The Staffing Problems at British Airways (BA)

Abstract This paper focuses on a case study of the staffing problems at British Airways (BA) as an illustration of a service-oriented company that faces modern-day problems of employee opposition to downsizing. The paper uses online questionnaires as the main data collection tool to sample the views of ten company employees who work in British Airways (BA). Comprehensively, this paper acknowledges that BA has maintained a good relationship with most of its stakeholders, except for its employees.Advertising We will write a custom case study sample on The Staffing Problems at British Airways (BA) specifically for you for only $16.05 $11/page Learn More Therefore, this paper proposes that BA should adopt an open communication strategy to improve its relationship with its employees. Similarly, this paper recommends that BA should uphold stakeholder engagement as the main solutions to the periodic industrial actions it faces. This way, the company can improve its competitiveness in service provision and maintain its leadership in the aviation sector. Introduction British Airways (BA) Company is the national flight carrier of the United Kingdom (UK). BA operates under the banner of the One World Alliance and under its parent company – International Airlines group (Cole, 2003). The parent company lists in the London Stock exchange (Cole, 2003). So far, BA flies to more than 160 destinations around the world (Melville, 2011). Its presence manifests in Europe, Asia, North America, Africa, and other parts of the world (however, its main hub is in London) (Melville, 2011). Based on its fleet size, BA is among the largest airline companies in the world. Moreover, besides Easy Jet Company, BA is the largest airline company in the UK, in terms of its passenger numbers (Cole, 2003). BA offers a variety of services including engineering and cargo transportation. However, passenger service is its main business focus. Since its privatization, BA has been a phenomenal success in the provision of passenger services. The company’s privatization helped the organization to move from a loss-making entity to a profitable enterprise. An increase in the organization’s turnover, operating profits, and earnings per share characterized the swift transition of the company into a profit-making entity. The volumes of passengers have also more than quadrupled in the past decade (Melville, 2011). Nonetheless, underlying BA’s success is a growing dispute between the company’s management and its workers. The fiercely competitive aviation sector also threatens the sustainability of the company’s service. Indeed, low-cost airlines considerably erode BA’s market share through effective pricing and the provision of quality services.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On one hand, BA’s has been forced to improve its customer services by nurturing long-term relationships with its customers, but this move has been undermined by several factors. Staffing problems and a demoralized workforce highlights some of the problems that affect the company’s goal of maintaining its industry leadership. Defining the Problem For most parts of the years 2010 and 2011, British Airways experienced several industrial actions from its workers (Werdigier, 2010). The workers demanded higher pay and better working conditions. BA was however hesitant to do so, after citing significant hikes in operating costs and an unstable business environment as its reasons for rejecting the demands of the workers. Besides the rising costs of operations and the unstable business environment, British Airways also suffered from an increasingly fragile British economy, characterized by high unemployment rates and a weakening consumer spending power (Werdigier, 2010). The sheer extent of a serious British Airways strike worried many analysts who feared that such an eventuality might cause more fragility of the country’s economy (Werdigier, 2010). This happened. Broadly, the BA strike involved a dispute between the company’s staff (through their union) and managers of the airline company. The union accused the airline’s management of bullying and harassing its workers. For example, in 2010, the airline’s management decided to withdraw cabin benefits of the workers. Most of the employees considered this move as bullish and went on strike. In fact, for the period of the strike, the company threatened most of the workers with job termination and the withdrawal of fringe benefits (Melville, 2011). Consequently, most of the workers believed that the airline’s management was out to gag some of its workers and cripple the worker’s union. The strikes caused significant losses for the company because BA was still experiencing the effects of fie rce competition and rising costs of operation. The strike affected BA’s operations at different levels because customers reported significant delays in flight operations and lack of baggage services. The check-in staff was also not on duty, thereby affecting the company’s sales. In some major airports around Europe, the strike affected the airline’s operations for more than 24 hours. For example, the strikes affected Heathrow, Gatwick, Birmingham, Manchester and Glasgow airports with significant delays of up to 24 hours (Smith, 2012).Advertising We will write a custom case study sample on The Staffing Problems at British Airways (BA) specifically for you for only $16.05 $11/page Learn More In fact, at Heathrow alone, the company cancelled more than 150 flights (Smith, 2012). At Gatwick airport, the strikes caused the cancellations of more than 45 flights (Smith, 2012). The effect of the strike was so severe that the company had to c ancel more than 1,100 flights out of a possible 1,900 flights that the company scheduled to do within the strike period (Smith, 2012). Moreover, even as the strike continued, periodic collapses in negotiations between the workers and the airline managers occurred. Analysts say that for the period that the airline company witnessed the industrial action, the company incurred more than 264 million Euros in losses (Werdigier, 2010). Similarly, during the strike, the airline’s brand suffered a significant dent in its image after customers shunned BA and decided to book flights with its competitors. As the strike continued, its spillover effects started to be felt by other airlines as well. This standoff caused many analysts to fear for the airline’s future, especially as the competition in the airline sector grew fierce, and the costs of operations continued to rise (Smith, 2012). The 2010 industrial action witnessed at BA has not had a long-term solution. In fact, the ind ustrial action is not the first in the company because a similar strike in 1997 occurred after workers complained about managerial insensitivity to the plight of the workers (Smith, 2012). While BA’s managers solved the 2010 strike, the threat of a new strike is always not far away from reality. For example, BA recently collaborated with a Spanish airline company, Iberia airlines, as part of its expansion plan. However, since the merger has not been profitable for the company, BA considers restructuring the company to make it leaner and more efficient (WSN, 2012). Unfortunately, this strategy requires the company to dismiss hundreds of workers. This has been the latest battlefront for BA and its workers because the workers are threatening the company with more industrial action if it intends to proceed with its plans. Therefore, BA faces a tougher future as it is involved in a fierce battle with its workers, who oppose its restructuring plan. Tools used for Data Collection Th e main data collection method was the online questionnaire. Ten BA employees received the questionnaires. We gathered the data as a survey to understand the opinions regarding the human resource issues at British Airways and their possible solutions.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The unavailability of some respondents for a face-to-face interview informed the selection of the online questionnaire as the main data collection tool. Indeed, online questionnaires transcend geographic boundaries that would prevent a face-to-face meeting with the respondents (McDonald, 2003). Moreover, the use of the online questionnaires provided a cheaper approach of data collection because of the simplicity in administering them. Certainly, the respondents easily keyed their opinions through the online questionnaires without having to meet with the researcher in person. Therefore, there were no travelling and printing costs incurred. Another motivation of adopting the online questionnaire was the limited probability of errors occurring in the data collection method (McDonald, 2003). A comprehensive regulation of the online questionnaire occurred through a data input software that disallowed the input of â€Å"unacceptable† information. Moreover, in some instances, the re spondents had to select their answers from a series of available choices. This option created a lot of flexibility in the collection of data because answers displayed through check boxes, pull-down menus, pop-up menus, help screens and sub-menus. The use of the online questionnaires also enabled an easy and prompt review of the participants’ responses because it was easy to get information from the respondents (promptly) without waiting for the physical delivery of the questionnaires (McDonald, 2003). Furthermore, since the data collection process occurred through a central database, the data analysis process was also faster than physical questionnaires. It was therefore easy to understand the views of the respondents because their answers were more direct. The use of the online questionnaire often poses significant challenges in data collection, but most of these challenges did not occur in the research. For example, McDonald (2003) says that online questionnaires normally h ave a low response rate when researchers use them in areas that do not have an internet connection. However, all the respondents who were involved in this study had a working internet connection in their offices. It was therefore easy to avoid this challenge. McDonald (2003) also says that online questionnaires have a bias towards young people and have a lower reception to their completion. These challenges were equally avoided because the respondents were young people aged 40 years and below. Moreover, they did not exude any hesitation to participate in the study or to use online questionnaires. Analysis of Data Gathered The biggest issue identified by the BA workers sampled included managerial insensitivity. Many of the respondents believed that the company’s management was running the company single-handedly without considering their thoughts. When the respondents stated their greatest grievance in the company, they affirmed that managerial insensitivity, coupled with poor pay and bad working conditions were their main concerns. As seen from the graph below, managerial concerns formed the greatest grievance of the workers (60%), followed by bad working conditions (21%) and poor pay (19%) in that order. Many respondents therefore believed that their managers were largely arrogant and insensitive to their plights as workers. The withdrawal of some of their fringe benefits was also an issue of serious concern for most of the workers. The lack of job security and the uncertainty that prevailed in the workplace also stood out as serious concerns for the workers. The workers were therefore not sure about their employment status in the workplace because the fear that they would lose their jobs always lingered over their work. One respondent said that the company intends to dismiss about a quarter of their workforce without any consideration to the welfare of the workers, or any proper notice for such actions. Another respondent said that the company intende d to reduce workers’ pay by about 25%-30% without any consideration to the prevailing financial hardships that most workers faced. This uncertainty demoralized them and prevented them from fully engaging in their duties. They therefore lacked enough focus to dedicate their services to the company. The main indicator of this lack of employee commitment was the low level of customer satisfaction with the services of the company. The employees no longer experienced the need to satisfy their customers because they lacked the commitment to do their job well. One person said, with the fear that they would no longer be part of the company; they could no longer devote all their energies to the company’s activities. When the respondents suggested what the mangers could do to alleviate their problems, many of the respondents answered that the managers should demonstrate empathy and concern for the plight of the workers. Other respondents said that the company’s management should adopt more consultative approaches when formulating their decisions, so that whatever decisions they came up with, demonstrate the input of all the parties involved. However, there was the unwillingness of the respondents to appreciate the factors that led the managers to make their decisions. More specifically, the respondents did not understand the external and internal factors that were privy to the managers, which forced them to make the decisions that they did. Moreover, the workers did not refer to the competitive pressures and the growth of competitive forces that forced the company to make hard decisions about its staffing problem. The workers therefore never appreciated that the company had to be more efficient and leaner to make more profit and compete with other airline companies in the industry. When the respondents stated who would better solve their problems (between the managers and the union) an almost equally opinionated response highlighted the potential fo r the worker’s union and the company’s management to solve the company’s problem. As seen from the above pie chart, 49% of the respondents said that the union should continue to pressure the company’s management for better working conditions, while 51% believed that the managers had the sole discretion of solving their problems (better than the unions would do). Broadly, the employees believed that the union’s role was mainly to advance their agenda to the management, but the management had the mandate to solve their issues. Indeed, there was a clear understanding that the union did a good job to organize the workers and formulate a collective bargaining agreement with the company’s management. The role of the union could however not be undermined because without their opinions in the negotiations, the workers would not stand a chance of effectively receiving a favorable response from the company’s management. Therefore, through such an understanding, the employees believed that the union’s input was instrumental in the decision-making process. Therefore, the solutions to the staffing issues had to mirror the union’s input. When the respondents explained if their industrial actions were effective in advancing their plight, all of them answered affirmatively. In fact, most of the workers believed that this strategy was the only â€Å"language† that the managers understood. WSN (2012) said that during the 2010 strike, the industrial action cost the company about 7,000,000 Euros, daily. For most companies, such (daily) losses would be significant enough to warrant a careful reconsideration of the plight of workers. Nonetheless, so far, the company has made some effort to open its communication policies to include the trade union, but such efforts are still insufficient. For example, a planned exercise to dismiss more than 400 cabin crew has been ongoing because BA’s management has tried to engage with the workers’ union about this plan to no avail (Melville, 2011). So far, the company is facing a situation where the union demands that the management should only dismiss workers who are unwilling to work for the company (Melville, 2011). Therefore, the union would oppose any attempts by the company to dismiss workers who are still willing to retain their jobs. Such hard-line positions require a well-thought approach to solving them. Conclusion and Recommendations Stakeholder Involvement The importance of companies to maintain a good relationship with their stakeholders cannot be overemphasized. This is because stakeholders support most company activities, and without their support, organizations would seize to exist. BA has managed to maintain a good relationship with most of its stakeholders (Werdigier, 2010). For example, suppliers have provided the company with crucial goods and services that support the organization’s activities. Indeed, since the c ompany is a service-centered company, BA buys many goods from its suppliers, including food for its customers and fuel to power its airplanes (Werdigier, 2010). The company’s suppliers are always keen on nurturing a good relationship with the company because as BA expands, they will also expand and enjoy greater profits. Some of the company’s main suppliers are Boeing and Airbus because both companies manufacture airplanes and sell them to the company. Both companies therefore have a big stake in the London-based organization (Werdigier, 2010). Creditors also surface as an important stakeholder for BA because most of them are interested in receiving regular and periodic payments. They need to know that the company can pay its debts on time, so that they can lend the company more money to make more profit. Such stakeholders are more interested in the financial performance of the enterprise (Werdigier, 2010). Therefore, BA’s creditors would be more concerned with the company’s profitability, cash flow, balance sheet and the likes. According to the context of this paper, employees are the main stakeholders for BA. Employees are normally interested in the company’s activities because it provides them with an income and a livelihood. Besides this advantage, workers are interested in the company’s activities because it provides them with fringe benefits and an opportunity for advancing their careers. However, BA has failed to understand the role of its employees in the company’s decision-making process. Consequently, it has failed to include all stakeholders in its decision-making process. Some of the sampled respondents mirror this weakness because some of them feel isolated and vulnerable to managerial excesses. They also feel that most of the company decisions do not reflect employee input. The importance of stakeholder engagement at BA cannot be overemphasized because the management needs to realize that it needs to consider the inputs of everybody that it influences through its decisions (Welch, 2011). Stakeholder engagement may offer the company a good opportunity for aligning its operations with the needs of the employees and the organization. Through this process, the company will also find it easier to improve stakeholder value and improve the company’s long-term sustainability. Welch (2011) says proponents of stakeholder engagement intend to encourage organizations to exploit the opportunities of full stakeholder engagement that is associated with the process. Through this engagement, Welch (2011) says that BA may find it easy to enjoy an employee buy-in. Moreover, such a strategy may improve the motivation of the workers, thereby improving the company’s overall productivity. This way, the company may also improve its services and improve customer satisfaction. In fact, BA has long suffered from the lack of customer satisfaction, which has also significantly eroded its pr ofitability from low sales. The improvement of these organizational functions will also lead to the improvement of the company’s competitive standing. Such a development will be an important addition to the company’s brand because BA continues to face stiff competition in a fiercely competitive aviation sector. At the same time, the company will be introducing new and procedural changes to the company’s operations. Better Communication Based on the analysis of BA’s internal and external environments, there is a clear understanding that the company’s management faces tough choices regarding the maintenance of the company’s long-term sustainability (profitability) and keeping its employees happy. While the company may not have the power to change its external environment (which influence its decision-making process), it needs to do more work to make its employees understand the prevailing market conditions that influence their decisions. For e xample, increased competition is a significant challenge for the company because it threatens its long-term sustainability. The company is helpless to such forces. Similarly, the rising cost of operation is also a significant challenge for the company because it erodes the company’s profitability. Issues like rising fuel costs are equally beyond the company’s control. BA’s management therefore needs to communicate such challenges to the employees, better than it has done in the past. Relatively, the main problem that arises throughout the analysis of this paper is the presence of a closed system of communication between the company and its employees. The communication mainly seems to be a top-down approach, where the company communicates managerial decisions â€Å"down† to the employees, without their participation. While a top-down communication channel may be undesirable for the company, BA’s decision to make the company more efficient by reducin g its workforce is not new to modern-day companies. Indeed, many companies have downsized their workforce without much opposition from workers’ unions. In fact, in the last two decades, most major companies in the world have downsized their workforce (Strain, 2013). For example, HSBC holding (an international banking and financial services) has downsized its workforce without widespread public opposition. The company dismissed more than 5,000 employees, in 2011, and it intends to lay off more workers in the future. Another company that has adopted BA’s downsizing strategy is General Motors (American car automaker). Necessitated by a drop in sales, the company’s management had to dismiss more than 75,000 – 100,000 workers (Strain, 2013). Interestingly the company dismissed the workers between 2008 – 2010 when BA wanted to reduce the workers’ fringe benefits and salaries. Examples of other major companies that have downsized exist. Therefore, compared to BA, other multinational companies have dismissed more workers that BA intends to do. While there is a danger in generalizing the managerial decisions of different companies, across varied industries, the above analysis shows that there is no strange difference in what BA intends to do and what other companies have done. Communication is the only difference that exists for BA and other companies (Powis, 2012). BA needs to adopt an open strategy of communication because the current communication strategy is uncomfortable and unproductive for everyone. While many people may identify different reasons for the ideological differences between the worker’s union and the management, it is important that BA’s managers do not allow past disagreements with the workers to influence its future decisions (Powis, 2012). So far, past animosity between the union and the management seems to overshadow future company operations. The company needs to mitigate this concern by e mbracing an open and clear communication channel with the employees, to build a more productive environment for everyone in the organization (Powis, 2012). Furthermore, the company also needs to demonstrate that it is proactive in solving employee issues. Indeed, as the workers said, the greatest responsibility for solving the company’s problems rest with the management and not the workers, or their unions. References Cole, G. (2003). Strategic Management: Theory and Practice. London: Cengage Learning EMEA. Melville, T. (2011). British Airways Plans to Cut 400 Cabin Crew Jobs. Web. McDonald, H. (2003). A comparison of online and postal data collection methods in marketing research. Marketing Intelligence Planning, 21(2), 85-95. Powis, A. (2012). A journey to award-winning employee engagement. Human  Resource Management International Digest, 20(5), 31 – 34. Smith, J. (2012). Travel Tourism: AS Level for OCR : GCE AS Level Double  Award. London: Heinemann. Strain, M. (2013). Examples of Downsizing in the Business World. Web. Welch, M. (2011). The evolution of the employee engagement concept: communication implications. Corporate Communications: An International  Journal, 16(4), 328 – 346. Werdigier, J. (2010). British Airways Strike Effect Disputed. Web. WSN. (2012). BA Owner Faces Strike Threat Over Job Cuts. Web. This case study on The Staffing Problems at British Airways (BA) was written and submitted by user Perla V. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Logistics of a Career in Logistics

The Logistics of a Career in Logistics Whether you are interested in a career in logistics, or you, like most of us, have no idea what that entails, then read on. Logistics jobs, particularly those in supply chain management, or SCM, work with business or organizational supply- developing and maintaining relationships, making sure materials get where they are going safely and on schedule, cost minimizing, and customer relations. Sound good? Here are 7  things you probably should know.These jobs are growingJobs in logistics are growing at more than twice the average job growth rate. And it’s not the kind of job most grads flock to first. If you don’t mind working behind the scenes, there could be a bright and stable career out there for you, with less competition.Demand is much higher than needBecause these jobs fly under the radar, there is actually a shortage of qualified candidates for the more than one million jobs out there. If you’re qualified, or can become so, this is a guaranteed leg up into a good career.You need educationOf course, you can’t just walk into a logistics job. You will need some level of education. Approximately 70% of logistics employers advertising jobs last year strongly preferred a bachelor’s degree. An associate degree might get your foot in the door, but to be really competitive, you should go for the gold. Plus, it will show your motivation and tenacity- both qualities that are extremely highly valued in a field that requires nuance and comfort negotiating complexity.Don’t just assume you’ll have an officeLogisticians have an enormous amount of information and tasks to manage, so you’ll want to be sure to ask potential employers where you’ll be spending the bulk of your work day- whether at a factory setting, a delivery or pick-up center, or a traditional office. As these settings vary from job to job, it’s best not to assume.The pressure is highJust because it’s under the radar, doesnâ€℠¢t mean the stakes aren’t high. So many parts of the SCM operation will depend on you. And since most kerfluffles happen on the logistics side, it’s up to you to keep things running smoothly under fire.You need to see the forestSimply knowing about your job won’t be enough. A good logistician will have comprehensive knowledge of the workings of the whole SCM system. This will help you keep things running smoothly.It’s highly rankedAccording to Us News World Report, Logistics jobs are 26th on their list of best jobs overall, and also 6th on their â€Å"Best Business Jobs† list. Expect good pay and prospects, and manageable stress.Hopefully it all seems a little less complicated to you now. If this sounds good for you and you can handle a bit of pressure, then consider getting yourself a degree in SCM management. Or just a good BA and an entry-level in-demand job- you’ll be well on your way to a solid career in Logistics.

Significant Events About The Colony of New York

Significant Events About The Colony of New York New York was originally part of New Netherland. This Dutch colony had been founded after the area had first been explored by Henry Hudson in 1609. He had sailed up the Hudson River. By the following year, the Dutch began trading with the Native Americans. They created Fort Orange located at present-day Albany, New York, to take increase profit and take the greater part of this lucrative fur trade with the Iroquois Indians.​ Between 1611 and 1614, further explorations were explored and mapped in the New World. The resulting map was given the name, New Netherland. New Amsterdam was formed from the core of Manhattan which had been purchased from the Native Americans by Peter Minuit for trinkets. This soon became the capital of New Netherland. Motivation for Founding In August 1664, New Amsterdam was threatened with the arrival of four English warships. Their goal was to take over the town. However, New Amsterdam was known for its heterogeneous population and many of its inhabitants were not even Dutch. The English made them a promise to let them keep their commercial rights. Due to this, they surrendered the town without a fight. The English government renamed the town, New York, after James, Duke of York. He was given control of the colony of New Netherland. New York and the American Revolution New York did not sign the Declaration of Independence until July 9, 1776, as they were waiting for approval from their colony. However, when George Washington read the Declaration of Independence in front of City Hall in New York City where he was leading his troops, a riot occurred. The Statue of George III was ripped down. However, the British took control of the city with the arrival of General Howe and his forces in September 1776. New York was one of the three colonies that saw the most fighting during the War. In fact, the Battles of Fort Ticonderoga on May 10, 1775, and the Battle of Saratoga on October 7, 1777, were both fought in New York. New York served as the major base of operations for the British for most of the war. The war finally ended in 1782 after the British defeat at the Battle of Yorktown. However, the war did not end formally until the signing of the Treaty of Paris on September 3, 1783. The British troops finally left New York City on November 25, 1783. Significant Events The Albany Congress occurred at Albany, New York in 1754 to help unite the colonies for defense against the Iroquois Confederacy.The Federalist Papers were published in New York newspapers to sway voters to accept the new constitution.New York was the eleventh state to ratify the Constitution.

Supply Chain Management Essay Example | Topics and Well Written Essays - 2500 words

Supply Chain Management - Essay Example The countries include our United Kingdom fast food market segment. Pringles’ food product name came from street of the same name, Pringles Street. Pringles Potato Chips products are included in the global marketing firm’s top selling products. The international firm is Proctor & Gamble, International. The Pringles potato chips products include the Fat-Free version, Hot and Spicy version, Salt & Vinegar version and the Sour Cream & Onion version (Smith, 2006). The supply chain activities of some ingredients can be done by buying two or more ingredients from one Pringles Potato Chips supplier. For example, the Pringles Potato Chips Company’s head office can purchase all ingredients from one grocery store. One possible grocery store alternative is Tesco Plc. Tesco Plc is the largest grocery chain in United Kingdom. The company is a multinational entity. The company headquarters is in Cheshunt, United Kingdom. The company ranks 3rd in the global grocery market segmen t. The grocery chain ranks behind world’s two top grocery chains. The two top grocery chains are Walmart and Carrefour. As a global leader in the grocery market segment, Tesco Plc is a good alternative for the Pringles Potato Chips Company’s ingredient purchase requirements. Tesco Plc has several grocery chain outlets in Asia, Europe, and United States (www.tesco.com). If Tesco Plc fails in terms of product delivery service, the company can shift to buying the processed Pringles Potato Chips ingredients.

Monotheism Assignment Example | Topics and Well Written Essays - 500 words

Monotheism - Assignment Example D., â€Å"On Religion†). God, in Christian thought is conventionally described as a being that possesses omniscience, omnibenevolence and omnipotence. In other words, God knows everything, is perfectly good and has the power to do everything. Monotheism is the view that only one God exists such as Christianity, Judaism and Islam. On the other hand, Polytheism is the conviction in and worship of more than one God (dess). For example, there can be as few as two such as Zorozstian or an inestimably large amount, for example, in Hinduism. They all accept the fact that various Gods exist, however they differ in their responses to that God (Philip A. Pecorino, â€Å"Philosophy of Religion†). Religion dissimilarities are initiated in food, dress and family rituals as well as beliefs. These beliefs and practices may be personal and private; however they cannot be divorced from questions regarding morality and truth. Considering that one’s faith is accurate and behaving in ways that reflect this belief may be dissimilar in the presence of diversity than in its absence. In present day, people’s public discourse in regards to religion has turned out to be a society of schizophrenics. They normally say that they respect irrespective of their allegiance towards different Gods. However, religious hate crimes tend to occur along with misunderstanding amid people of different religions. Thus, there exist outbreaks of religious spirituality and chauvinism (Wuthnow, R., â€Å"America and the Challenges of Religious Diversity†).

Cheesy Wheezy Essay Example for Free

Cheesy Wheezy Essay Starting as a small retail store in New Glarus, Wisconsin, the Cheezy Wheezy firm had slowly grown into a chain of nine retail shops located in southern Wisconsin and northern Illinois. In recent years, nearly all its competitors had begun issuing catalogs, widely distributed in late October, advertising gift packages of cheeses, jams, jellies, and other fancy food items. Henry Wilson, son of the firm’s founder, had convinced his father that Cheezy Wheezy should also issue a catalog. It was then March, and the last snows were melting. Henry Wilson had called his third staff meeting in as many weeks to discuss the catalog project. Present were Henry (whose title was vice president); Susan Moore, the sales manager; Jeff Bell, the inventory manager; and Robert Walker, the traffic manager. Also present was Robert Caldwell, from a Milwaukee-based ad agency that was handling many aspects of the catalog project. Moore and Caldwell had just finished describing the catalog’s tentative design and the allocation of catalog pages to various product lines. Caldwell then said, â€Å"We are to the point where we must design the order form, which will be stapled inside the center pages. It will be a single 8 1/2-by-11-inch sheet. The customer will remove it from the catalog, complete it, fold it into the envelope shape, lick the gummed lines, and mail it in. The order form will be on one side of the sheet. On the other will be the instructions for folding and Cheezy Wheezy’s mailing address in New Glarus; the remainder of the space will be ads for some impulse items. Right now we’re thinking of a Santa Claus–shaped figure molded out of cheese. â€Å"Enough of that,† said Wilson, â€Å"this group isn’t here to discuss Santa dolls. We’re here to design the order form. We may also have to talk a little about selling terms. Susan? † Responding to her cue, Moore said, â€Å"Our biggest problem is how to handle the transportation and shipping costs. We’ve studied all our competitors’ catalogs. Some absorb the costs into the product’s price, some charge by weight of the order, some charge by money value of order, and some ship COD. † â€Å"How important are shipping costs, Susan? † asked Bell. â€Å"Plenty,† was her response. They run $2 to $3 for a 1- or 2-pound package. If you take a pound of cheese that we sell in our retail stores for $2, here are our costs if it goes by catalog: cost of goods, $1; order management, 50 cents; overhead, including inventory carrying costs, 50 cents; packaging for shipment, 50 cents; and transportation costs to any point in the United States ranging between $1. 75 and $3. 20. If, however, we’re dealing with bigger shipments, the relative costs vary. †  "I’m not following you,† said Wilson. â€Å"It’s like this,† responded Moore. The wholesale cost of cheese to us is the same per pound, no matter how much is sold. Order-processing costs are approximately the same for each order we’ll be receiving by mail. Overhead and inventory carrying costs are always present but may be allocated in a variety of ways. Packaging costs are also about the same per order. They go up only a few cents as we move to larger cartons. Transportation costs are hard to describe because of their tapers. Right now our whole catalog project is bogged down with the problem of transportation cost tapers. † â€Å"Tapers? † said Wilson, turning to Walker. You’ve never told me about tapers before. It sounds like some kind of animal. † â€Å"That’s tapir, t-a-p-i-r,† said Walker. â€Å"We’re talking about tapers, t-a-p-e-r-s. † â€Å"Oh,† said Wilson. â€Å"What are they? † â€Å"When one ships small packages of cheese,† said Walker, â€Å"rates are based on two factors, the weight being shipped and the distance. As weight or distance increases or both—the rates go up but not as quickly. This is called the tapering principle. To ship 2 pounds of cheese from New Glarus to St. Louis costs $2. 40; 3 pounds cost $3. 30; 5 pounds cost $4. 60; and so on. One hundred pounds—no, 50 pounds is a better example because some of the parcel services we’ll be using won’t take 100 pounds—50 pounds would cost $21. There’s also a distance taper. The 2-pound shipment that costs $2. 40 to St. Louis is $3. 40 to Denver and $4. 15 to Los Angeles. † â€Å"Can’t we use the average transportation costs? † asked Bell. â€Å"That’s what we do with inventory carrying costs. † â€Å"Won’t work,† said Caldwell. â€Å"You’ll be overpriced for small, short-distance shipments and will lose sales. For heavy long shipments, you’ll be underpriced and will make so many sales that you might soon go belly up. Wilson shuddered and inquired, â€Å"Does that mean we charge by weight and by distance? † Moore answered, â€Å"It’s not that easy. In the cheese business, people buy by the pound, but shipping weights—which include packaging—are actua lly more. A customer who orders 3 pounds of cheese is in fact receiving 3 pounds of cheese plus 6 ounces of packaging materials. I wish we could sell a pound of cheese that consisted of 14 ounces of cheese and 2 ounces of packing material, but that would be illegal at worst, and of questionable ethics, at best. † â€Å"We have the same problems with distance,† added Walker. We’re trying to sell in 50 states, but who knows how far they are from New Glarus? We could have tables and maps in the catalog, but they take up valuable selling space. Also, if it looks too complex, we may just turn off some potential customers before they complete their orders. † â€Å"Some of our clients have another problem,† added Caldwell, â€Å"and that is split orders. The customer will want 10 pounds of cheese, but it will be five 2-pound packages sent to five different locations. That has an impact on both packaging and transportation costs. † â€Å"So, what do we do? â₠¬  asked Wilson.

When a Health Professional takes Advantage of a Patient Essay -- Explo

Picture yourself in this situation: A family member, extremely mentally troubled, has been seeing a psychologist for eight years. Over the course of this long therapy, you, as an interacting observer, see this relative’s mental and physical health deteriorate at an unsteady yet often exponentially quick rate. Between times of displayed complacency and calmness, you see climactic emotional outbursts that are always, though unbelievable to you at the time, outdone and outmatched by the next. You see this person controlled by not only anger but hate—hatred toward other family members; hatred that has burned like a wild fire for decades, always growing and with little hope of extinguishing; hatred that sometimes gets so out of hand that it will often attack even those most loved. You see this family member become increasingly fragile physically: not eating well or enough; not sleeping at all, and only a little after taking sleeping pills so strong they’d knock out a horse; skin so pale and weak against a bony skeleton that at times you find yourself looking directly into the face of a ghost. You hear implied threats of suicide often enough, but not too often, so that you don’t know what to make of them, whether they are true cries for help or a whole new method or angle of verbal manipulation. You see all this over time, all while this close relative of yours has been in therapy with the same psychologist for at least three hours per week, every week, for eight years. What you don’t see is improvement. Though you can only speculate what issues and goals are being addressed in this relative’s therapy, you don’t see resolution on any one issue. You don’t see a forward progression since the first issues addressed eight years ago... ...Dept. of Consumer Affairs. Everstine, Louis, and Diane Sullivan Everstine, eds. Psychotherapy and the Law. Orlando: Grune & Stratton, 1986. Filing a Complaint with the Board of Psychology. Pamphlet. Sacramento: Dept. of Consumer Affairs. Finkel, Norman J. Therapy and Ethics: The Courtship of Law and Psychology. New York: Grune & Stratton, 1980. Gorlin, Rena A., ed. Codes of Professional Responsibility. 3rd ed. Washington, DC: The Bureau of National Affairs, Inc., 1994. Keith-Spiegel, Patricia, and Gerald P. Koocher. Ethics in Psychology: Professional Standards and Cases. New York: Random House, 1985. Perschbacher, Debbie. Personal Interview. 4 Mar. 1999. Rodolfa, Emil. Personal Interview. 3 Mar. 1999. Schutz, Benjamin M. Legal Liability in Psychotherapy: A Practitioner’s Guide to Risk Management. San Francisco: Jossey-Bass Pub., 1982.

The Art of Motivating Salespeople

In the workplace, there are many factors that go into motivating salespeople. What interests some, might not interest others. It is vital for an employer to identify with its employees needs and wants and what is important to them in order to effectively motivate their employers and run their company the best way possible. In an article titled â€Å"The Art of Motivating Salespeople† by speaker and author John Boe, he gives the reader his own personal insights on how to effectively motivate a salesforce.The article states that, â€Å"Traditionally, sales managers have relied primarily on commission to motivate their sales force. Unfortunately, a compensation structure based solely on commission does not address separate motivational factors and therefore, commission alone will not motivate your sales force to peak performance. † As discussed in class, there are other factors more important to employees rather then solely commission and money. Feeling accepted by fellow employees or appreciated by the person you are working for are far more important to people than receiving an extra bonus.The article states, â€Å"While money is certainly an important ingredient in any incentive program, it should by no means be the only tool in a managers motivational toolbox. † Once an employer realizes this, they will be able to better communicate with their salespeople and reward them in ways that are both efficient and effective for their company. By discovering employees’ needs, they will be able to develop a program that will motivate their sales people and potentially reach the company’s highest goals.Difficulty lies in motivating sales people due to feelings of isolation and detachment, people working on their own, and frustrations. When developing motivational programs, managers must be able to identify with salespeople's needs. The theory that exists that relates to these needs is Maslow’s Hierarchy of Needs Theory. He propos ed five levels of needs that every individual seeks to satisfy. The theory explains how a person will not worry about filling other needs until the one before it has been filled. The first level and most basic is Physiological Needs.These needs include necessary food, water, shelter, clothing, and health care or good benefits package. The next level is considered Safety Needs which consist of job security, income security, and safe working conditions. Once a person feels this sense of security, they will then go on to fill their Social Needs. For most people, it is very important to feel accepted and have a sense of belonging. In the workplace, one may feel the need to have support and group encouragement. The fourth level of Esteem Needs involves a person having the need to feel recognized.It is important to a person to be given credit when it is deserved and feel appreciated for their hard work. The final level of needs is called Self Actualization. This involves a person wanting to improve and learn new things. It is simply a self development challenge of expanding one's horizons. To fulfill this need, a person may become involved in special projects, participate in advanced training, or take on more responsibilities in the office. Basically, Maslow's Hierarchy of Needs helps us to understand the needs of people in the workplace.Finding an effective combination of motivators may be easier if a sales executive understands some of the behavioral factors that affect sales force motivation. The article tells us that â€Å"a successful incentive program is a mixture of awards, recognition, and peer pressure. To encourage sales people to reach their full potential, successful managers personalize incentives. † Mentioned in the article and in class discussion is finding a person’s â€Å"hot buttons†. This term is way of saying what one can do or say to impress another and get them to be intrigued.Salespeople will perform better and put forth g reater effort when the rewards are worth their hard work. Ways to keep interest during an incentive program include publishing standings frequently to show progress and acknowledge achievement during the process. For company rewards and incentives to have an impact on motivation, salespeople must value these rewards†¦ and they must feel that the rewards are worth the effort. A program that involves the reward something as simple as being recognized, such as an â€Å"Employee of the Month Parking Space† is a great way to motivate employees to work hard and bring the company success.The reward is well worth the salesperson’s effort and this gives the them to incentive to do whatever they have to do to reach their ultimate goal. The article reminds us that â€Å"a well structured incentive program pays for itself from increased revenue. † In essence, identifying a salespersons needs and the rewards they value for their hard work is very important in motivating salespeople. Although motivation can be difficult at times, developing incentive programs that are created specifically for a company’s employees are ultimately efficient and effective ways to reach success.

Jason Aldean Night Train Essay

Jason Aldean is an American country music singer who since 2005, has recorded for Broken Bow Records. In his years as an artist he has released five albums and sixteen singles. His 2010 album My Kinda Party is certified double platinum by the Recording Industry Association of America (RIAA). His 2005 self-titled debut, 2007 album Relentless and 2009 album Wide Open are all certified platinum. Of his singles, eight have reached the number one position on the Hot Country Songs charts: â€Å"Why†, â€Å"She’s Country†, â€Å"Big Green Tractor†, â€Å"The Truth†, â€Å"Don’t You Wanna Stay† (a duet with Kelly Clarkson), â€Å"Dirt Road Anthem†, â€Å"Fly Over States†, and â€Å"Take a Little Ride†. Seven more have reached top ten on the same chart. Aldean’s latest album titled Night Train debuted at number one on the Billboard 200 charts and number two for the year. Shortly before the release of the album Billboard writer/ reviewer Ray Waddell did a detailed track-by-track review of the album. In this he talked about how originality, pace, musical skill, lyrics, overall impact and production played a part in each of the songs. Overall his review of the album Night Train and Jason Aldean as an artist was very detailed and applauded Aldean on his new album. Before Ray Waddell the reviewer of Jason Aldean’s Night Train album does a track-by-track review he does an overall review and quotes from both Aldean and his producer Michael Knock about the album. In this overall review Waddell talks about the type of music that the album has the instruments used and what as a whole the album has to offer the listeners and fans. The part that stands out most from the Billboard review and that really shines a light on Waddell’s feelings of the album is when Waddell says that â€Å"In the end, the two ended up with a record that stays true to Aldean’s sound and still manages to move that sound forward sonically, vocally and lyrically.† (Waddell) This shows that not only what Jason wanted and tried to get out of and across with this album but also what the producer wanted from this album came true. Both men and the many men and women that they work with put in many hard long hours and in the end it paid off. From Waddell’s review fans can read that Jason Aldean has put out another successful album that is moving into the future in all aspects but is what the fans have grown to love and expect. The first seven tracks on the Night Train album are â€Å"This Nothin’ Town†, â€Å"When She Says Baby†, â€Å"Feel That Again†, â€Å"Wheels Rollin’†, â€Å"Talk†, â€Å"The Only Way I Know†, and â€Å"Take A Little Ride†. Each of these tracks bring something new to the stage but they also contain bits and pieces of the old and the things that work. In the first track â€Å"This Nothin’ Town† review Waddell points out that in the song Jason says â€Å"There’s something to be said when you hear a song for the first time, those visions pop into your head, and you can see it. This is one of those songs† (Aldean) Each of these songs has something special about it and in the review Weddell points out the strong points of each song. Some of the comments that he had about these songs included â€Å"Despite the ringing guitars and an arena-rock sound, this ones harkens back to ’70s rock bands like Kansas or Journey, blended in with a prominent vocal by Aldean and a strong sense of melody, and A great intro leads to a power ballad that sequences perfectly on the record. Add a blistering guitar solo and Aldean’s ownership of the vocal and this one sounds like a hit.† (Weddell) These along with the many others show that this album is really something special and not just another country music album. Weddell looks at every aspect of a song and critiques each of those aspects individually and all together so for this album to have done so well it is really an accomplishment on the part of Aldean and his production crew and band. The last eight tracks of the album are â€Å"I Don’t Do Lonely Well†, â€Å"Night Train†, â€Å"1994†, â€Å"Staring at the Sun†, â€Å"Drink One for Me†, â€Å"Black Tears†, â€Å"Walking Away†, and â€Å"Water Tower†. Just like the first seven Weddell gives high marks for these tracks. He talks about what each track contains both vocal and instrumental wise but also talks to and about Aldean about his reaction to these tracks and the process that he went through when creating them. Some of the many positive review points include â€Å" One of the album’s standout tracks, this funky hick-hop blockbuster is a tribute to Joe Diffie and the ’90s, and The albums most notable ballad and powerful vocal, with the great line, â€Å"She gets under your skin like a tattoo,† a wah-wah guitar solo, and nostalgic feel.† (Waddell) In the last eight tracks are some of the most notable and powerful songs and Waddell points this out to further signify that this album and its tracks are good and have put together work for Aldean and the country music industry. Some may say that this was just another typical Jason Aldean album and that he is just wasting time recording other people’s songs. It is through this review anyone can see that although he may not write the song he makes it his own through the way that he sings performs and records the song. It is apparent that each of the songs means something to him. Included in this review Aldean says that â€Å"Night Train’ was a perfect example of just how far things have come the last few years, going from a bus pulling a trailer to now like a freight train with bus and tractor trailers. The title, more than the song, sums up where we’re at right now.†(Aldean) This is what make the album good and what proves that the review is positive and effective. It does not matter what everyone out there thinks it is what the fans and supporters think. Night Train is an effective album both in that it has true meaning and influence but also in that it effectively show that Jaso n Aldean along with country music are moving forward in all aspects of the music.

Zoology Lab Report Essays

Zoology Lab Report Essays Zoology Lab Report Paper Zoology Lab Report Paper Materials and Methods: Experiment #1: Before we did anything we punched fifteen discs out of the filter paper. Once we had our discs we then got our catalane, potato juice. We put it into small containers with lids with labels on them that read 100%, 80%, 60%, 40%, 20% and 0%. Each container contained water and potato juice. In the 100% it contained ml of catalane and Mol of water. In the 80% it contained ml of catalane and ml of water. In the 60% it contained ml of catalane and ml of water. In the 40% it contained ml of catalane and ml of water. In the it contained ml of catalane and ml of water. Lastly, in the 0% it contained ml of catalane and ml of water. Once we had our catalane ready we poured hydrogen peroxide in a graduated cylinder to the top. We got our timer ready and then we began our experiment. First we did the 0% catalane. We grabbed the edge of one of the filter paper discs and dipped it into the 0% catalane and then dropped it into the graduated cylinder containing the hydrogen peroxide. For the 0% catalane you had to wait three minutes because the disc would not go to the top. We then moved on the do the 20% catalane. We dipped the filter paper disc into the catalane and then blotted it so there was no dripping of the catalane. We then roped it into the hydrogen peroxide and timed it until it reached the top of the graduated cylinder. We repeated this step three times for each of the catalysts. Once we had the times of all three trials you then calculated the average time. Once you had the average time you divided the distance in millimeters by the average time and that is what gave you your reaction rate. Experiment #2: First, before you do anything, you had to heat up the hydrogen peroxide to 80*C. You then used the same labeled containers with the catalane in it from experiment one. For our experiment we did our first trial at 70*C because our hydrogen peroxide dropped 10* before we could perform the experiment. First we dipped our filter disc into the 100% catalane and blotted it until there was no excess catalane on the disc and then we dropped it in the peroxide at 70*C. We timed how long it took to come up, but because the temperature is so hot you are just going to have to wait the three minutes again because it will not float up to the top. We then cooled our hydrogen peroxide down in the tub of ice to 50*C and dipped our filter paper disc into the 100% catalane, blotted it, and then dropped it into the hydrogen peroxide. We timed how long it took to reach the top as well. We then repeated this step for 40*C, 30*C and 20*C. Once we recorded the time and the distance for each one you then calculated the reaction time by dividing the time by the distance. IV. Results: % Catalane Time 3-friars (Sec. ) Average Time (Sec. ) Distance (mm) Reaction Rate (mm/sec) 100 47 As ass 45. As 44. As mm 2. Mm/s 80 56. S 48. Is ass 52. AS 2. Mm/s 60 ass 59. 75 ASS 56. AS 2. Mm/s ASS sass 104. As 98. AS 1. Mm/s 20 97. As 128. 85 SASS 110. As 1. Mm/s SASS sass Mom Mom/s Graph By the graph shown above the results we obtained from experiment one tell us hat the more enzyme concentration that is present the faster the reaction rate will be. This graph also supports my hypothesis because my hypothesis stated that I think the reaction would happ en faster, and in fact it did happen at a faster rate. Experiment 2: Data Table Temperature (*C) Time (sec) Reaction Rate (ms) 70*C 50*C 90. S mm 1. Mm/s 40*C 42. As 30*C 61. As 1. Mm/s 20*C 127. As 0. Mm/s Based on the graph above I can conclude from this experiment that the effect of temperature on the reaction rate is that the longer it takes the disc to rise causes a lower reaction because the enzyme proteins begin to denature. The graph above also showed some support for my hypothesis. I predicted that the filter discs would float sooner in a warmer substrate but once I looked at my graph above the reaction rate did get faster but when the temperature went up the filter discs didnt float at all. V. Discussion: The results for my experiment #1 supported my hypothesis. My hypothesis stated I think that the filter paper discs would float sooner when you add more enzymes, and when I plotted my line graph of my data it showed me that over time the reaction rate sped up when there were more enzymes present. The ERM 100% enzyme is relative only to the amount of enzyme our professor mixed, meaning that the enzyme concentration could have been a lot higher. I think that the trend of the graph would continue if the enzyme samples got even more concentrated than the ones in this lab because the graph showed us with more enzymes present the faster the reaction will be. If you were to set up a lab to test the effect of varying substrate concentration the student would first have to punch out the three holes of filter disc paper, just like we did, and put the hydrogen peroxide in a graduated cylinder. The student would then have to first oak the filter paper in the catalane until the filter paper was completely covered, then blot it on a paper towel to make sure there isnt any excess catalane. Then place the filter paper into the hydrogen peroxide and time how long it takes to reach the top of the cylinder. Once done calculate your reaction rate then repeat two more times for a more accurate reading. The results for my experiment #2 showed some support for my hypothesis. I predicted that the filter discs would float sooner in the warmer substrate, but when I plotted my graph it showed me that yes, when I heated up the substrate he reaction rate did get faster, but when the temperature got too hot the filter discs did not float at all. They did not float at all because if the enzymes are heated up to much it causes the enzymes bonds to break which would not allow them to bond to the substrate, causing the discs not to float. If you mixed up the enzyme solution and the substrate solution will cause the discs not to float because mixing them takes heat and energy away causing the reaction rate to go down. Also if you let an enzyme boil the heat breaks down the bonds that make up the enzyme and it loses its shape, which leads it to not being allowed to bond o the substrate.

Aversive Racism and Inequality in Health Care

Running Heading: Aversive Racism and Inequality in Health Care Aversive Racism and Inequality in Health Care: Kenisha Wilkerson Walden University Socioeconomic conditions of persons and the places where they live and work do strongly influence their health. In the United States, as elsewhere, the risk for mortality, morbidity, unhealthy behaviors, reduced access to health care and poor quality of care increases with decreasing socioeconomic circumstances (CDC Health Disparities and Inequalities Report, 2011). Bias in the health care situation is most often indirect and universal (Halwani, 2011). Indirect discrimination occurs when exactly the same services are provided to everybody, but when cultural, religious, linguistic or other reasons it is not possible for members of one or more black and minority ethnic groups to benefit equally from them (Halwani, 2011) . Yet, when African Americans, Native Americans, Asian Americans, and Latinos are compared to European Americans, these minority groups have higher rate of chronic diseases, higher mortality, and poorer health outcomes which is documented due to health disparities. While, aversive racism is caused by clever bias and ignorance rather than any malicious feelings towards minorities. Persons who often interact with minorities as equals (ei. coworkers, friends) rather than on a different level (employee/employer) will find themselves less likely to have hidden prejudices (Cannon, 2011). However, there are methods that can be used for reducing such racism for some but for others; simply understanding that aversive racism exists can help. In conclusion being in the know about racial or ethnic inequality in health care and aversive racism can help eliminate problems. Raising public and provider awareness of racial/ethnic disparities in care, expanding health insurance coverage (Obama Care), improving the capacity and number of providers in underserved communities, increasing the knowledge base on causes and interventions to reduce disparities, examining your own behavior, and techniques aimed at its roots at both the individual and collective levels. Bibliography

Drug addiction Research Paper Example | Topics and Well Written Essays - 1500 words

Drug addiction - Research Paper Example Drug addiction has negative consequences to both individuals and society. One of the main consequences is the increased burden to the community and individuals (Conrad & Anggard, 1977). Moreover, drug abuse affects the health status of the individual and other forms of their social life. This paper seeks to focus on drug addiction. Drug Addiction Drug addiction is a persisting problem and affects the brains resulting into compulsive drug seeking and use even when there are negative outcomes to the individual and society (NIDA, 2011). Initially, individual take the drug for casual, recreation, leisure, or entertainment. However, continuous use of the drug affects the brain in a way that the affected individual is unable to overcome the temptation of taking more drugs. Treatment is available for this condition. Most of the treatments are behavior oriented coupled with appropriate recommendations. Most of the treatment focuses on changing the social behavior of the individual involved. This means drug addiction can be managed successful reducing further damage to the individual involved. The management of drug addiction is similar to those of other chronic diseases (Conrad & Anggard, 1977. This means such care requires more attention and absolute obedience to the individuals undergoing such form of therapy. Effects of Drugs to the Brain The problem of drug addiction starts from the brain. Drugs contain chemicals that affect the brain communication system and configure the nerve cells (NIDA, 2011). This happens in two ways. They mimic the brain natural messengers and overstimulation of brain functioning system (NIDA, 2011). Some drugs have similar components as the chemical messengers found in the body. These chemical messengers are known as the neurotransmitters. Such drugs include cannabis and heroine. These drugs configure the brain receptors and stimulate the nerve cells to send abnormal messages (NIDA, 2011). Other drug causes abnormal production of chemical messengers in the brain. An example of such drug is cocaine. They prevent the normal recycling of the brain chemicals that are supposed to stop connections between neurons (NIDA, 2011). This disfigures dopamine that is responsible for controlling movement, emotion, motivation, and feelings of pleasure (NIDA, 2011). This leads to ecstatic events in response t o psychoactive drugs. Consequently, such individuals are accustomed to repeating the beneficial behavior of abusing drugs. Those that abuse such drugs are unable to enjoy the drugs and other events in life. Consequently, this decrease in satisfaction forces leads to more use of drug in order to maintain the function of dopamine to normality (NIDA, 2011). This means high amount of drug is required to maintain normalcy. In addition, other changes occur in the brain due to continued abuse of drugs. Such change affects the glutamate. The neurotransmitter affects the system functionality and the ability to learn (NIDA, 2011). When the normal amount of the neurotransmitter is affected by drug abuse, the brain tries to bring normalcy, and this may reduce the cognitive function (NIDA, 2011). This defect has been shown to affect brain processes such as learning and memory (NIDA, 2011). These challenges make the abusers seek out and continually use drugs even when there are widespread