towards the successful operation of any organization. Traditionally, team members had to endure the challenges of time, distance, and even cultural differences in order to successfully complete a team activity. However, recent advancements in technology have led to the birth of virtual teams. The paper aims to explore the effectiveness and differences ofvirtual teamsas compared to face-to-face teams. The evaluation will be on the basis of dimensions such as performance, cohesion, conflict, trust and satisfaction among others. Introduction Due to the recent increased utilization of information communication technology in organizations, there has been a rising trend of the adoption of virtual teams. These teams have helped organizations conduct their businesses in a very effective way. In furtherance of that, these teams have also helped in enhancing the speed at which communication is carried out. For instance, team members in different countries or continents can actually contribute ideas for a project in real time via electronic means (Hendrickson, 1998). However, these groups have faced some criticisms which have made them to be underutilized. Some of the issues raised against these teams include lack of involvement and inclusiveness, lack of trust, lack of employees with technical and interpersonal skills and lack of cohesion among others. Past research has revealed that virtual teams have proved to be effective,Show MoreRelatedVirtual Team And Its Advantages And Disadvantages1302 Words   |  6 PagesVirtual Tea m and Its Advantages and Disadvantages During the last decade, organizations have been working more with technology making it their master. Technology is not only about new equipment; it is mostly about new ideas and techniques used. Virtual team is a new approach used today. 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Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation Free Essays

string(104) " would review the compensation of CEO’s at more than twenty nonprofit hospitals throughout the state\." Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Executive Summary This essay deals with the unethical prevalence of excessive compensation packages granted to nonprofit hospital executives. Nonprofits are highly complex organizations and are vital to the community’s in which they serves. Therefore, it is essential for these organizations to appoint highly motivated individuals knowledgeable of the healthcare industry and capable of managing and leading a hospital during a national recession while health reform is changing the culture of the US healthcare system. We will write a custom essay sample on Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation or any similar topic only for you Order Now However, many nonprofit organization’s tax-exempt statuses should be rescinded for allocating leftover resources to hospital executives in the form of exorbitant salaries, benefits, and other incentives. It is these hefty salaries and benefits that are restricting hospitals from carrying out their priority mission as public charities. These CEO’s exorbitant compensation packages are further straining the hospital’s ability to provide a social benefit, suggestion that these tax-exempt organizations are acting unethically, in that financial gain is taking precedents over social responsibilities. Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Communities across the nation have seen the coarse effects of the delicate financial status of our country and the effects it has on healthcare organization within their community. In a time difficult for nonprofit healthcare organizations to operate at a profit, many organizations are left with no choice but to cut essential departments, programs, and employees, leaving many patients that have relied on these organizations, out in the cold. Recently, because of these financial issues, the ethical principles of nonprofits regarding CEO compensation have been under heavy scrutiny by both the public, and the Internal Revenue Service for excessive salaries and benefits. Nonprofit hospitals are organization that are exempt from paying income, sales, and property taxes, and receive charitable donations and massive government subsidies with the understanding that these subsidies are issued in order for these hospitals to fulfill their duty as a community service and benefit. Excessively high compensation for hospital executives is an unethical epidemic facing many organizations, particularly large and urban hospitals, that is restricting hospitals from carrying out its duties because of additional financial constraint. Salaries for nonprofit hospital executives should be capped as they limit and often restrict hospitals to better fulfill their charitable, social missions. Healthcare is beginning to mirror corporate businesses with many hospital CEO salaries competitively rivaling those of corporate executives. However, organizational goals and missions are nearly completely diametrical. Healthcare organizations are unlike other corporations in that corporations are in existence with the ultimate goal of financial gain. Nonprofit hospitals carry missions such as to provide high-quality, cost-effective healthcare services to all patients regardless of ability to pay,  to offer training, to conduct clinical research, to serve the community as a public health advocate, and to provide support and services which respond to the area’s health care needs through health education, health promotion, and access to care. Hospitals have the ethical responsibility to pursue a social mission, including providing uncompensated care and community outreach, but when their executives boast salaries with staggering seven figure salaries, the charitable work of the organization becomes obnubilated by an unmistakable pursuit of financial gain. The IRS reported that the average hospital CEO received $490,000 in total compensation in 2006, and top executives at twenty of the larger hospitals in the nation raked in an average of $1. 4 million a year, whereas uncompensated and free care expenditures as a percentage of hospital revenues averaged about 7 percent (Terry, K. 009). There is a large margin in executive compensation that is dependent on features such as geographical location and size. According to the â€Å"Charity Navigator,† in 2008, the median CEO salary in the Northeast was $351,000 for large hospitals, and $120,000 for small hospitals. In the Mountain West region of the US, the median salarie s for a large hospital was $194,374, and only $80,790 for small hospitals (Charity Navigator 2010) Seven figure salaries are not a normal occurrence among hospital and health system executives. However, according to the Chronicle of Philanthropy, which does an annual national survey of nonprofit salaries, found that the five top-paid nonprofit chief executives in 2003 all worked for hospitals. On top of these exaggerated salaries are the attractive benefits such as bonuses, deferred income, retirement plans, country club memberships, and countless other perks that are attracting the wrong kind of leaders to these organizations. Hospitals must provide their social responsibility to the community before spending outrageous salaries for chief executives. It is an unethical practice to pay executive teams more than the total spending on the necessitous care of the community. For example, the survey identified 17 hospitals in California where the total compensation to CEO’s alone exceeded the total cost of charity care of their respective organizations. These excessive salaries could have easily paid hospital bills for uninsured individuals, or could have been used to fund educational programs for the community, provide free immunizations to the public, and or many other beneficial alternatives that could have had a big impact on the community’s health (Mahar, M. 011). It is unjustified for executives to be compensated in amounts greater than $1 million. By capping executive salary at this figure, funds can be reprioritized into community programs such as parenting support programs, screening programs, women, children and infant development clinics, which can be implemented to provide nutrition and educational information for new mothers, and social work programs that could assist individuals and families that face medical related problems, and those who need emotional support. Instead, greed has played a big factor in CEO initiatives. It has not been of rare occurrence for Chief executives to siphon off millions of tax dollars that should be going towards access and quality care. It is unethical for executives at nonprofit organizations to exploit their federally granted nontaxable status to enrich themselves (Swiatek, J. , 2005) Attorney General Michael A. Delaney of New Hampshire announced in May of 2010 that he would review the compensation of CEO’s at more than twenty nonprofit hospitals throughout the state. You read "Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation" in category "Essay examples" In a report that reviewed the proposed merger of two health systems, Mr. Delaney expressed his concern about the pay for Alyson Pitman Giles, President ; CEO of Catholic Medical Center, who earned $1. 4 million in 2009. He stated, â€Å"Nonprofit leaders must be aware that they are the stewards of the charitable assets they oversee, and those assets are held in trust for charitable purposes, not individual gain,† (Gose, B. , 2010) Non-profit hospitals must provide a minimum of charity care in order to receive its tax-free title and its federal grants. However, many hospitals, although they meet the minimum, make no effort to go above and beyond this threshold, instead rewarding these left over funds to be dispersed to the organization’s high-end executives in the form of company cars and country club memberships (Mahar, M. , 2011). These lavish executive benefits in no way benefit the organization. They are unethical and borderline unlawful. Federal law states that non-profit, tax-exempt organizations cannot operate to the financial benefit of any individual. In the mid-1990s, Congress passed intermediate sanctions laws that have given the IRS authority to require individuals who make excessive compensation from a non-profit to pay the money back, plus a 25% fin. (Appleby, J. , 2004). It is a common suggestion to compensate executives to match their performance at the organization in which they lead. However there are different ways to measure hospital performance. There is a measure of how well a CEO does in leading his or her hospital in providing beneficial programs to the community; for example, uncompensated care for the poor. Another way to measure or his or her success is by how well CEO’s implement new programs and services that will in hopes attract private pay customers like specialized surgery centers, imaging centers, and cardiac centers. Many healthcare organizations across the nation are expanding and adding unique services that are attracting private pay customers, giving hospitals the opportunity to increase profits. This practice has its benefits in both providing a wider range of care for those who can pay, and offering the hospital more means of financial gain, however, in many organizations, this has established precedence over the social missions of nonprofit organizations. In a study conducted by Jeffrey Kramer, PHD, and Rexford E. Santerre, PhD, 30 hospitals in Connecticut were examined on how various measures of performance affect the compensation of CEO’s, which throughout the state, range from a modest $136,000 to an exorbitant $2 million plus salary. The study shows that CEO compensation is directly related to organizational size, stating, â€Å"A 10 percent increase in the number of beds results in an 8 percent increase in CEO pay. † Another 8% increase in pay is attributed to the CEO if the occupancy rate rises by 10%. â€Å"In contrast, providing more uncompensated care and admitting an additional public-pay patient lowers the compensation of hospital CEOs. The results of the study reveal that hospital CEO’s (certainly in the state of Connecticut) have financial incentive to increase the occupancy of privately insured patients rather than uncompensated care and public paid insurance patients, also suggesting that economic performance takes priority over charitable performance (Kramer, J. , ; Santerre, R. E). Notwithstanding, A non-distribution constraint on nonprofit organizations means that excessive profits cannot be distributed among those who make decisions within the organization; this includes employees, m anagers, and board members. Hence, the nonprofit distinction ought to mean hospital executives are paid based upon their attainment at fulfilling the charitable and social mission of the organization. Nonprofit hospitals have ethical responsibilities and obligations to serve the community, even in times of financial struggle. It is important for these organizations to recruit professionals that demonstrate the same ideals and values of the organization. Healthcare leaders whose goal is to produce a healthier population through increased public programs and access to care is the type of leader that hospitals and health systems should strive to obtain. Accomplished leaders can be found and appointed as a nonprofit CEO for a more reasonable (6 figure) salary if he or she is in the healthcare industry not for riches, but for offering a greater good. The American Red Cross for example, took in $3. 3 billion in revenue in 2009, however Red Cross CEO Gail McGovern took in only $456,000, according to the organization’s IRS filing (Hancock, J. , 2011). McGovern is an example of a leader who recognizes the ethical financial dilemmas of her organization, and will willingly take a more appropriate salary in order to accomplish the organization’s goals. There is no mention of executive compensation in the Patient Protection Affordable Care Act besides the suggestion that compensation should be â€Å"reasonable†. Hospital executives should be paid based on their production within the organization and their contribution to their community. As a nonprofit organization, pursuing the charitable mission should take greatest importance in determining final executive compensation. This aspect of an organization’s mission should never be overshadowed by hospital expansion, financial well-being, or increased services and technology. Although these elements are incredibly important for the organization, the insured population, and the advancement of medicine, it is unethical for charitable organizations to use government subsidies for anything other than charity care and social benefit. Budget cuts, along with a feeble economy has resulted in hospitals engaging in mass layoffs to conserve resources. According to the US Bureau of Labor Statistics, the month of August (2011) consisted of thirteen mass layoffs in hospitals, totaling in over 1,000 jobs lost. The month before consisted of ten mass layoffs with over 600 lost jobs. This puts hospitals on pace for nearly 130 mass layoffs and over 8,000 jobs lost in 2011. To make matters seem worse, in an article posted by FierceHealthcare, a leading source of healthcare management news for healthcare industry executives, AMA data claims that a 2 percent cut in the Medicare program would lead to the loss of 195,000 jobs by 2021 (Caramenico, A. , 2011). These layoffs would be decreased immensely if hospital executives received more appropriate salaries. Excessive salaries are not only draining resources from the hospital, but are also threatening the jobs of nurses, administrators, and other hospital employees. These staff members, who are on an opposite spectrum in terms of salary, face the possibility of layoffs at any time of financial vulnerability. The decision to cut jobs in non-profit hospitals while executives are still receiving Wall Street salaries is unethical of the board of trustees. In financially difficult times, executives have the ethical responsibility to take pay cuts in order to maintain the organization’s social reputation. Hospitals are extremely complex organizations that more often than not are the single largest employers in communities across the country. Hospital executives are responsible for making important decisions that will ultimately affect thousands of people. Many CEO’s and members of boards of trustees argue that executive roles are far too important to not have competitive compensation packages. It is argued that million dollar salaries, added bonuses, hefty retirement plans, and other attractive perks are the only way to attract highly effective leaders capable of running a hospital in a time of economic struggle and health reform. Many hospitals have net revenues exceeding the billion-dollar mark, making it easier of Board members to justify seven-figure salaries for CEO’s. President and CEO of New York-Presbyterian Hospital, Dr. Herbert Pardes inherited a $9. 8 million package in 2008 that included $6. 8 million of previously awarded retirement benefits, which he’ll receive when he retires at the end of 2011. If Dr. Pardes worked at a public company of about the same size, his salary would be outrageously low. In 2009, Nasdaq CEO Robert Griefeld’s total compensation exceeded $13 million while his company’s revenues were only $3. 4 billion. New York-Presbyterian has 2,353 beds and pulled in $3 billion in revenue in 2008, up 3% from 2007. A The Greater New York Hospital Association spokesman defended Dr. Pardes’ salary, stating, â€Å"Dr. Pardes’ pay reflects his extraordinary success leading this large and complex organization, and exceeding objectives to enhance patient care, strengthen financial stability and promote community health in a very challenging environment. † (Benson, B. , 2010) The Greater New York Hospital Association stated that â€Å"CEO salaries reflect not only a national demand for their services, but also the skills and leadership necessary to operate large, extremely complex medical centers that are open 24/7, generate millions and sometimes billions in revenue, and are often the largest employer in the community. (Benson 2010) Leading one of these charities requires an individual that possesses an understanding of the issues that are unique to the charity’s mission as well as a high level of fundraising and management expertise. Attracting and retaining that type of talent requires a competitive level of compensation as dictated by the marketplace. It is important for donors to understand that since the average charity CEO earns roughly $150,000, a six-figure salary is not necessarily a sign of excessive pay for a mid to large sized charity. Charity Navigator 2010) Today, executives are being paid to keep their organizations afloat amid closings of many hospitals nationwide due to persistently poor financial performances. CEO’s face constant pressure to hire more staff, increase nurses’ salaries, implement more community programs, and invest in expensive technologies, while at the same time they are aware that insurers want to pay as little as possible. The CEO undoubtedly faces many challenges, and the responsibilities are incredibly complex. Even with a nonprofit status, many oppose executive compensation cuts, arguing that these organizational leaders deserve salaries competitive to corporate pay. Trustees pay executives based on total revenues, as well as how effective they are in providing patient safety, clinical quality, attentive service, and cost effectiveness. Hospital executive compensation should be based on a number of elements, such as total revenue, the size of the organization, as well as the amount and effectiveness of community benefit. Instead of offering company cars and extravagant country club memberships, executives should be entitled to financial incentives to implement more community benefit programs. Peter Baristone, President CEO of Mission Hospital located in Laguna Beach, CA referred to his own compensation strategy stating: Collaborating with the community to identify, understand, and respond to community needs that have an impact on health and quality of life is a major goal for all CEO’s. We establish specific quantifiable targets for each goal. One-seventh of my bonus depends on reaching the targets for community health and benefit. (Bogue, R, 1999). I recommend that all nonprofit Boards assemble an independent compensation committee, responsible for reviewing the CEO’s performance and ensuring that the CEO’s pay is appropriate. At its highest, CEO compensation should be capped at $1 million, thus allowing these large, urban hospitals to recycle resources back into the hospital and community programs, while at the same time offering executives a market competitive salary, fit for a CEO. At a time where nearly 20% of adults are uninsured and community residents are in need of help in the form of various programs, it is more important than ever for nonprofit hospitals to perform its duty of being a â€Å"non-profit† organization and be of greater service to the community in which it serves. Nonprofits not only have the legal responsibility to implement such benefits, but also have the moral and ethical duty to carry out their social missions to the best of their ability, and as far as their recourses let them. By capping executive compensation, these resources can be better allocated to provide more charity care, to implement more community programs and benefits to produce a healthier community, and ensure fairness among staff salaries. â€Å"Hospitals are unquestionably complex institutions that require skilled managers, but there’s no place for Wall Street-level salaries if we want an affordable health care system. † –Mark Scherzer (Benson, B. , 2010) Works Cited: Terry, K. (2009, February 13). IRS Report Puts Tax-Exempt Hospitals Under Microscope – CBS News. Breaking News Headlines: Business, Entertainment World News – CBS News. Retrieved December 5, 2011, from http://www. cbsnews. com/8301-505123_162- 43840159/irs-report-puts-tax-exempt-hospitals-under-microscope/? tag=bnetdoma in Charity Navigator. (n. d. ). 2010 Compensation Study. Retrieved October 15, 2011, from www. charitynavigator. org/__asset__/st Mahar, M. (2011, March 24). Health Beat: High CEO Salaries at Nonprofit Hospitals Under Scrutiny†¦Once Again. Health Beat. Retrieved November 5, 2011, from http://www. healthbeatblog. om/2011/03/high-ceo-salaries-at- Swiatek, J. (2005, February 6). Pay is healthy for hospitals’ executives Corporate-like salaries seen at nonprofits’ top jobs. The Indianapolis Star. Retrieved September 29, 2011, from www2. indystar. com/articles/6/220029-4276-P. html Gose, B. (2010). Nonprofit CEO Pay Under Scrutiny. Chronicle Of Philanthropy, 22(16), 8. Appleby, J. , TODAY, U. (2004, September 30). USATODAY. com – IRS looking closely at what non-profits pay. News, Travel, Weather, Entertainment, Sports, Technology, U. S. World – USATODAY. com. Retrieved November 5, 2011, from http://www. usatoday. com/money/companies/management/2004-09-30-salary- Kramer, J. , Santerre, R. E. (2010). Not-for-Profit Hospital CEO Performance and Pay: Some Evidence from Connecticut. Inquiry, 47(3), 242-251 Hancock, J. (2011, August 28). For hospitals, ‘nonprofit’ stops with CEO’s paycheck – Baltimore Sun. Featured Articles From The Baltimore Sun. Retrieved November 4, 2011, from http://articles. baltimoresun. com/2010-08-29/health/bs-bz-hancock-hospital-pay-20100829_1_hospitals-executive-compensation-ceos Caramenico, A. 2011, October 4). More mass layoffs as hospitals face payment cuts – FierceHealthcare. Healthcare News, Hospital News, Healthcare Companies — Fierce Healthcare. Retrieved October 26, 2011, from http://www. fiercehealthcare. com/story/more-mass-layoffs- hospitals-face-payment-cuts/2011-10-04 Benson, B. (2010). Hospital execs enjoy healthy paydays. (cover story). Crain’s New York B usiness, 26(12), 1-15. Bogue, R. (1999). An incentive for community health. Linking CEO compensation to community goals. Trustee: The Journal For Hospital Governing Boards, 52(5), 15-19. How to cite Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation, Essay examples

Louis XIV Essays (771 words) - Dauphins Of France,

Louis XIV annon The term ?splendid? is one that most English speaking people are familiar with. To most of those people it has a meaning related to the overall appearance or feeling of what ever is being described. Webster?s dictionary defines the term as: 1. magnificent and sumptuous. 2. distinguished or glorious. Splendor is more that that. It is an adjective that could be used to describe something so great and breath taking that one is left awed.The word splendid is often associated with the palace of Versailles, which was built Louis XIV. In the production of this grand structure there was no cost spared. It became a symbol of France, and a model by which all other palaces would be judged. Louis XIV received a great deal of criticism from onlookers as he used the French equivalent to millions of dollars to built this outstanding structure. There is still some speculation as to whether or not this was a good investment. It has been argued that the money could have gone to the poor or needy. The palace of Versailles was controversial, but in high insight, it is clear that Louis XIV made a sound decision in its erection. As Louis XIV took the throne, he was faced with several problems. He knew that he did not want to reside and rule in Paris, so against the will of his advisors he chose a hunting chateau as the site of his new palace. He also knew from history that the nobles of his domain had in the past and would continue to cause trouble in the form of uprisings and other conflicts. Louis XIV sought absolute power, and he knew that he would not be able to obtain this if preoccupied by civil conflicts. His solution to this problem was building Versailles and inviting all of the nobles to reside there. This was a brilliant scheme to keep the nobles out of the politics of the country. He preoccupied them with tasked normally associated with chamber maids, thus allowing him to rule as an absolute monarch. The splendor of the palace was a key factor in this plan because with out it, the nobles would not have a willing to leave their homes and move to Versailles. The historical account, The Splendid Century , written by W.H. Lewis is a very useful tool in understanding the life of Louis XIV. It tells of his life, his goals, his motives, and the means by which he achieved those goals. It is blatantly obvious that Louis XIV though a great monarch, cared little for the common people of his country. Regardless of this, it is almost a matter common knowledge that Louis XIV brought France to its peak in terms of its respect and social status in the world. During his reign France became the authority on all that was proper and elegant. All of this seems trivial, but the fact is, it was very important to the people of the upper class, and as always they were controlling the world. There were several qualities that Louis XIV possessed that were found undesirable by his common subjects. His tax system weighed most heavily on the lower class, and they were often called to fight in all sorts of different wars for the extension of the empire. It understandable that he was popular among these people, but their opinion was really not significant on the grand scheme of his plans for France. There is no question that Louis XIV took France to an entire new level in the world view. During his reign, the French empire grew vastly, and was greatly respected. To this day, he remains a French hero, and is widely viewed as the greatest monarch that ever lived. It is not because of his accomplishments that these views are held, but rather his ability to play the part of a great leader. All of this was possibly because of his emphasis on materialistic splendor. He knew that by enticing his rivals with riches, he then could control Europe. When it is said that Louis XIV had an ability to play the part of a great leader there is often misunderstanding. He was a powerful ruler, but more importantly that , he took his role as king very seriously. He was known to be a very handsome man with a well proportioned body. He believed appearances and material goods were an important aspect of royality. He allowed people to watch him and follow him at all times, and he made the responsibilities of chamber maids into

WONDERFUL CREATIONS Essays - Spider Families, Spider, Argiope

WONDERFUL CREATIONS Essays - Spider Families, Spider, Argiope WONDERFUL CREATIONS God created everything so perfect, at His image and took the time to give marvelous details to each creature. From the smallest animal that its ever been found, to the gigantism creatures that astonish every mans eye, Gods creation is more than amazingly formed. There are plenty creatures that are interesting to learn about, but spiders are one of those creatures that delight anyone whose desire is to appreciate Gods wonderful work. There are three special kinds of spiders that are wonderful created which are the wolf spider, the black and yellow garden spider (or the zipper spider), and the araneomorphae (also called the labidognatha). The first incredible spider is the wolf spider. This spiders is about 3.5 centimeters body size and they consist of eight eyes that are arranged in three rows. Four small eyes are at the bottom, two large ones in the middle which distinguishes them from other species, and two medium size at the top row. According to the book, Spiders and Their Kin (Levi 1921), Wolf spiders carry their egg in a unique way by attaching their egg sac in their back until the eggs hatch. Another special characteristic this spiders have is that they will waive their legs and dance before their mates with the purpose to be chosen for mate. In addition, the male will wrap an insect in his silk to give to the female and if the female chooses not to eat the male but the insect instead, then they will mate. The female may still decide to eat the male before he gets away. The second incredible spider is the black and yellow garden spider (or the zipper spider). This fantastic spiders body size is from 0.20 in to 0.35 in for males and 0.75 in to 1.10in for females. According to the book, Spiders and Their Kin (Levi 1921), it has been recorded that the zipper spider can make up to seven different kind of webbing. The most interesting thing is that the zipper spider shoots out streamers of webs in the air and wait for the wind to catch them and use it to travel to any random place they decide to go. People have found this spiders about 15000 feet up in the air. The third and last is the labidognatha, also called araneomorphae. The labidognatha are a suborder of spiders. They are distinguished by other spiders due to their fangs are oppose to each other and cross shape in a gripping action. The labidognatha, according to the book, Spiders and Their Kin (Levi 1921), they are the most common spiders in earth that they are found even in the Arctic. The zipper spider, the wolf spider, and the labidognatha spider are wonderful creatures made by God. To have a better understanding of Gods power and his mighty work, these creatures are greatest examples that we can used to study to close experience of the love of God through His creation. REFERENCES Levi, Herbert Walter, Lorna R. Levi, and Herbert Spencer Zim. Spiders and Their Kin (Golden Guide). Racine: Western, 1921. Print.

How to Become an Audiologist -TheJobNetwork

How to Become an Audiologist -TheJobNetwork If you know someone who has struggled with hearing loss, then you probably also know how essential audiologists are to the healthcare community. Audiologists work with doctors and patients to identify, diagnose, and treat hearing, balance, and related disorders. They also work to help patients communicate with the world. The Day-to-DayClinical audiologists are experts in the science of hearing-related disorders. Their work includes:Evaluating hearing and balance problemsContinuing ttreatment of people with hearing and balance disordersPreventing hearing lossTesting patients’ hearingCounseling patientsFitting hearing aids and other assistive hearing devicesTreating balance disordersEducating patients on communication strategies (like sign language, speech reading, etc.)Audiologists typically work in clinical settings like hospitals, private medical offices, schools, and government agencies. They can choose to specialize by patients’ age (like pediatric or geriatric), by disorder (like tinnitus, auditory processing, or balance problems), or by treatment (like cochlear implants, hearing aids, etc.). They often work with other healthcare professionals, such as doctors, speech-language pathologists, educators, and other allied health professionals to help develop treatment plans for patients.Audiologists work a pretty typical 40-50 hour week, although some work part-time.For more on what it’s like to be an audiologist, check out these videos:Julie Martinez Verhoff: School AudiologistBecome an Audiologist or SLP Reward Yourself with a Career that Helps OthersThe RequirementsBecoming an audiologist requires a pretty strong commitment: most audiologists have a doctoral degree (AuD) from a program accredited by the American Speech-Language Hearing Association. They also need to pass the Praxis Examination in Audiology. Additionally, almost all states require a license, so be sure to check on your own state’s requirements.The SkillsThe audiol ogy field calls for a number of special skills and knowledge bases, including:Attention to detailMath and science (particularly biology and communication sciences)Critical thinkingPatient evaluationAnatomy and physiologyDisease managementCommunication skillsThe PayThe median salary for licensed audiologists is $73,060 per year, or $35.13 per hour, per the U.S. Bureau of Labor Statistics (BLS). Because this is a field that requires so much advanced education and training, members rate it highly: a PayScale.com survey of audiologists showed that they were â€Å"extremely satisfied† with their career choice.The OutlookLike most allied health professions, audiology is expected to keep on growing for the foreseeable future. The BLS expects an incredible 29% growth by 2024.

Movie review of The Battle of Algiers Example | Topics and Well Written Essays - 1250 words

Of The Battle of Algiers - Movie Review Example he newer version of the subtitled and translated 35-millimeter print at Film Forum is apparently the description that was confidentially displayed for military workforce by the Pentagon, considering it as a ground guide to fight against terrorism. The movie is an inspiration for armed force, considering the movie to be a motivation for military personnel and it will play an imperative role in motivating and inculcating zeal and spirit in soldiers to fight against all odds, the Former national-security adviser Zbigniew Brzezinski promoted through the description: â€Å"If you want to understand what’s happening right now in Iraq, I recommend The Battle of Algiers.† However, the movie is an ideal one to seed the zeal and enthusiasm for the nation and this is the reason that Pontecorvo’s blockbuster was also utilized by the Black Panthers as a preparation film? As the movie described the Algerian struggle for independence, which is the incidence of late nineteen fifties, it has set the platform of inspiration for all the forthcoming happenings may it be the situation of Iraq or Libya. Fight for rights, fight for betterment has always been the desire of human race, history reveals that whenever such desires are not fulfilled, human race stood to fight against all odds. Although the movie The Battle of Algiers dramatized Algerian struggle but it is considered as the struggle of the entire human race. It is a depiction of brutality and viciousness a mankind can show on other beings of similar species. Although now, the movie The Battle of Algiers, is five decades old but the anatomy of horror and shock is still enough to evoke the sensation and shudder woefully. Movies The Battle of Algiers remained matchless in evoking this feeling and still remained ever fresh. Pontecorvo’s direction is brilliant to create this masterpiece movie in the sense that made people cry after seeing such horrifying acts of cruelty mankind can display. Nevertheless, the original U.S.

Portfolio letter Essay Example | Topics and Well Written Essays - 500 words

Portfolio letter - Essay Example It was hard for me to give feedback at the beginning because I did not know what to say. After reading their essays, it always gave me some ideas on how to improve my writing. I learned a lot about writing and really enjoyed this class. I chose Assignment 1 to put in my portfolio because I spent much time on it, such as revising. This assignment can reflect how my writing skill has improved from the past. Coming from a non English speaking background can be a milestone in the quest to learn how to speak and write English properly. As seen in the assignment different words in English and mandarin looked and sounded different as well as their direct translation which to a young person proved very confusing (Adamson, 30). In order to become a diffident writer I had to chose English as my second language and mandarin as my first language since it was used at home, therefore, it was easy to pick as it came automatically. Choosing English as a second language meant that I had to think in English as opposed to mandarin in order to prevent direct translations. To learn to think in English I read English books about fairy tales so as to have the mindset of an English speaking child (Adamson, 25). The books included fairy story books like Cinderella, Walt Disney and many others. I travelled to the USA to better equip myself with the English language and area Mr. Rebello. This teacher made me write summer vacation journal, records of daily entries of the extra-curricular activities, poems and video translations over and over again to rid myself of the previous mistakes. Of most importance is the use of peer review method to grade and review other student’s work. This is important as it highlights our mistakes as well as other people’s mistakes. At the same time it shows the extent of improvement. I revised my work, edited them until other people could positively review my work. The second