Hookah Smoking in Saudi Arabia Essay

Hookah Smoking in Saudi Arabia Essay Hookah Smoking in Saudi Arabia Sociology Essay Example Hookah Smoking in Saudi Arabia Sociology Essay Example The issue of hookah smoking is a topical and strongly controversial in the current course of time. To be more precise, the dilemma involves the definition of the hookah that varies between a casual habit and health threatening dependency. The problem that was explored and analyzed deals with the dramatically increasing rate of hookah use in Saudi Arabia. The topicality of the study relies on the fact that Saudi Arabia has a high rate of the health and social risks associated with smoking hookah. Hookah Smoking: Knowledge, Attitudes, and Behavior in Saudi Arabia The purpose of the given study was to conduct a survey devoted to the attitudes, way of thinking and behavior involving hookah smoking in Saudi Arabia, and to provide credible and consistent data regarding the scope of concern. The course of investigation was conducted by means of employing a mixed method of quantitative and qualitative research design evaluating the knowledge, attitudes, and behavioral patterns of the respondents. The participants of the study were Saudi Arabian youths who used social media. The age group of the respondents varied between 18-27 years and included both male and female participants. The survey was offered to 120 individuals, when only 30 of them (25%) responded. The findings revealed that regarding hookah as a social event and as an image-making tool was one of the main reasons to try it. Moreover, the participants revealed comparatively low level of awareness about the risks and threats of hookah smoking, but knew about the harm of passive smoking. I t was recommended to conduct more in-depth research regarding the motivation to smoke and to broaden the scope of information on a topic. The given study is aimed at conducting an online survey among the young citizens of Saudi Arabia within the age group starting from 18 years in order to identify the attitude, comprehension, and behavioral patterns involving hookah smoking, and to result in credible and consistent data in the scope of concern. The responses to the questions of the given survey were provided on the voluntary basis. The survey was forwarded via WhatsApp application to the individual users and 163 of them responded. The given chapter analyzes the acquired outcomes from the survey constructively, and presents the justified and perspective conclusions. To be more precise, the attitudes, knowledge, and behavioral patterns of Saudi Arabian youth about hookah smoking will be discussed. As a matter of fact, both active and passive types of smoking are investigated. The final results are evaluated and summarized so that to demonstrate the actual contribution to the field of research and outline the perspective for further investigation. The majority of the respondents were in the age group starting from 28 years and older, namely, 31.9 %. The respondents in the age group of 27 counted for 11.66%, 26-years old participants were 12.27% of the whole group, and 25-years olds individuals constituted approximately 6,13%. Moreover, the participants in the age of 24 were 6.75%, 23-years old respondents counted for 5.52%, the age groups of 22 and 21 covered 6.75% and 8.59% respectively, whereas 20-years old presented 6.13% of the whole group. The age groups that were most weakly represented in the given survey were people of 19 and 18 years – 2.45% and 1.84% correspondently. The given survey involved the participants of both sexes in order to provide objective outcomes for the consequent analysis. As a matter of fact, there were no limitations, obligatory requirements or restrictions in terms of sex factor. The respondents indicated such aspect in their answers, and the statistics is as follows: the number of male participants constitutes for 52.44%, whereas the female part is 47.56%. Hence, both sexes represented their stance according to the issue in question on equal terms. One of the most important and predetermining questions of the currently discussed survey was as follows: â€Å"Have you ever smoke hookah, even one or two times?† The question is crucial as far as it outlines the preliminary scope of research and intensity of the tendency that is explored. The prevailing majority of the answers were positive, namely, 56.17% confirmed that they tried hookah smoking at least once. Moreover, it is crucial to highlight that two people refused to answer the aforementioned question. Hence, the statistics was based only on the responses of 162 participants. The fourth question was developed in the following way: â€Å"Do you know about the health risks and hazards of hookah smoking?† It is a generalized, but essential question that clarifies whether the young generation in Saudi Arabia is aware of the potential threat of the hookah, or ignorant about it. The answers to the given question globalize the problem and put the responsibility on the authorities of the country and medical system. As a matter of fact, 90.26% of the respondents confirmed their knowledge about the risks the hookah smoking could provoke. Two respondents skipped this question. The next question addresses other habits that may be considered less harmful than smoking hookah. The habit of chewing tobacco gum is considered less threatening for the young generation of Saudi Arabia by 9.88% respondents, whereas electronic cigarettes were confirmed by 29.01% as more healthy habit. Smoking cigars was regarded as less harmful by only 7.41% of the participants, and 19.14% stated that smoking tobacco was less harmful than hookah. Furthermore, 28.40% of the individuals involved in the given survey activity stated that they did not know the difference between the levels of harm caused by the products represented in the list of unhealthy smoking habits. Additionally, 27.78% chose the option â€Å"I do not think any of the above is less harmful than smoking a hookah.† The number of the individuals who responded to this question was also 162. The next important data that was acquired in the course of survey involved the revelation of the major reasons that motivated the youth of Saudi Arabia to start smoking hookah. It should be mentioned that five respondents skipped the aforementioned questions, and the amount of the actual respondents was 159. As a matter of fact, 51.57% of the participants stated that they did not smoke hookah. It means that they had only one time experience with the currently discussed activity. 3.77% of the respondents explained the reason of hookah smoking experience by the image they received due to it. To be more precise, hookah smoking made them popular and trendy, or, in other words, contributed to their reputation among the peers. The significant amount of the survey participants (27.67%) confessed that they wanted merely to experiment on the initial stage of smoking activity. 25.79% stated that hookah made them feel good, and it became a reason to start smoking on a regular basis. The rest pa rt of the whole group of respondents, 1.26%, emphasized that hookah smoking was a socializing factor and contributed to their new friendship. The seventh question was aimed at revealing the attitudes and opinions to passive smoking. Four respondents ignored the question. Five participants out of 160 (3.13%) considered breathing the hookah smoke safe, whereas the majority of the individuals who were surveyed, namely, 99 people (61.88%) stated that passive smoking provoked much harm. The respondents who chose other options of attitude were differentiated in the following way: little harm of passive hookah smoking was supported by 11.25% (18 individuals) and some harm was selected by 23.75% (38 respondents). In order to narrow the scope of research and acquire more specific outcomes, the next question addresses the following aspect: â€Å"During the last 30 days, how many days did you smoke a hookah?† The amount of actual responses was 160, out of which the majority, namely, 65.63% (105 individuals) confirmed that they did not smoke hookah during the last 30 days. Nonetheless, the rest of the participants apparently adhered to such activity occasionally. To be more precise, the one-time or two-time practice of hookah smoking was chosen by 20 participants (12.50%), whereas the frequency between 3-6 times per month was revealed by 2.50% (4 individuals). Ten people (6.25%) smoked hookah starting from seven to 14 times during the last 30 days, and only three of the whole group did it 14-22 times per month (1.88%). Additionally, 9 respondents (5.63%) smoked hookah from 22 to 29 times per last month, and the same quantity of people stated that they smoked hookah every day during the las t month. Hence, the practice of every day hookah smoking is evidently an ordinary issue for the substantial quantity of the surveyed individuals. The ninth question features the starting point in terms of hookah smoking, namely, the age at which the respondents started smoking. Five individuals skipped the given question. Therefore, the statistics was calculated on the basis of the answers provided by 159 people. The prevailing majority of the participants of the given survey, 74 people (46.54%), highlighted that they had never been hookah smokers. Moreover, the age group from 8 to 11 was not checked as a starting point of hookah smoking. As a matter of fact, the youngest smoker was one individual (0.63%) who tried smoking hookah in the age of twelve. Furthermore, there was another single respondent who tried smoking hookah when he or she was 14 (0.63%). Nonetheless, the age groups starting from 15 years reveal gradual decrease in the quantity of hookah smokers. To be more precise, four persons (2.52%) started smoking in the age of 15, the same number tried it in 16, and twelve respondents chose the age of 17 as the time of starting hookah smoking. Eight participants (5.03%) chose the option of 18 years, and eleven respondents (6.92%) stated that they start ed smoking hookah a year later, in 19. The age of 20 was the beginning of hookah experience for eleven people (6.92%), and 21 for seven other participants (4.40%). Eight respondents (5.03%) started smoking in 22, and only 3 people (1.89%) in 23. Furthermore, 24 was the age when 7 people (4.40%) started hookah smoking, and only eight respondents out of 159 participants (5.03%) began their hookah experience in the age of 25 years or older. Finally, the tenth question of the currently discussed survey was as follows: â€Å"Have you ever thought about quitting hookah smoking?† The question is a perspective final element of the given research. Only four respondents skipped it, and the results are based on the responses of 160 people. 101 participants chose a box stating â€Å"I do not smoke a hookah.† Hence, 63.13% of the participants considered themselves automatically to be non-smokers on the regular basis. In addition, 5% of the whole survey group (eight people) stated it was their aim to quit hookah smoking during the next month, whereas 6 participants (3.75%) considered it to be their target for the next six months. The other four respondents were determined to quit smoking within a year. 29 respondents (18.13%) revealed their will to quit the given habit, but highlighted that they did not make a precise decision concerning the time, and twelve participants of the survey (7.50%) stated that they were no t intended to quit hookah smoking. Furthermore, it is appropriate to discuss the limitations, assumptions, and their actual violation. It was assumed that every case of participation in the given survey was voluntary and presupposed honest responses. Nonetheless, every question featured particular inquiry that provoked several participants to skip the actual response. As a result, it may be interpreted as a violation of the initial assumption, since the individuals were willing to partake in the surveying activity. In any case, it should be noted that there was no voluntary readiness to provide honest and precise data about their opinions, experience, and attitudes within the scope of concern. Moreover, the assumption that none of the participants lied during the entire study period did not become questionable as far as those who did not want to be honest in terms of responding the given questions skipped them. At the same time, the rest of the answers were provided on the sincere and clear terms. Furthermore, the ass umption that the methods of computation of the collected data were accurate was also proved in the course of the given study. The issue of limitations of the present investigation was connected with the demographic, age, and geographic factors. It is caused by the fact that the given survey study was specifically developed to evaluate the actual awareness of the young generation in Saudi Arabian world, their attitudes, and behavioral patterns related to hookah smoking. Nevertheless, it was done in such way in order to narrow the scope of research and provide credible and detailed outcomes. Evaluation of Findings The findings of the survey that was conducted online and included ten significantly guiding questions reveal peculiar tendencies and attitudes toward the practice of hookah smoking among the youth in Saudi Arabia. First, it is important to highlight that although the majority of the respondents confirmed that they tried hookah smoking, it was not prevailing, while 43.83% of the respondents never tried it at all. Nonetheless, the overall tendency is disturbing as far as substantial quantity of young people in Saudi Arabia smoke hookah regularly. Moreover, the fact that the prevailing majority of them is aware of potential risks and threats that are imposed by hookah smoking, they are not intended to refuse the habit. It reveals comparatively low level of informative provision, since 9.26% of the respondents are ignorant about the threat of hookah. It leads to the assumption that they regard hookah smoking as one of diverse types of traditions connected with the social context. The preliminary research in the given field featured the hookah smoking practice as a unique social event. Moreover, Sharma, Beck Clark (2013) highlight that the issue of concern provokes great risks connected with health condition. Hence, the findings of the given study align with data acquired in the course of preliminary research. Consequently, the depth and appropriateness of the risks comprehension imposed by hookah smoking demonstrated by the participants of the survey should be considered questionable. It is caused by the fact that the outcomes of the fifth question revealed that the smokers are usually unaware of alternatives that are really less harmful for their health. Hence, if they are ignorant about major issues connected with the impact of hookah on health condition, they are most certainly unaware about the diversity of diseases hookah may provoke as the study of previous research indicates. The discussion of the reasons of hookah smoking illustrated that the majority of actual smokers or those who at least tried it initiated smoking experience in order to align with the experience of others. To be more precise, even the answer â€Å"to experiment† that acquired the majority of the voices among the respondents who were actual smokers should be related to the socially relevant roles and stereotypes. It means that the experiments are usually conducted in cases when it is a popular, challenging or obligatory activity within a particular community. Moreover, the answer â€Å"It just makes me feel good† should also be regarded as the one that relies on socially predetermined experience, considering the fact that the person is expected to know that is good from the close surrounding in order to try it. Hence, the aforementioned evaluation aligns with the stance featured by Abdalla, Al-Kaabba, et al. (2006), who state that â€Å"Arab adolescents could believe smoking to help increase the masculine image and perception of maturity among peers.† (p. 1106). Furthermore, the outcomes of questions concerning passive and active smoking are essential in the given c ontext. The responses reveal proper and sufficient understanding of the harm that is provoked by inhaling the hookah when other people smoke. Such aspect of the currently discussed dilemma is crucial as far as it concerns health, environmental, and social issues. Nevertheless, the fact that substantial number of people did not try hookah smoking at all should be regarded as a step toward the enhancement of the given problem. Consequently, the stance presented by Fida and Abdelmoneim (2013) correlated with the acquired results. Finally, it is crucial to highlight that there is a perspective that the majority of current hookah smokers will eventually quit their habit. In any case, most of them have not decided it precisely yet. Hence, the preliminary decision is made, but the terms are not set. It means that diverse policies and supporting programs should be introduced in Saudi Arabia in order to help such individuals make a proper and rightful decision. The evaluation of the survey findings resulted in proper alignment between preliminary study of the scope of concern and primary data. The tendency to smoke hookah is interpreted as a social event and is regarded as a strong threat to the health condition of the youth of Saudi Arabia. Thus, the conducted survey revealed that the tendency to smoke hookah is strong and widely spread. The reasons of smoking were primarily related to considering hookah a social event and an image-making instrument. Moreover, the individuals revealed comparatively low level of awareness about the risks and threats of hookah smoking. Nonetheless, they were informed about the harm of passive smoking. Therefore, it is evident that more thorough and constructive informative support is necessary in order to contribute to elimination of hookah use among the youth in Saudi Arabia. Consequently, implementation of different programs, strategies, and policies at state level will be appropriate. Furthermore, it is recommended to conduct more in-depth research regarding the motivation to smoke to broaden the scope of research.

Biography of Fred Hampton, Black Panther Party Leader

Biography of Fred Hampton, Black Panther Party Leader Fred Hampton (August 30, 1948–December 4, 1969) was an activist for the NAACP and the Black Panther Party. At age 21, Hampton was fatally shot alongside a fellow activist during a law enforcement raid. Activists and the broader black community considered the deaths of these men unjust, and their families ultimately received a settlement stemming from a civil lawsuit. Today, Hampton is widely remembered as a martyr for the cause of black liberation. Fast Facts: Fred Hampton Known For: Black Panther Party activist who was in a law enforcement raidBorn: August 30, 1948 in Summit, Illinois.Parents: Francis Allen Hampton and Iberia HamptonDied: December 4, 1969 in Chicago, IllinoisEducation: YMCA Community College, Triton CollegeChildren: Fred Hampton Jr.Notable Quote: â€Å"We always say in the Black Panther Party they can do anything they want to to us. We might not be back. I might be in jail. I might be anywhere.  But when I leave, you’ll remember I said, with the last words on my lips, that I am a revolutionary. Early Years Fred Hampton was born on August 30, 1948 in Summit, Illinois. His parents, Francis Allen Hampton and Iberia Hampton, were Louisiana natives who relocated to Chicago. As a youth, Fred excelled in sports and dreamed of playing baseball for the New York Yankees. However, he also excelled in the classroom. Hampton ultimately attended Triton College, where he studied pre-law in hopes of helping people of color fight back against police brutality. As a teen, Hampton became involved in civil rights by leading a local NAACP youth council. He helped to grow the councils membership to more than 500 members. Activism in the Black Panther Party Hampton had success with the NAACP, but the radicalism of the Black Panther Party resonated with him even more. The BPP had successfully launched a free breakfast program to feed children in a number of cities. The group also advocated for self-defense rather than nonviolence and took a global perspective on the black freedom struggle, finding inspiration in Maoism. A skilled speaker and organizer, Hampton quickly moved through the ranks of the BPP. He became the leader of Chicago’s BPP branch, then the chairmain of the Illinois BPP, and finally the deputy chair of the national BPP. He engaged in grassroots activism, working as an organizer, a peacemaker, and taking part in the BPP’s free breakfast program and people’s medical clinic. A COINTELPRO Target From the 1950s until the 1970s, the FBI’s Counterintelligence Program (COINTELPRO) targeted leaders of activist organizations like Fred Hampton. The program served to undermine, infiltrate, and spread misinformation (often through extrajudicial means) about political groups and the activists who belonged to them. COINTELPRO targeted civil rights leaders such as the Rev. Martin Luther King Jr. as well as radical groups like the Black Panther Party, the American Indian Movement, and the Young Lords. As Hampton’s influence in the Black Panthers grew, the FBI began to focus on his activities, opening a file on him in 1967. The FBI enlisted a man named William ONeal to infiltrate and sabotage the Black Panthers Party. ONeal, who had been previously arrested for car theft and impersonating a federal officer, agreed to the task because the federal agency promised to drop the felony charges against him. O’Neal quickly gained access to Hampton by becoming both his bodyguard and a security director in Hampton’s Black Panther Party chapter. As a Black Panther Party leader, Hampton persuaded Chicago’s black and Puerto Rican street gangs to call a truce. He also worked with white-dominated groups like Students for a Democratic Society and the Weather Underground. He called the multiracial groups he collaborated with his Rainbow Coalition. Following FBI director J. Edgar Hoover’s orders, O’Neal undid much of Hampton’s work to foster peace in the community, leading community members to lose confidence in the BPP. Fred Hampton's Killing Sowing discord in the community wasn’t the only way O’Neal attempt to undermine Hampton. He also played a direct role in his killing. On December 3, 1969, O’Neal secretly drugged Hampton by putting a sleeping pill into his drink. Shortly afterward, law enforcement agents initiated an early morning raid on Hampton’s apartment. Despite not having a warrant for weapons charges, they entered the apartment with guns firing. They mortally wounded Mark Clark, who was guarding Hampton. Hampton and his fiancee, Deborah Johnson (also called Akua Njeri), were asleep in their bedroom. They had been wounded but survived the gunfire. When an officer realized that Hampton hadn’t been killed, he proceeded to shoot the activist twice in the head. Johnson, who was expecting a child with Hampton, was not killed. The other seven Black Panthers present in the apartment were charged with several serious crimes, including attempted murder, armed violence, and multiple weapons charges. However, when a Department of Justice investigation revealed that Chicago Police had fired up to 99 shots, and the Panthers had only fired once, the charges were dropped. Activists considered the killing of Hampton to be an assassination. When the FBI’s Pennsylvania field office was broken into not long after, the COINTELPRO files found included a floor plan of Hampton’s apartment and documents that mentioned covering up the FBI’s part in Hampton’s killing. Lawsuit and Settlement The family members of Fred Hampton and Mark Clark sued the Chicago Police, Cook County, and the FBI for $47.7 million in 1970 for wrongfully killing the men. That case was thrown out, but a new case took place in 1979 after officials concluded that the law enforcement agencies involved had obstructed justice and refused to hand over relevant paperwork related to the killings. Three years later, the families of Hampton and Clark learned that they would receive a $1.85 million settlement from the local and federal agencies responsible for the men’s deaths. Although that sum was far less than what they’d sought, the settlement was an acknowledgement, to a degree, of wrongdoing. Had the Chicago Police not killed Fred Hampton, he would have been named chief of staff of the Black Panther Partys central committee, making him a key spokesman for the group. Hampton never got that opportunity, but he has not been forgotten. Soon after his death, the BPP filmed an investigation of his apartment, which police did not close off. The footage captured is seen in the 1971 documentary â€Å"The Murder of Fred Hampton.† An estimated 5,000 mourners turned up to Hampton’s funeral, during which the activist was remembered by civil rights leaders such the Rev. Jesse Jackson and Ralph Abernathy.  Although activists Roy Wilkins and Ramsey Clark characterized Hampton’s killing as unjustified, none of the officers or officials involved in the raid were convicted of wrongdoing. Legacy A number of writers, rappers, and musicians have referred to Fred Hampton in their writings or lyrics. The group Rage Against the Machine famously mentions the activist in its 1996 hit â€Å"Down Rodeo,† in which frontman Zack de la Rocha declares, â€Å"They ain’t gonna send us campin’ like they did my man Fred Hampton.† In the city of Chicago, December 4 is â€Å"Fred Hampton Day.† A public pool in Maywood, Illinois, where Hampton grew up, bears his name. A bust of Hampton sits outside the Fred Hampton Family Aquatic Center. Hampton, like other political activists, seemed keenly aware that his work would put his life in jeopardy. However, while he was alive, he expressed confidence in his own legacy: â€Å"We always say in the Black Panther Party that they can do anything they want to us. We might not be back. I might be in jail. I might be anywhere. But when I leave, you’ll remember I said, with the last words on my lips, that I am a revolutionary. And you’re going to have to keep on saying that. You’re going to have to say that I am a proletariat, I am the people.† Sources Ballesteros, Carlos. â€Å"Black Panther icon Fred Hampton’s boyhood home facing foreclosure.† Chicago Sun-Times, 16 October, 2018.â€Å"Fred Hampton.† National Archives, 15 December, 2016. Silva, Christianna. â€Å"Who Was Fred Hampton, the Black Panther Shot and Killed by Chicago Police 48 Years Ago?† Newsweek, 4 December, 2017.â€Å"Watch: The Assassination of Fred Hampton: How the FBI and Chicago Police Murdered a Black Panther.† Democracy Now! 4 December, 2014.

Tintern Abbey Essay Example | Topics and Well Written Essays - 1250 words

Tintern Abbey - Essay Example These lines capture in essence the role played by memory in preserving emotion and in poetic expression. Tintern Abbey in particular is imbued with the spirit of these lines and best embodies the role of memory in Wordsworth's poetry. At the onset of the poem Wordsworth declares that five years have elapsed since his visit to this idyllic location. With gentle contentment he allows the sheer beauty of the well remembered and much beloved landscape to sink into his being and permeate his very senses. His detailed description of nature bedecked in all finery transports the reader and one can almost see the "steep and lofty cliffs" and hear the "soft inland murmur" of the flowing water (Wordsworth 112). He becomes nostalgic and is filled with bittersweet remembrances connected to this gorgeous spectacle. Slowly he is lifted up on the wings of memory and he sees himself as the boy he once was and as the man he has become and recollects the eventful time between the two stages of his life. In the said five years, Wordsworth's life had been tumultuous and he bore witness to much suffering, sorrow and pain brought on by the darker side of human nature. He had spent time in France at the time of the French revolution and had been an idealistic supporter of the revolutionaries' cause. However in light of the tide of violence that swept the country and subsequent hostilities between France and Britain he became disillusioned and heartsick and returned to his country. Therefore his return to Tintern Abbey and its idyllic setting is a homecoming of sorts. Spurred by his memory he recollects the pleasurable bond he forged with nature and how it sustained him in trying times and happily looks forward to forging a new bond for the future. Wordsworth describes the profound effect his memory of this location has had on him despite his prolonged absence. Even as he nursed his loneliness in crowded cities and towns, his memories of this picturesque scene eased his fatigued state and rejuvenated his wearied spirit as it filled him with "sensations sweet,/ Felt in the blood, and felt along the heart,/ And passing even into my purer mind,/ With tranquil restoration" (Wordsworth 113). Thus for Wordsworth his memories serve as an opiate for the senses, bruised and battered by a harsh life. He further credits memory for his random acts of kindness. His memories of nature's bounty is like a wellspring of goodness that never runs dry and spurs him on towards achieving a state of perfect morality. Thus pleasant sensations induced by memory are responsible for bringing out all that is pure and true in him. Wordsworth also attributes memory with providing him an insight "into the life of things" (114). Oftentimes he is baffled and bogged down by the thick fog of mystery surrounding the mechanism of the world and thus obscuring his vision of life itself. But he is relieved of this cumbersome burden by memory which allows him to reach deep within himself to find answers and ultimately enlightenment. He is able to shed the trappings of civilization and

Smoking cessation Essay Example | Topics and Well Written Essays - 1250 words

Smoking cessation - Essay Example Evidence Based Practice is essential to the medical practitioners that deal with the smokers since it is from the information gathered from the evidence based practice that nurses are able to ensure quality service delivery in the smoking and smoking cessation services. However, the nursing knowledge and clinical skills must be incorporated just as much as the appropriate evidence and integrate them with an understanding of the patient’s needs i.e. how to handle patients with smoking-related illnesses (Julia 2014). Remarkably, a partial frame of suggestions on the efficiency of intercessions to moderate the amount of deaths due to smoking in underprivileged regions via exploiting practical circumstances, preservation and provision of services; however, some mediation initiatives are hopeful but request for additional evaluation and familiarity in the field, from the nurses and medical personnel. In the past, there has been biasness in evidenced based practice in relation to smoking, where some information does not appear in the report such as the socioeconomic data on the smokers making it hard to come up with stable suppositions for all associates (Susan, 2012). Typically, the data is vital in any evidence-based practice as it generally helps the effecting of the smoking termination interpositions that can help decrease the rising rates in death, and smoking as for those communities that have occupied its peak peal. Decisively, the journal describes the key findings form the Smoking Toolkit study relevant to the smoking cessation policy for the past three years (2007 to 2010); the smoking tool kit study focused on surveys conducted monthly of representative samples of the population of England aged 16 years and above (the surveys were conducted every six months). The results shows that only a small number of smokers were familiar to the smoking cessation programs and had had discussions in the past one year and only a quarter of these smokers had gone on to the next step of the program- being offered a prescription or advised to see a stop smoking practitioner.

Descartes Vs. Pascal Essay -- essays research papers

Descartes vs. Pascal   Ã‚  Ã‚  Ã‚  Ã‚  For centuries, human beings have been debating over the validity of the use of reason. This is a very, very difficult subject to discuss, as one is forced to study something which is at that moment being used in their study. Two classic thinkers who contrasted on their view of reason were Descartes and Pascal. Though both saw reason as the primary source of knowledge, they disagreed over the competence of human reason. Descartes, the skeptic, said that we could use reason to find certain truth if we used it correctly, while Pascal said that we can't know certain truth, but reason is the best source of knowledge that we have. Descartes:   Ã‚  Ã‚  Ã‚  Ã‚  Reason is the tool by which we know everything that we know. But most people make the mistake of basing their reasoning on assumptions which are not known with 100% certainty. As I've said, â€Å"I am greatly astonished when I consider [the great feebleness of mind] and its proneness to fall [insensibly] into error† (K&B, p. 409). But it is possible to avoid falling into error if we use the valuable tool of reason correctly. In order to do this and find certainty, we must find something that we cannot doubt. This is impossible, as we can logically doubt anything. A certain truth must be something that is not logically possible to be false.   Ã‚  Ã‚  Ã‚  Ã‚  We must doubt, as that is the only way to find certain truth. It is the only way to wipe the slate clean of all of the uncertain assumptions which are believed and taught in the universities today. Just as mathematics will lead to uncertain assumptions if it is not built on certain truths, so will all use of reason lead to uncertain assumptions if it is not built on certain truths. There is a way to use doubt, though, to find certainty. If 100% certainty equals 0% doubt and we are certain that we can doubt everything, then we can use doubt as our certainty. We cannot doubt that we are doubting.   Ã‚  Ã‚  Ã‚  Ã‚  With our one certainty, we can now methodically use reason to find more certainties. For example, we can use the certainty â€Å"I am doubting† to find out that â€Å"I exist.† If I am doubting, than there must be an â€Å"I† who is doubting, which means that I must be. Like I've often said, â€Å"I think, therefore I am.† We can continue building on our certainties using rationa... ...e knowledge. Watson:   Ã‚  Ã‚  Ã‚  Ã‚  I agree with Pascal on his view of the capabilities of reason. We are feeble, misled creatures in the midst of a reality which we cannot know. Descartes was correct in his attempt to use mathematical logic to get rid of uncertain assumptions and find truth, but he needs to realize that most truth is beyond our reach. We, as thinking humans, do have the remarkable ability to study ourselves. Yet we have limitations in this study and cannot expect to be able to get a complete grasp of ourselves. Pascal was right on when he said that there are no complete skeptics. There are many things which we must accept, using reason, that we cannot prove with certainty.   Ã‚  Ã‚  Ã‚  Ã‚  I don't lean quite as far in Pascal's direction on his view of intuitionism. I believe that there is intuitive knowledge which we know with our heart. But this knowledge is only believed correctly when it is rationally processed. As with almost everything, we must find a balance between the use of reason and intuition. We err on the side of believing unreasonably if we use too much intuition, we become too skeptical if we ignore intuitive knowledge.

Dell Supply Chain Management

Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell's Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required to sense or shape changes to end-customer demand. Begin the design of your supply chain portfolio by isolating and quantifying costs of an end-to-end supply chain that optimizes for operational efficiency. Repeat this analysis for supply chains that require different supply chain responses (for example, agility rather than efficiency). Use a clear set of goals to align cross-functional metrics and incentives to your portfolio in order to drive the right business decisions for each supply chain.  © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see â€Å"Guiding Principles on Independence and Objectivity† on its website, http://www. gartner. om/technology/about/ombudsman/omb_guide2. jsp Refine and govern your supply chain portfolio continually by establishing crossfunctional review processes between sales, marketing, product design, finance and supply chain. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 2 of 11 WHAT YOU NEED TO KNOW Dell revolutionized supply chain management with its direct model, configure-to-order (CTO) manufacturing, just-in-time inventory model and impressive cash-to-cash conversion cycle. The company has been a staple in the top five of the AMR Supply Chain Top 25 every year since it started in 2004. But demand for commoditized products, changes in customer channel preferences, emerging market growth, component cost declines, a more capable supply base and globalization have challenged the singular supply chain. In this case study, Gartner examines Dell's period of transformative change as it segmented customer requirements to create a portfolio of supply chain capabilities that provided multiple offerings focused on cost efficiency, speed to customers, choice of features and personalization and/or services. We follow the journey from the perspective of key leaders within Dell's supply chain transformation: Annette Clayton, VP of global operations and supply chain; Jennifer Loveland, disruptive strategy senior manager; Perry Noakes, director of global business excellence and lean; and Bruce Raven, global supply chain optimization senior manager. CASE STUDY Introduction Dell responded to changes in the market by determining how different segments of customers derive value from its products and services. The company's analytics showed customer demand had become quite complex. The B2B market demands predictability, speed, customization, services and precision delivery. Consumers want multiple channel options, the ability to personalize for niche products, low-price options and devices that deliver content. This complexity will only increase as content and virtualization begin to drive the market. To address these issues, Dell segmented its supply chain as part of a multiyear transformation (see Figure 1). Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 3 of 11 Figure 1. Dell Supply Chain Evolution Source: Dell (November 2010) Historically, Dell was organized by products and/or region. As part of globalization, the company aligned organizations to customer value consistently across regions. In 2008, it began to leverage its partner network of suppliers where capability, quality performance and cost had improved. Dell would retain its in-house network where strategic differentiation was valued by customers and provided a competitive advantage. This work was a precursor for and an enabler of supply chain segmentation. In this research, we review the â€Å"Customer Value — Segmented Supply Chain† portion of Dell's transformation. The Challenge Dell had three main challenges to solve in end-to-end segmentation: Long-term demand sensing to continually refine its portfolio — Dell's direct model provided extensive customer insights, with over two billion online customer visits per year. But the company also had to figure out how to predict where the market was headed, define a three-year outlook of customer needs and support multiple global customer groups. Supply chain design for a new environment — It had to address a changing business strategy, product commoditization and proliferation, emerging markets, global supply networks and multichannel sales and fulfillment. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 4 of 11 Complexity reduction — Dell had to carve out an end-to-end, â€Å"low-cost† supply chain focused on efficiency, while maintaining its responsive heritage provided by its CTO capability. This required simplification of product designs, configuration management and planning processes. Approach The transformation moved through six different phases, resulting in a governance process focused on continued improvement and portfolio evolution: Identify Customer Values Dell used historical customer knowledge from contracts, survey results, business intelligence (BI) data and platform sales to begin its customer-centric view of value. To provide a robust, outsidein perspective, Dell invested in resources to complete detailed configuration profitability analysis, targeted surveys and external marketing insights from multiple industries. Understand Dell's Strengths As Mr. Raven stated, â€Å"We had to figure out what we needed to change and what we needed to retain based on what customers value. We were trying to identify what skills would be most important for long-term supply chain excellence. † The company identified the following core competencies: deep customer relationships, supply chain agility and a lean culture that continually improved and automated processes. Understand the External Environment An external perspective was provided through partnerships with Dr. David Simchi-Levi (then professor of engineering systems at Massachusetts Institute of Technology), Dr. John Gattorna (then a visiting professor at Cranfield School of Management), cross-industry leaders and various consulting firms. According to Ms. Clayton, â€Å"The perspective of looking outside in is extremely important. We learn from who we believe is doing things best from a variety of industries. † Dell's competitive analysis focused on price points by configuration, new market entrants, such as tablets and smartphones, emerging market requirements and supply chain services. Chart Clear Course and Benefit With a good understanding of customer requirements and the direction of the market, Dell began to design the new supply chain portfolio. It started by defining the supply chain extremes of agility and efficiency (see Figure 2). Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 5 of 11 Figure 2. Chart a Clear Course: Align Product Strategy to Customer Values Source: Dell and Dr. David Simchi-Levi (November 2010) This basic framework was the first step in creating a range of supply chain capabilities. The key was to define the right number of supply chains to fill the gap between most efficient and most agile. Dell went through an extensive exercise to complete this analysis. The company defined 18 potential options, and then simplified to six supply chains. The final result was a portfolio based on a mix of configurations predetermined by Dell and products configurable by customers, paired with â€Å"need it now,† planned and flexible delivery cycle times. Dell also aligned the warranty and services processes to its new portfolio for complete, end-to-end customer solutions. Engage the Entire Organization Segmentation of Dell's supply chain required extensive cross-functional collaboration: IT transformation had to occur in tandem with supply chain transformation, supply chain had to work with finance to enable a CTS methodology and process, and supply chain capability had to be fully integrated with product design throughout the development cycle. Plus, aligning the go-tomarket plans with sales and marketing was essential to driving the desired demand patterns. Continue to Govern and Refine Portfolio The result of Dell's customer channel and supply chain segmentation was the creation of an endto-end model in which multiple capabilities can be arranged in unique configurations to satisfy specific customer requirements (see Figure 3): Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 6 of 11 Figure 3. Engage the Entire Organization: Transformation Is End to End Source: Dell (November 2010) Dell used the â€Å"voice of the customer† value chain to identify the range of capabilities it would need in different functions. The different combinations of these capabilities is what creates the unique supply chain offerings. The company created a standard process to introduce new supply chain requirements. It has a dedicated center of excellence (COE) that intakes requirements from sales, marketing and operations, evaluates the customer benefit and business strategy, and then enables the right changes within product development and supply chain design. Critical to this effort is continuous improvement that utilizes lean methodologies to maintain a focus on what the customers value and conducts benchmarking to provide an outside-in perspective. Results Dell's transformation yielded both financial and qualitative gains: Stronger connection to customers — In Ms. Clayton's words, â€Å"We knew we had to leverage supplier capability and scale, but still control the things that are most important to the customer. We redeployed our resources focused on controlling imaging, delivery and parts of design. We enable best value solutions †¦ giving the customer the exact value they want. † Complexity reduction — Product options had become too complex. In response, Dell reduced configuration complexity in line with customer requirements. As Mr. Noakes stated, â€Å"Product offerings had exceeded customer requirements and were adding unnecessary cost and responsiveness waste in the supply chain. † Improved internal collaboration — Identifying and managing functional interdependencies have driven collaboration across product design, supply chain, marketing, sales and finance. Dell also simplified interactions by centralizing global operations, while aligning to customer verticals. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 7 of 11 Cost reduction — â€Å"We have realized approximately $1. 5 billion of operational cost reductions between 2008 and 2010. This transformation was a critical factor in that reduction,† said Ms. Clayton. Key drivers in this improvement were leveraging supplier capability and scale, building out new capabilities for the customer, simplified design and reductions in complexity. Improved forecast accuracy — The reduction in complexity and better connection to demand resulted in a three-times increase in forecast accuracy at the product, platform and configuration levels. Critical Success Factors Dell identified four critical success factors: Start with customer value — Historically, customers were segmented by verticals (e. g. , consumer, corporate, government and small business) as well as regions and size. Dell had to look across an aggregated view of these existing groupings to identify shared values relating to product features and supply chain capabilities. A global view was critical to this process. As Mr. Noakes stated, â€Å"[Our] growth markets are not in traditional regions. We need to adjust our model to the new requirements. † A unified, end-to-end business strategy — The Dell team stated this effort was â€Å"truly a corporatewide transformation. † Key to this was the ability to clearly articulate the need for change, the vision and the role of different organizations. To support this communication, several leaders started an internal blog to keep people up to date. Executive sponsorship — The segmentation strategy and potential benefits were shared with the entire executive leadership team to drive cross-functional alignment. Vice Chairman Jeff Clarke was the sponsor of the effort throughout design and implementation. Ms. Clayton added, â€Å"We conduct a weekly, cross-functional executive production governance [meeting] where we spend two-thirds of our time on the future quarters and one-third of our time on how our current quarter plan is being executed. Our planning has become much more unified and strategic. † Dedicated COE — Dell identified 12 key work streams. Each has a VP sponsor, with small teams coordinating and program-managing the change. The company also integrated lean techniques to look across work streams, with four to five value streams to ensure the customer needs were being met by the proposed changes. Lessons Learned According to Mr. Noakes, â€Å"Dell's industry-leading supply chain history has given us the skills to be agile and flexible. It's this history that provides the framework and skills to reach the next levels of success and supply chain leadership. † Five lessons are critical for this evolution: Implementation of Supply Chain Segmentation Is a Journey Dell recognized that the scope of this change would require a multiyear plan and investment. The company set short-term goals to show traction against the overall plan. A key component of the strategy was to pilot capabilities manually, while designing the automated, scalable solution in parallel. This allowed quick wins to build momentum and mitigated risk during the transformation. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 8 of 11 Different Skills Needed Throughout the Journey Dell had to adapt the following COE skills: Phase 1: vision/design — The skills required are an outside-in perspective focused on customers, knowledge of market and other industries, end-to-end supply chain design and business acumen. Phase 2: change management — The skills required are process design, lean/Six Sigma expertise, data analytics, systems optimization, process automation, program management, organizational influence and communication. Phase 3: orchestrating the ecosystem — Phase 3 denotes a continuously evolving organization focused on translating customer eeds to supply chain capabilities by coordinating and influencing internal and external partners. Cross-Functional Participation Very Necessary Communication across organizations can be difficult, so messages must be tailored to each group. As Ms. Loveland stated, â€Å"The broader the span of communications, the more simplified the message needs to be. † For example, Figure 3, which mapped the portfolio, was simplified when shared across functions (see Figure 4). Figure 4. Engage the Entire Organization: Target Messages by Organization Source: Dell (November 2010) To ensure long-term, cross-functional collaboration, Dell integrated supply chain design into existing product design processes and created a phase-gate review process to standardize future changes to the supply chain. â€Å"Phased releases drive step-function improvements, rather than constant adjustments,† said Ms. Clayton. Finally, metrics across all functions were aligned to the goals of the supply chain portfolio. Transparency of Data Essential Dynamic visibility to customer requirements, demand, cost, materials, forecasts, product road maps, revenue mix and multiple views to margin are required to drive the right decisions. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 9 of 11 A Balanced Scorecard With Clear Accountability Required Ms. Clayton said, â€Å"We are now able to better balance customer metrics with operational metrics. We're aligned to customer value. For example, we can even provide better ‘green' solutions for customers by balancing logistics nodes with cycle times to take advantage of low-carbon transportation and packaging methodology. The key for Dell is that end-to-end segmentation is an ongoing, evolving journey. Optimization is never done, but rather continuously realigned to changing customer values. RECOMMENDED READING â€Å"Supply Chain Segmentation on the Increase, With High Tech Leading the Pack† â€Å"Supply Chain Strategy for High-Tech Manufacturers: The Handbook for Becoming Demand Driven† â€Å"Supply Chain Segmentation Helps Plexus Evolve From Contract Manufacturer to Pr oduct Realization Partner† â€Å"Top Supply Chain Planning Processes† â€Å"Key Issues for Cross-Industry Supply Chain Leaders, 2010† Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 10 of 11 REGIONAL HEADQUARTERS Corporate Headquarters 56 Top Gallant Road Stamford, CT 06902-7700 U. S. A. +1 203 964 0096 European Headquarters Tamesis The Glanty Egham Surrey, TW20 9AW UNITED KINGDOM +44 1784 431611 Asia/Pacific Headquarters Gartner Australasia Pty. Ltd. Level 9, 141 Walker Street North Sydney New South Wales 2060 AUSTRALIA +61 2 9459 4600 Japan Headquarters Gartner Japan Ltd. Aobadai Hills, 6F 7-7, Aobadai, 4-chome Meguro-ku, Tokyo 153-0042 JAPAN +81 3 3481 3670 Latin America Headquarters Gartner do Brazil Av. das Nacoes Unidas, 12551 9 ° andar—World Trade Center 04578-903—Sao Paulo SP BRAZIL +55 11 3443 1509 Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 11 of 11

Sense of identity and unity as Americans Essay - 622 Words

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Therefore England did not have a sufficient armed force to enforce its laws. Even though America was now completely self-sufficient, there were still people loyal to England. Often referred to as the Tories, they did not want to abandon their parent country. The loyalists believed that America would never survive without Englands protection and guidance. Mather Byles said, ...which is better, to be ruled by one tyrant three thousand miles away, or by three thousand tyrants not a mile away. (The Famous Mather Byles). People like him believed that creating a separate government in America would not solve any problems, but only create more new ones. Others preached that it is a shame to leave their parent country. However, since the loyalists made up a small percentage of the population and were generally rich, the majority of people rarely favored their ideas. 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