Tuesday, August 20, 2019
Outbreak of the Marburg Virus :: History Journal Medical Essays
Report from Uige Province I have now been working in Angola as a medical relief agent for three months. It is only recently that people have started talking about a possible outbreak of the Marburg virus here in the Uige Province in Northern Angola. We fear the worst as this disease, a deadly but rare hemorrhagic fever related to the Ebola virus, has many similar symptoms to other infectious diseases such as Malaria or typhoid fever making it difficult to diagnose. After incubating for five to twenty-one days, the disease comes on swiftly with symptoms such as fever, chills, muscular tenderness and headache.1 The fifth day of infection is marked by the appearance of discolored spots and raised bumps around the chest, stomach and back area. Other symptoms at this stage include vomiting, chest pains, nausea, and diarrhea.2 These symptoms quickly become more severe resulting in jaundice, severe weight loss, inflammation of the pancreas, shock, liver failure, and multi-organ dysfunction3. Typically lasting 3-9 days, if a person does survive this period, the recovery process is prolonged, oftentimes marked with recurrent hepatitis, inflammation of the spinal cord, eyes, and parotid gland, transverse myelitis, and orchitis.4 This is worrisome, as in the region where I am currently working there is little room in the local hospital and very limited funds. If the outbreak grows it can only cause more fatalities due to our lack of resources. As of now, only sporadic cases have been reported since the last Marburg virus outbreak in Druba, in the Democratic Republic of Congo in 19985. We can only hope for limited spread of infection, as there is no cure or vaccine for this deadly virus. December 17th, 2004 As of now, there have been 34 reported cases of what might be the Marburg virus and 34 deaths thus resulting in a 100% fatality rating. Currently the outbreak here in Angola is the worst epidemic of any kind of hemorrhagic fever and is continuing to infect as the number of cases increases around 3% each day.6 Fortunately WHO, the World Health Organization, has sent operatives to investigate if, in fact, the virus that is spreading is the Marburg virus and not another hemorrhagic virus. The whole staff at the hospital is becoming nervous, as we are particularly vulnerable to infection.
Monday, August 19, 2019
Miguel de Cervantes y Sigmund Freud :: Spanish Essays
â€Å"Teorà a Freudiano ofrece lo à ºnico modelo de leer que puede afirmar a causar un texto a hablar mà ¡s que sabe.†                                   --Peter Hulme La historia del psicoanà ¡lisis es muy compleja y llena de preguntas y controversia, y nadie està ¡ completamente seguro quien es el fundador principal porque muchas de las ideas llegaron al mismo tiempo. Sigmund Freud recibe mucho del crà ©dito por el comienzo y la implementacià ³n del psicoanà ¡lisis, pero siempre hay la posibilidad que sus ideas llegaron de un origen que no era completamente suyo. Considerando esto, muchas de las ideas que expresa Freud està ¡n evidentes en la literatura que llegà ³ antes de su fama. Las dos partes de Don Quijote, por ejemplo, fueron realizadas en 1614, mà ¡s de doscientos aà ±os antes del nacimiento de Freud. Entonces, hay una posibilidad de que Cervantes contribuyà ³ a unas de las teorà as y pensamientos de Freud.      Sabemos por seguro que Freud leyà ³ el Don Quijote de Cervantes y que lo le fascinà ³. Hay algunas partes distintas de la historia a cuales se puede relacionar los ensayos de Freud. Aquà centrarà © en unas de sus teorà as mà ¡s conocidas, y estas son: el inconsciente (incluyendo los sueà ±os) y la sublimacià ³n. Estos tres temas, aunque està ¡n presentados separados, tienen muchà simo en comà ºn. A causa de eso, a veces la discusià ³n parecerà ¡ un poquito mezclado. â€Å"Hay mà ¡s personas que creen en los milagros de la Virgen Bendecida que creen en la existencia del inconsciente.†                                        --Sigmund Freud      El inconsciente (o el subconsciente) refiere al aspecto o aspectos de la mente sobre que no estamos directamente conscientes . Por la mayorà a, la parte mà ¡s importante del inconsciente es los sueà ±os. Siempre estamos fascinados con nuestros sueà ±os y queremos saber lo que significan. Los sueà ±os no incluyen solo lo que pasa cuando dormimos, pero tambià ©n los pensamientos durante el dà a que nos separan de nuestro ambiente o, a algunas personas, nuestras confusiones entre lo real y lo imaginario.      La à ºltima interpretacià ³n es lo mà ¡s obvia cuando consideramos las aventuras de Don Quijote. Parece que à ©l nunca para de confundirse de lo real y lo imaginario. Cada de sus aventuras contiene un aspecto casi loco: molinos de viento como gigantes, rebaà ±os de ovejas como ejà ©rcitos, y los galeotes como caballeros oprimidos. Sin embargo, todavà a hay una referencia grandà simo en Don Quijote a los sueà ±os. â€Å"Los sueà ±os mà ¡s profundos son los que parecen mà ¡s locos†                                        --Sigmund Freud Durante la segunda parte de la historia, Don Quijote viaje a la Cueva de Montesinos.
Sunday, August 18, 2019
Custom Written Term Papers: Othello’s Feminine Perspective
Othello’s Feminine Perspective     The audience finds in Othello, Shakespeare’s tragic drama, the feminine perspective on life in general and on various aspects of life. These feminine perspectives from the three lady-characters are not consistent and uniform among the ladies. Let’s consider them in this paper.  Alvin Kernan’s â€Å"Othello: an Introduction†explains the protagonist’s delayed conversion to the feminine perspective:  His willingness to speak of what he has done – in contrast to Iago’s sullen silence – is a willingness to recognize the meaning of Desdemona’s faith and chastity, to acknowledge that innocence and love do exist, and that therefore The City can stand, though his life is required to validate the truth and justice on which it is built. (81)  At the outset of the play only the male perspective is given: Iago persuades the rejected suitor of Desdemona, Roderigo, to accompany him to the home of Brabantio, Desdemona’s father, in the middle of the night. Once there the two awaken the senator with loud shouts about his daughter’s elopement with Othello. In response to the noise and Iago’s vulgar descriptions of Desdemona’s involvement with the general, Brabantio arises from bed. With Roderigo’s help, he gathers a search party to go and find Desdemona and bring her home. The father’s attitude is that life without his Desdemona will be much worse than before:  It is too true an evil: gone she is;     And what's to come of my despised time     Is nought but bitterness. (1.1)  Brabantio is the old father, and he hates to lose the comforting services of his Desdemona. The daughter’s husband Othello expresses his sentiments to Iago regarding his relationship... ...llo: A Tragedy of Beauty and Fortune.†Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Reprint from â€Å"The Noble Moor.†British Academy Lectures, no. 9, 1955.  Heilman, Robert B. â€Å"Wit and Witchcraft: an Approach to Othello.†Shakespeare: Modern Essays in Criticism. Ed. Leonard F. Dean. Rev. Ed. Rpt. from The Sewanee Review, LXIV, 1 (Winter 1956), 1-4, 8-10; and Arizona Quarterly (Spring 1956), pp.5-16.  Kernan, Alvin. â€Å"Othello: and Introduction.†Shakespeare: The Tragedies. Ed. Alfred Harbage. Englewood Cliffs, NJ: Prentice-Hall Inc., 1964.  Muir, Kenneth. Introduction. William Shakespeare: Othello. New York: Penguin Books, 1968.  Shakespeare, William. Othello. In The Electric Shakespeare. Princeton University. 1996. http://www.eiu.edu/~multilit/studyabroad/othello/othello_all.html No line nos. Â
Saturday, August 17, 2019
Advance Strategic Planning
Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization. The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts. The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot†sets in. The institution becomes brittle, ceases to function, and expires†(Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process. Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock. Malphurs has a heart for the local church. The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process. The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to†sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning. This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process. He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays, a pastoral longevity in a certain church is only 3 to 4 years. George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 yearsâ€â€even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.†[3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change†inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book. The strengths of the book outweigh the weaknesses. The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today. It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems. Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.† The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan, Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].  George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5. Advance Strategic Planning Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization. The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts. The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot†sets in. The institution becomes brittle, ceases to function, and expires†(Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process. Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock. Malphurs has a heart for the local church. The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process. The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to†sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning. This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process. He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays, a pastoral longevity in a certain church is only 3 to 4 years. George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 yearsâ€â€even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.†[3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change†inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book. The strengths of the book outweigh the weaknesses. The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today. It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems. Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.† The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan, Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].  George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5.
Friday, August 16, 2019
Why I Hate Montclair
When I first stepped onto the campus of Montclair State University, I knew it was a place for me. It was so beautiful and walking past the gorgeous, blooming flowers, in the middle of spring was breathtaking. I could imagine what being a student in the school would feel like and how quickly I could become accustom to it. Unfortunately, I had to face the fact that it was all a dream and nothing was perfect as it seems. Even though Montclair State University has many great aspects, it also has negative aspects as well.The three most significant aspects of Montclair State University that I believe can be improved are parking, the shuttle bus, and the registration arrangement. One of the most important negative aspects that I dislike about Montclair State University is the parking system. Most students at the University are aware that parking is indeed very difficult and can be extremely stressful at times. The worst part is that freshman and sophomores are required to park at the transi t deck which is about a ten to fifteen minute walk. Parking in the transit deck is very time-consuming, and usually the reason most students are late to their first class.Finding a good parking spot takes a lot of effort, and takes even more effort at certain times throughout the day. For example, if a student has an 8:30 class, it is extremely difficult to find a parking spot in the first, second, and even third floor. A student must circle around each floor and sometimes drive around the same floor of the deck twice in case they missed a spot. It is nearly impossible to find a perfect spot, so the only thing a person can do is to get the first spot available to them even if it is located in one of the highest floors.One must leave their house or apartment extra early especially if they have a morning class just to find parking. Truly, it does take a lot of time, and even worse when it is packed. All in all, parking is one of the aspects of Montclair that I was not expecting, but i t is something that I must adapt to in order to continue making the most out of my college experience. Another aspect of Montclair State University which I truly dislike is the shuttle buses. These buses take freshman and sophomores from the transit deck to certain areas of the campus to save the ten to fifteen minute walk.Although that seems fair and organized, it actually is not. I can honestly say that sometimes walking is actually much faster and less time-consuming than actually taking the bus to campus. The bus is never accurate in its schedule and never comes when it’s supposed to. Sometimes students must wait at the shuttle bus stop from a range of five minutes to an hour for a shuttle to come. Therefore, on some days it is actually better to walk the mile rather than wait for a shuttle and be late to your next class.Taking a shuttle bus is the worst part of my day because not only do I have to wake up extra early in order to catch a shuttle bus and get to class on ti me, but I also have to wait for a shuttle bus after class ends. After a long day of classes, the first thing I think about is going home to take a nap. However, by the time I get home, it is usually too late to do anything because I have work to complete for the next day. All in all, shuttle buses are not as advantageous as they are supposed to be. Last but not least, the registration arrangement during registration time is something that I hate but try to understand.During the registration process, seniors get first pick and can choose from any courses they want. The next day, juniors get to pick from whatever courses are not closed and anything that the seniors did not take. The sophomores then follow the same arrangement and so on. The freshman or class of 2014 gets last pick and can only choose from whatever courses that may still be open, and are not closed by the seniors , juniors, and sophomores. The freshmen, like myself, not only get to pick last but find it impossible to m ake the perfect schedule.Most times, freshman must forget about their own preference and just take what they can get because unfortunately there are not many choices left by the time it is their turn. Therefore, there is not only competition of courses between freshman and the upperclassman, but also between freshman and themselves. By the end of the last day, students must choose from whatever classes are open even if it means they do not want or need that class. The registration arrangement makes the freshman’s year even more difficult by trying to find open classes to match their preferences.In conclusion, Montclair State University is kan excellent school which I am glad that I have the opportunity to attend. One of the things that I dislike about Montclair is the parking system. Another thing that I cannot stand is the shuttle buses. The shuttle buses can definitely be improved to be a more effective system and an easier system for all students. Finally, the registration arrangement is another thing that I loathe about Montclair. With that being said, Montclair State University is an exceptional school, but, like any other school, has room for improvement
Everyones day starts in the morning Essay
Everyone’s day starts in the morning and ends in the evening or night. It is very important to know when a person usually wakes up, eats or sleeps at night because these all activities affect the person’s biological clock. If a person is not following his/her daily routine, it can put the person in trouble. For example, if a baby is not sleeping when he/she is supposed to, she can have really badly next day. Not following a daily schedule can disrupt the sensations of your brain. There are two significant differences between working in the morning and in the evening, such as, changes of mood and behavior and changes in diet. The first difference of working in the morning and evening is the changes in person’s mood and behavior. Unlike evening workers, morning workers are more energetic and fresh-minded. Morning workers work more efficiently than evening workers because they have gotten enough sleep at night, so their body has recharged for the next morning. Moreover, working at sunrise helps the humans’ body to be productive. However, evening workers sometimes become lazy to do their job properly. Sometimes, they can’t focus on what they are doing because of irregular sleeping hours. Moreover, not having regular hours of sleep can cause a person to become depressed and mentally unstable. The second difference is the changes in person’s diet. Unlike the evening workers, morning workers usually have their breakfast before they start working. Then, they usually get hungry at noon because they have already burned the energy which they gathered from breakfast. So, that’s how their diets are regular. On the contrary, evening workers have time just to do their lunch. For instance, if a person is working from 7 pm to 6 am, he/she will sleep right after his/her working shift. Then, after waking up at noon, they get hungry and eat lunch. So, that’s how not having a breakfast or dinner will disrupt their diet. Disrupting a workers’ diet can cause them many unintended consequences. In conclusion, it is really difficult to change a person’s biological clock. There are many negative results of working in the evening. In addition, irregular working schedule make the day-to-day activities tougher to complete. A person can’t get enough time to do his/her day-to-day activities. However, morning workers have the best productivity to do their job. Getting enough sleep at night and working at sunrise are two factors that give energy to morning workers. Changes in a person’s mood and behavior and changes in a person’s diet are two major differences of working in the morning and evening.
Thursday, August 15, 2019
Personal log
If you are a biologist interested in working in the tropical rainforest's, briefly describe a research study you could complete at each level in the biological hierarchy, starting from the organisms level to the biosphere. 2. What are the two biotic variables that dictate type of terrestrial bimbo? Do aquatic and marine systems rely on the same two variables? Why or why not? 3. Which of the terrestrial boomers Is the most vulnerable to anthropogenic (human) Influence and why?What Is being affected? 4. Create a table that lists the bimbo, biotic variables that are elevate, and examples of organisms that would reside there. 5. Why arena species all over the planet? What influences dispersal? 6. What is the value of describing populations using density, dispersion, and demographic information? Be specific and be sure to demonstrate your understanding of the terms. 7. What are the two mall population growth models? What organisms may follow those growth models? 8.What factors influence t he populations described in #6? How do density-dependent and density-independent factors play a role? Chapter 41 1 . What are the five mall types of Interspecies Interactions discussed In the chapter? Describe each. . When Interactions result In a negative outcome for one species (e. G. Parasitism, predation, herbivore), the species that is affected will typically have a response to prevent that negative outcome. Describe examples of how species respond to these effects. 3.How do invasive species affect the natural populations? 4. What is the difference between a food chain and a food web? 5. What type of ecosystems would likely demonstrate bottom-up control? Top-down control? Why? 6. Is ecological disturbance a bad thing? Why or why not? Give an example to support your answer. 7. How did MacArthur and Wilson demonstrate the connection between area and species richness & diversity? Chapter 42 1 . Why do ecologists need to understand the laws of thermodynamics? How do they apply to a n ecosystem? 2.How much energy Is being transferred for each atrophic level? 3. What is primary production? What limits primary production in aquatic ecosystems? Why is primary production so low in the open ocean? 4. Why can we say that biochemical cycles are nature's way of recycling? 5. List the inputs and outputs (to the atmosphere) of each of the following biochemical cycles: a. Water cycle b. Carbon cycle d. Phosphorus cycle Chapter 43 1. What are the three levels of biodiversity? Is one level more important to study than the others?Why or why not? 2. What are the threats to biodiversity? Describe specific examples of each. 3. Why are small populations at risk? Describe specific issues associated with small populations. 4. Should we preserve land in multiple small patches or one large patch (SOLOS theory – single large or several small)? Using your knowledge of landscape structure and biodiversity, how would you establish a protected area and why? 5. How does climate cha nge affect species diversity and distribution? 6. What do we mean by the term â€Å"sustainability'?
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