The Rich Keep Getting Richer Essay Example for Free

The Rich Keep Getting Richer Essay Robert B. Reich was born in 1946 and is a Professor, activist, politician, and an author. He graduated from Yale Law School, John F. Kennedy Government School, and was a Rhodes scholar studying at Oxford University. Reich served as secretary of labor in the first Clinton administration and has a reputation of being a conciliator, who can see opposite sides to every question and solve them (Jacobus, 287). He has written many books, such as the Next American Frontier, Work of Nations, and The Wealth of Nations. Robert B. Reich wrote, Why the Rich are getting Richer and the Poor, Poorer to categorize American workers. He divided all jobs into three boats: routine producers, in person servers, and symbolic analyst. Reich continues to explain each job and how they are affecting the economic wave. In his essay, Reich use of deductive reasoning and argument proves valid in the sense that the vessels are preventing change among the social order in todays society. The first sinking vessel, routine producers, is the fastest sinking boats because they face competition from around the globe and from computer robots. Big companies like ATT used routine producers in the US in the 1980s till they found that in Singapore routine producers would do the same job for a fraction of the price (Reich, 291). They fired the US workers and used Singaporeans untill ATT could find another country willing to pay less. Reichs use of evidence is apparent in the example of ATT. The evidence pertains to wages and shows that routine producers are easily replaced and adds to Reichs opinions of the boats. Reich also states that Singaporean replaced U.S. ATT workers for a fraction of the cost and will eventually will be replaced by less costly and more productive means, human or otherwise. His logic shows that with each occurrence another will come about. Thus the relationship formed by Reich appeals logically to his audience about routine producers. Continuing on, Reich depicts the second fastest sinking boat: in person  servers. They do not face global competition but compete with machinery and laid off routine producers. This vessel contains people that are paid at minimum wage or slightly above (Reich 296). In-person servers are sheltered from global competition and are generally doing better than routine producers. In comparison, they also face competition from labor-saving machinery such as automated tellers, computerized cashiers, and so on. According to Reich the demographics are in their favor because of the rate of growth in the American work force is slow and the number of elderly that will increase by the 20th century will ensure in person servers a job in catering to their needs. Reich begins with the assumption that that the in-person servers are in better circumstances than the routine producers, yet they also face competition with machines. Though the in-person server is presented in a lukewarm sentiment, it can be inferred that this boat is not the ideal one in Reichs opinion. The mediocrity of the in-person server is stabilized by the assumptions made by Reich. He shows that in-person servers will indeed live up to their names by serving the elderly community thus ensuring their employment and meager living standard. Though the in-person servers do not face global competition, they face the harsh reality of being replaced by a machine. The idea of a machine replacing a human can draw many emotions. By informing his audience of the this idea, the lack of growth in the work force, and the rising number elderly, he draws appeals on two different emotions: fear and reassurance. The rising boat is the Americas symbolic analysts. Worldwide demand for their insights is growing as the ease and speed of communicating them steadily increases. Some are at the bottom barely hanging on; others on top are doing so well they cant keep track of their earnings. The other ones in the middle are American scientist and researchers who are selling their research and ideas to global enterprise webs. They are not limited to American workers. For example, if one refuses to pay the asking price, someone else will. As noted, American investment bankers and lawyers specializing in financial circumnavigations are selling their insights to  Asians and Europeans who are eager to discover how to make large amounts of money. Almost everyone around the world is buying the skills and insights of Americans who manipulate oral and visual symbols- musicians, sound engineers, film producers, makeup artists, directors, cinematographers, actors and actresses, boxers, writers and designers (Reich 299). The most important reason for this expanding world market and increasing global demand for the symbolic and analytic insights of Americas has been the dramatic improvement in worldwide communication and transportation technologies. Whether in the form or licensing fee, fees for service, salaries, or shares in final profits, the economic result in much the same. Reich uses various examples of symbolic analysts to persuade his audience that this boat is better off than the others, since they use their intellect rather than their labor. The system analyst is always in demand because their thoughts and ways of seeing things are both innovative and unique. He makes the assumption that, unlike the routine producer and the in-person server, the symbolic analyst holds the power in the sense that they will always be needed. They also hold the power to ask for whatever price they see fit. His logic is evident in that he sees this boat as the only one that is truly rising. In conclusion, Reichs views of the American Economy are valid due to his train of thoughts, evidence, examples and facts presented throughout the essay and various assumptions about the economy today. Social orders always will exist and the degree of success will be determined by the where you choose to stand in this order. WORKS CITED Reich, Robert B. Why the Rich Are Getting Richer and the Poor, Poorer. A World Of Ideas, Ed. Lee A. Jacobus. Boston: Bedford Books, 1998. 251-275.

Empowerment Paper Essay Example for Free

Empowerment Paper Essay In the wake of many recent tragedies including both those created by nature as well as those caused by man, we have seen the number the human service organizations grow beyond leaps and bounds. However how these agencies interact with their clients can play a valuable role when these clients come in to receive services. In trying to meet the needs of all those in the wake of such tragedies, it is often hard to understand how someone can also empower others within the agency that is offering services. In the light of helping everyone, many agencies are now implementing services now geared or centered on or around the needs of their client. However, this is one thing that leaves many human service managers faced with a pressing question: How can a human service program or agency come together and in doing so in a manner that can provide an adequate means for this kind of work? It is often because in today’s standards we see so many agencies working with â€Å"multimillion-dollar budgets, professional staffs, and expensive facilities that one may find it hard to believe that the underlying philosophy is one that any agency can live on.† However, it is the agency that utilizes an empowerment-focused attitude and the theories that support them that has been an area of centralized research for many organizations for several years. It is the utilization of an empowerment approach within the agency that ensures that if the client can receive services or aid, it will given or done so in a manner that is both respectful as well without bias. At any agency, it should be understood that no matter what we want empowerment to be used not only to lift up the client but also to help to encourage the clients to do better each and every day. It is by using approaches aimed to promote positive energy and strength-based approaches along with client’s strengths can be the basis to build on, as this can help strengthen his or her weaknesses. According to Hardina et al. (2007), social service  management is characterized by 12 fundamental principles in relation to the empowering approach. For the population or consumers addres sed in our dream agency, it is these principles that are of the most importance for them to have a feeling that they belong and that their needs are just as important. For these individuals have already in most cases given up as their cycle of poverty have been occurring generation after generation. For many years many organizations were often quick to use a problem-based approach to helping their clients, and for a long time this was accepted and part of the norm. However, in the past few decades the focus now revolves around that of strength and empowerment (Cowger, 1994). From a social service management point of view, it is this focus that has been to strong an issue to ignore. It is the client, who even with being overwhelmed with other life challenges, when given the opportunity, can play a major role in the organizational decision making process. For they can bring a different view point to the forefront, as most are situations many deal with on a daily basis. It is a known fact that in the social work or the social services arena, decision making is an important task on every level. Understanding that critically, decision regarding the goals of the agency and its interaction within the community as well as how the agency is maintained can and usually made on an administrative level. However, when it relates to the overall continued existence as well as the agency’s effectiveness in addressing the needs and wellness of the client, these are just as important but may be made by other staff within the organization. Providing an answer to or even better finding a means to help in solving their client’s problem is the sole responsibility of service workers and administration alike, but making sure those servicing the client know and understand this as well. It is known that because each client is different so will the challenges one will face in offering them services, so making sure that the staff is properly trained in the area of whatever expertise needed. Having the knowledge as well as the skills is a vision that I can see for the agency that I have in mind. Having an agency in which everyone is treated as an equal and work together in providing encouragement not on to the client but for each fellow co-worker within the agency. Understanding that in the midst of a tragic storm no one situation is more important than  any one else’s, as everyone may have lost some near and dear to them. It is in offering support for those individuals whose situations may have occurred or was c reated by themselves or those in which they may have been a victim. Everyone would like nothing better than to stop the cycle of emotions that often result after a tragedy. Giving clients access to learning about or locating needed resources to find and obtain the services they are in need of can help them begin to heal one principle stated the â€Å"empowerment-oriented organizations acknowledge the limitations of participatory management approaches and take proactive measures to balance inclusion.† For agencies whose consumers are drawn from populations that are marginalized and disempowered these principles are very important. It is also very imperative that to note that in order to meet the urgent needs of people who face multiple sources of oppression and multiple traumas, and again stress that in offering help it is done so in a manner that is in line with respect and dignity. It is my dream agency whose overall commitment is quality service aimed at meeting the needs of the client as well as one in which the staff is well trained in diversity as it relates to the different cultures served. No one will be discriminated against and based on the age, race, national origin, sexual orientation, mental status, or political beliefs. In addressing client diversity, having staff and information available in other languages would be a plus. Also, having a manager that believes whole heartedly the mission statement of the organization. They display even in times of adversity a leadership quality that is in line with what the dream agency is promoting. It is the ability to influence others to follow in approaching the problem head on and in doing so the group can work together to share the knowledge needed to address the problems at hand. Even with one looked upon as a leader any decision made is only one that is looked at as one that they as leader has suggested. Clarifying the role that each will play in helping the client and having a common goal in putting team decisions in priority. It is also in trusting each other that each respects the other as diversity happens not only with the clients served but the tam we may work with, as it is diversity that helps the agency focus and understand the differences of those clients. Find a balance in the team, we emphasize the use of regular in-service meetings as a means to evaluate the effectiveness of open communication. Understanding that together as a team  and with a group effort, the decisions made can be one that when observed together, everyone can gain some satisfaction in knowing that they worked together to get the job done†¦helping the client! In offering the best client care we would need to find and utilize different strategies and implement these strategies inn getting positive feedback from all those involved in the care of the client. These strategies include but are not limited to the following: Adhere to the mission statement and the vision that the agency was created upon. Understand that leadership is agency wide, everyone should be committed to the organizational mission statement. Include everyone that is going to be effected by the decisions made between the agency and the client from the beginning process until they client gain b ack their independence. Respect is agency wide, a supportive network can encourage overall job satisfaction with a better quality output from the employees to pass on to the client. Offer a systematic approach of giving and receiving feedback to monitor if there may be a need for intervention or strategy changes. Technology that offers both the patient and their family a means of gaining much needed information as well as the option to communicate with those involved in their case. It is stated in the text that â€Å"organizational theory is used to explain, and sometimes guide, the way organization work† and whether consciously or not but only when they apply them consciously and based on their own theoretical beliefs will they be more effective. In seeking to put some organization to their program it is understood they still do have other choices. It is this knowledge that the purpose of any agency would be empowerment, but in order for the agency to reach their goal in helping others, the manager must realize their own empowerment. Then and only then can we empower the client to realize their potential so they can return and again become productive in their communities. References Cowger, C. D. (1994). Assessing client strengths: clinical assessment for client empowerment. Social Work. 39(3): 262- 268. Lewis, J. A., Lewis, M. D., Packard, T. R. (2012). Management of human service programs (5th ed.). Belmont, CA: Brooks/Cole.

HRM Human Resource Management in TESCO Organization

HRM Human Resource Management in TESCO Organization Identification of the organisations business strategy, mission and goals Tesco is, as Brand Finance (2014) notes, the largest retailer in UK, as well as being a highly significant retailer globally. As of 2014, Tesco is operating in 12 countries globally, and there are presently 6,780 Tesco stores. In addition, the company employs approximately 500,000 people worldwide. In addition to its core business in the grocery sector, Tesco has also diversified to offer a range of other products and services, such as personal finance and mobile phones. It has developed its ‘bricks and mortar’ business model to include an increasing emphasis upon modern day technology, through Tesco Direct (Ma, Ding and Hong, 2010) and the customer relationship management programme, Clubcard (Felgate, Fearne and di Falco, 2011). Business strategy Tesco’s has, as Schiraldi, Smith and Takahashi (2012) comment, a well-established and consistent business strategy that has enabled the company not only to strengthen the core UK business but also to expand successfully into a range of new markets. Those markets that were not successful, such as the US Fresh Easy stores, have been off-loaded in order to limit group-wide losses (Tyrell, 2014). Tesco’s business strategies mainly focus, as Wood and McCarthy (2014) further postulate, on the huge UK domestic grocery market, along with financial services, and telecommunications. Evaluating its business strategy, Schiraldi, Smith and Takahashi (2012) assert that one of the main objectives of Tesco’s business strategy is to create sustainable, long-term growth. According to Tesco plc (2014), this will be achieved by world-wide expansion. With this goal in mind, the company initially focused on expanding its business enterprises into Asia and central Europe. Tesco primarily focuses, according to Metzger (2014), on five key market sectors: 1) its core UK business, 2) the communities in which it operates, 3) non-food products, both within and beyond those offered ‘in store’, 4) retailing services, and 5) international markets. The company has, as this essay discusses, separate strategies for each of these aspects. The major objectives of Tesco’s business strategy include being a successful retailer internationally, facilitating the continued growth of the core UK business, being strong in the non-food market, the further development of various retailing services like telecommunications, Tesco personal finance and Tesco.com, and giving to the communities in which it operates, so as to strengthen brand loyalty (Piercy, Cravens and Lane, 2010). Tesco’s core UK business is the most important part of the entire business and accounts for 70% of group sales (Tesco, 2014). There are, as already noted, almost 3,400 Tesco stores employing around 310,000 people in the UK; these people are employed in five main, distinctively different, types of store, in order of size format: Tesco Extra, Superstore, Express, Metro, and One Stop. In addition, there are other format stores, such as Homeplus, Dobbies, and internet shopping options. There are presently 247 Extra stores, 482 Superstores, 195 Metro, 1,672 Express, and 722 One Stop stores, which, quite literally, give Tesco a presence in almost every town within the country (Tesco, 2014). In commenting upon how Tesco has developed its business model in light of lessons learned from the current global recession, it is suggested by Piercy, Cravens and Lane (2010) that the primary realisation has been that people want more value for their money but they do not want to compromise on product quality. This message can be seen to have been acted upon by Tesco in a number of ways. First, Tesco has enhanced promotion of its ‘Value’ range, coupled with less advertising of its premier ‘Finest’ range. Secondly, the rewarding of customer loyalty has led Tesco to create a world-leading customer loyalty programme called ‘Clubcard’. According to Tesco (2014), fulfilling corporate responsibility and creating value within the communities it operates are crucial for achieving growth. Tesco believes, as Blythman (2012) further notes, that each and every strategy that it designs has an impact on the community. Tesco’s strategies regarding corporate responsibility include providing active support to local community, providing good jobs to locals, and taking care of the environment. In addition, the company is aiming to create zero carbon stores in the future (Rosethorn, 2009). The main objective of Tesco’s non-food strategy is to become as strong in this arena as it is in the food category. Tesco’s Dobbies, Homeplus and Extra stores are the three store formats where non-food products are available, the latter in addition to food. In 2000, Tesco Direct, the company’s online store where more than 125,000 products are available, was launched. The company has 25 distribution centres, out of which six deal with clothing and non-food products (Tesco, 2014). Cumulatively, these distribution centres deliver goods to an estimated 500,000 customers per week in the online sector only (Tesco, 2014); this division of the company has experienced rapid growth, showing the importance of diversification to the continued growth of the company (Ma, Ding and Hong, 2010). Tesco’s various retail services include Tesco Bank, Tesco.com and Tesco telecommunications. In the UK, Tesco Bank is the most successful supermarket bank (Scuffham, 2014), which once more shows how invaluable diversification has been to the continued success and growth of the group as a whole. Furthermore, developing Tesco.com was a strategy of keeping pace with modern trends in shopping which may result, in the future, in fewer resources being applied to traditional ‘bricks and mortar’ strategies, and more being routed towards on-line consumers. Identification of the organisations overall HRM strategy and goals This section discusses the overall human resource management (HRM) strategy and goals of Tesco. Given the global reach of the chain, it is imperative that managers make a complete and feasible HRM plan and use different strategies to manage employees. This will include changing strategies to account for local customs and variations (Brennan, Moore and Mughan, 2013). The human resource strategy presently utilised at Tesco’s revolves, as Merkel, Jackson and Pick (2010) discuss, around the training and development of employees, communication and consultation, and rewards and benefits linked to achieving targets. This triple-headed approach to HRM has been successful over the years and has helped the firm to retain and recruit well-motivated staff who present a professional appearance to customers and are proud to work for Tesco. The most significant part of the HRM strategy of Tesco is training and development in terms of both time and money (Tesco, 2014). Every year, Tesco employs a large number of staff and a critical component of this, in addition to ‘front line’ shop staff, is the recruitment of high quality graduates from leading universities (Rosethorn, 2009). It is imperative, given the academic background of these recruits, that they are trained in ‘the Tesco way’ and introduced as quickly as possible to the corporate structure and mentality of the firm. This is why the training of graduates through specific recruitment programmes is essential (Merkel, Jackson and Pick, 2010). Tesco does not merely, however, favour graduates. It values all its staff as important resources and promises each of its employees that they will have a chance to develop their skill set and progress through the company (Fernie and Moore, 2013). This implies, in the opinion of the author, that each employee has the same opportunity to acquire essential skills relating to their work and the same opportunity to develop themselves to learn new knowledge. In the UK, skilled specialist employees in traditional occupations, such as fishmongers and bakers, can attain recognised qualifications during their careers at Tesco and, in 2008, 97.4% of shop-floor and 99.9% of Tesco.com employees in the UK were trained to bronze level (competent); 94.2% of shop-floor employees achieved silver level competence (expert or experienced). Such data suggests, as Ma, Ding and Hong (2010) comment, that Tesco realises the importance of investing in its staff and is keen to retain and develop a large number of skilled workers. In addition to the training programme evaluated above, Tesco has an Options development program. In this program, staff can select and learn skills that they need to grasp so as to progress to the next work level within the firm – this is, therefore, a form of self-guided career professional development. One in 30 employees of Tesco in the UK participate this programme, according to Tesco (2014). Mindful of its success, Tesco expanded this programme into Central Europe and Asia in 2009 (Brannen, Moore and Mughan, 2013). This suggests that different parts of the company can benefit from positive innovations trialled elsewhere. The second major part of its HRM programme is tied into issues pertaining to communication and consultation. Tesco wants to know the views of employees on problems which affect them and the wider company. This form of ‘bottom-up’ feedback is common in companies with a global presence, as Brannen, Moore and Mughan (2013) note. Managers are now encouraged to use different types of communication to gather feedback that can be used to develop the company further. This includes, according to Fernie and Sparks (2014), staff question times, face-to-face interviews, and use of the in-house internet. In addition, Tesco undertakes an annual staff survey and ‘Viewpoint’, which are anonymous and confidential (Tesco, 2014). Tesco uses these approaches to find the problems in working processes as soon as possible, so that it can address them and ensure that it responds to them in a manner so as to maximise returns. The third part of Tesco’s HRM strategy relates to rewards and benefits (Merkel, Jackson and Pick, 2010). Tesco tries to keep a competitive HRM edge over its major supermarket rivals by offering a basic wage that is as high as possible. This is enhanced by long-term reward plans and share bonuses (Tesco, 2014). Analysis of the various components of Tesco HRM Human resource management at Tesco involves various activities, including recruitment talent analysis, provision of a good working environment, programmes aimed at retaining employees who have good performance, and ensuring that all are treated equally (Rosethorn, 2009). These divergent trends within HRM are all important as, without them, employees may not feel valued. Increasing employee self-worth is, as Merkel, Jackson and Pick (2010) note, a valuable tool in the arsenal of the successful HRM practitioner because those who feel valued are likely to outperform less enchanted colleagues. In addition, a highly motivated workforce has been shown, by Fernie and Sparks (2014), to maximise the potential for high profit returns within a firm. It is also worth considering that ensuring equality in the firm is an important legal consideration given the right of all people to work in a safe environment that is free from bullying and respects human rights (Tushman and O’Reilly, 2002). For good employee relations the company also encourages its workers to work near their homes, which, as Piercy, Cravens and Lane (2010) observe, is a ‘green’ initiative that helps cut down on fuel costs and also reduces the time that individuals spend travelling to work. The company also gives their employees freedom of transfer, thus encouraging employee retention (Metzger, 2014). In addition, the use of shift work maximises the ability of people to work hours that suit their own timetables; thus, for instance, a student may be able to obtain an evening shift that does not interrupt his or her studies, whereas a mother of young primary school-aged children may be able to work during the day whilst the children are at school. This flexibility of working patterns, which is also important for the exchange of ideas and for the promotion of equality of faith (such as the need for Orthodox Jews not to work on Saturdays) are all factors that help Tesco to build a wide multicultural team of workers that are attune to the attitudes of the individual communities that they serve. Indeed, as a result of the UK being a truly multicultural society, HRM can be seen to play a critical role in working towards the creation of a healthy work environment. Tesco also ensures that every employee knows his or her rights in the organisation, which can also be seen as a way of ensuring that employee unions are supportive of the market aspirations of the company (Rosethorn, 2009). That Tesco also embraces health and safety regulations and training may be seen as a further bonus. In addition, Tesco trains its employees on disaster management, which is not only a positive for staff but also for the shoppers who frequent Tesco (Blythman, 2012). That staff receive such training means that members of the public can shop in safety in the secure knowledge that in the event of a fire outbreak the staff are trained, and responsive. With regard to the use of human resource models, Tesco can be evaluated as using a range of different models to ensure that it meets it core business goals (Fernie and Moore, 2013). This is important to note within the confines of this essay because no two people are identical (in terms of their behaviour and personality traits), thus calling for different HRM approaches to be adopted to ensure that there is, within the workforce, harmony in the company (Merkel, Jackson and Pick, 2010). Tesco has, as Rosethorn (2009) notes, has resolved to use a commitment-based model which does not force employees to meet frameworks. Rather, the achievement of goals is looked at as possible through respect, provided that there is co-ordination and self-control. This model calls for motivation and reinforcement in order to achieve the objectives of Tesco management and, as Tushman and O’Reilly (2002) suggest, employee opinions are taken into consideration and are used even during problem-solving processes. This model puts the employee at the forefront and helps to sustain motivation. Identification of areas that could be improved Tesco knows that it, in order to keep competitive in an increasingly cut-throat market, it has to keep sound strategies and build upon them (Wood and McCarthy, 2014). It is critical therefore, in accordance with the view advanced by Tushman and O’Reilly (2002), that human resource management continues to develop, identify, and strengthen the capacities of its staff. Tesco has a lot of employees who have substantial experience, and it follows that there is a key role for them to play in the training of new employees. In addition the company needs to train employees with expertise and ensure that they are kept up-to-date with regards to their key skill sets. The training concepts mentioned within this assignment work together to ensure that the organisation benefits from the increased competence of its staff. For rewards and wages Tesco is in line with existing laws and regulations and pays salaries according to the minimum wage law (Tesco, 2014). Nevertheless, further benefits could be accrued by making a more explicit linkage between performance and reward, especially with regard to the firm’s overall profits (Metzger, 2014). This would mean that when annual profits increase, there should be an increase in the salaries and rewards enjoyed by employees. Such rewarding of talent will have a positive impact on both workers and the company (Fernie and Sparks, 2014). Conclusion The human resource management department plays an important role in any organisation. Tesco has a well-documented, forward-thinking HRM department which is in tune with its overall business aims. Through the recruitment and retention of first rate staff and ensuring that all employees can perform to the best of their ability, Tesco increases the chances that its staff will be a positive asset (Merkel, Jackson and Pick, 2014). In addition, as Tesco increasingly diversifies its business portfolio, there is a need to ensure that all employees in each country in which it operates learn from best practice elsewhere (Brannen, Moore and Mughan, 2013). Indeed, if Tesco is to attain its global objectives, it is imperative that its HRM department continually evaluates its own performance (as well as that of employees), so that the company’s most important asset – its staff – can continually adapt to the changing needs and expectations of the company’s customers to help ensure that it retains its existing position of primacy within the UK supermarket sector (Metzger, 2014). Bibliography Blythman, J. (2012). Shopped: The shocking power of British supermarkets. London: HarperCollins. Brand Finance (2014). Global 500 2014: The world’s most valuable brands. Available at: http://brandirectory.com/league_tables/table/global-500-2014 [accessed 10 September 2014]. Brannen, M.Y., Moore, F. and Mughan, T. (2013). Strategic ethnography and reinvigorating Tesco plc: Leveraging inside/out bicultural bridging in multicultural teams. Ethnographic Praxis in Industry Conference Proceedings, London, September 16-18, pp. 282-299. Felgate, M., Fearne, A. and di Falco, S. (2011). Analysing the impact of supermarket promotions: A case study using Tesco Clubcard data in the UK. Kent Business School. Working Paper 234. Fernie, J. and Sparks, S. (2014). Logistics and retail management (4th edn). London: Kogan Page. Fernie, S. and Moore, C. (2013). Principles of retailing. Abingdon: Routledge. Ma, Y., Ding, J. and Hong, W. (2010). Delivering customer value based on service process: The example of Tesco.com. International Business Research, 3(2), 131. Merkel, J., Jackson, P. and Pick, D. (2010). New challenges in retail human resource management. In Krafft, M. and Mantrala, M.K. (eds) (2014). Retailing in the 21st century (2nd edn). Springer: Berlin, pp. 257-270. Metzger, K. (2014). Business analysis of UK supermarket industry. Master’s dissertation, Loughborough University. Piercy, N.F., Cravens, D.W. and Lane, N. (2010). Marketing out of the recession: Recovery is coming, but things will never be the same again. The Marketing Review, 10(1), 3-23. Rosethorn, H. (2009). The employer brand: Keeping faith with the deal. Farnham: Gower. Schiraldi, P., Smith, H. and Takahashi, Y. (2012). Estimating a dynamic game of spatial competition: The case of the UK supermarket industry. LSE Working Paper. Scuffham, M. (2014). Tesco takes on UK banks with current account launch. Reuters [online]. Available at: http://uk.reuters.com/article/2014/06/09/uk-tesco-bank-account-idUKKBN0EK24H20140609 [accessed 10 September 2014]. Tesco plc (2014). Annual report 2014. Cheshunt: Tesco plc. Tushman, M.L. and OReilly, C.A. (2002). Winning through innovation: A practical guide to leading organizational change and renewal. Cambridge, MA: Harvard Business Press. Tyrell, J. (2014). Introduction to socio-cultural influences. In Mutum, D.S., Roy, S.K. and Kipnis, E. (eds) (2014). Marketing cases from emerging markets. Heidelberg: Springer, pp. 9-11. Wood, S. and McCarthy, D. (2014). The UK food retail ‘race for space’ and market saturation: A contemporary review. The International Review of Retail, Distribution and Consumer Research, 24(2), 121-144.

ESP Abilities :: essays research papers

Ability and talent A person's psychic, ESP, or telepathic abilities can't be judged by a single or a group of exercises. This ability develops through time and practice. So, if you don't do well the first time, don't feel bad, the exercises need to be practiced over and over. Be patient and you can expect to see an improvement in all your latent abilities over a period of time, not just in a few tries of guessing cards. Attitude The mind set and attitude at the time of the test are critical. It is important to maintain enthusiasm and interest when testing yourself because it has been found to make a difference. When a person begins to get bored, their score often times goes down. Meditation This helps to train your mind to focus. It’s very helpful to meditate before you start ESP exercises. The object of the process is two-fold; to relax the body and to subdue the thoughts that continuously traverse our mind. One never stops the mind completely, but one can achieve states of relatively long periods where the mind is silent. It is during these moments, no matter how brief they are, that we enter a state of the void, the null or nothingness. Start the counting from around 20 and imagine seeing the shape of each number as you count down. At one point you may disappear from the counting process and not be aware that you've done so. It’s OK, don't be concerned, its part of meditation. You can also say to yourself â€Å"deeper† and imagine your body drowning into deep state if counting requires too much effort. ESP Exercises 1. Using the ESP symbols, make your own card preferably 25, 5 for each symbol. Try to guess what the card is without looking. It’s always good idea to record your results to see if you’re making progress. If it helps, make the card distinct as possible and practice with fewer symbols until you feel comfortable. Also playing with different colors may help you differentiate better. 2. Get 3 cups and fill each cup with water, orange juice and milk. Either blindfold your eye or set up some kind of barrier where you can’t see the content of the cup, place hand directly over the cup and guess the content of each. Focus and try to feel the energy each liquid is exerting.

Career Resilience Essay -- Employment Work Jobs Essays

Career Resilience Change in the workplace continues at a rapid pace, affecting careers and career development. Mergers, acquisitions, reengineering, and downsizing are influencing employment patterns and altering the career directions of many. No longer are individuals advised to think in terms of spending their entire careers in one organization. Rather, they are being led to recognize the temporary nature of all jobs and the need to prepare themselves for redefined career paths that require resilience and an ability to be self-reliant. This Digest defines the concept of career resilience, including the characteristics of individuals who are career resilient and the characteristics of organizations that support career resilience. Definition of Career Resilience Collard et al. (1996) present several definitions of career resilience. One of these is "the ability to adapt to changing circumstances, even when the circumstances are discouraging or disruptive" (p. 33). Another definition of career resilience is "the result or outcome of being career self-reliant" (p. 34). Although career self-reliance and career resilience have been used interchangeably, there is a slight difference in the focus of each term. Career self-reliance refers to individual career self-management taking responsibility for one's own career and growth while maintaining commitment to the organization's success; career resilience refers to individual career development developing the knowledge and skills required to make a visible and personally motivated contribution to the organization and its customers. The Need for Career Resilience The emphasis on the self-management and self-development of one's career is a reflection of the shift in the ... ...ouse on Adult, Career, and Vocational Education, 1996. (ED 396 191) Filipczak, B. "You're on Your Own." Training 32, no. 1 (January 1995): 29-36. Fox, D. "Career Insurance for Today's World." Training & Development 50, no. 3 (March 1996): 61-64. Hall, D. T. and Mirvis, P. H. "The New Career Contract: Devel-oping the Whole Person at Midlife and Beyond." Journal of Vocational Behavior 47, no. 3 (December 1995): 269-289. Hequet, M. "Flat and Happy?" Training 32, no. 4 (April 1995): 29-34. Kaye, B., and Farren, C. "Up Is Not the Only Way." Training & Development 50, no. 2 (February 1996): 48-53. Koonce, R. "Becoming Your Own Career Coach." Training & Development 49, no. 1 (January 1995): 18-25. Waterman, R. H., Jr.; Waterman, J. D.; and Collard, B. A. "Toward a Career-Resilient Workforce." Harvard Business Review 72, no. 4 (July-August 1994): 87-95.

Social Concerns in the poems of Kamala Das Essay -- essays research pa

" He ( the poet) is responsible for humanity, even for the animals, he must see to it that his invention can be smelt, felt, heard." ( Arthur Rimbaud) From the queen of erotica to a poetic pilgrim, the critical nexus on Kamala Das?s poetry has oscillated between opposite poles. These varied critical stances reflect that the genius of the poet refuses to be strait-jacketed into a uniform notion. In this paper, I will attempt to reveal the social issues that imbue the oeuvre of her poetry. Kamala Das in her much discussed autobiography, My Story , pointed out: ? A poet?s raw material is not stone or clay, it is her personality.?1 In direct contradiction to Eliot?s theory of poetic creation, Mrs. Das asserts that her poetry is subjective and through it she voices forth her strains and stresses. This, however, does not imply a selfish preoccupation with the self but a melioristic vision that is shocked and disgusted at the plight of fellow mortals. Her sensitive soul is deeply affected by the maladies that lie deeply ingrained in the social matrix. In the poem Afterwards -- no intertextuality with Hardy?s poem -- written when the poet was in her teens, she questions the notions of scientific progress that has ushered the nuclear holocaust: ? Son of my womb, Ugly ... ... Works cited 1. Kamala Das-- My Story, DC Books, Kottayam, Aug. 2004. 2. Kamala Das-- Summer in Calcutta, DC Books, Kottayam, Nov.2004. 3. Kamala Das-- The Descendants, Writers? Workshop, Calcutta, 1991. 4. Kamala Das-- The Descendants, Writers? Workshop, Calcutta, 1991. 5. Kamala Das-- Collected Poems, Vol. I, Navkerala Printers, Trivandrum, 1984. 6. Al Harmony Vol.6, July-Sept,2005. 7. Anthony Perera-- ?Love India, love Sri Lanka?, Sunday Observer, April 29, 1984. 8. Kamala Das-- The Old Playhouse and Other Poems, Orient Longman, 1973. 9. Kamala Das-- Only the Soul Knows How to Sing, DC Books, Kottayam, 1999. 10.Kamala Das-- Only the Soul Knows How to Sing, DC Books, Kottayam, 1999. 11. Presented to the author by the poet as a manuscript.

Balanced Diet for an Adult Essay

Food is an integral part of human life providing energy for cellular activities to keep us healthy. According to World Health Organization (2013), healthy nutrition is ingesting an adequate and well balanced diet in relation to the body’s dietary needs and when combined with regular physical activities is the cornerstone to good health. A diet containing the right portions of all the five food groups of the Eatwell Plate (figure1 and appendix1 for recommended servings) known as a balanced diet will provide the organic macronutrients including proteins, carbohydrates and lipids and the micronutrients, vitamins and minerals to sustain life. Only ingested carbohydrates, proteins and lipids will count towards total caloric intake and will be digested into monomers like glucose for absorption and assimilation. National Health Service (2012) recommends daily caloric intake of 2500Kcal and 2000Kcal which will be derived from the proteins, lipids and carbohydrate sources in a diet for average adult males and females respectively. Age, sex, health condition and physical activities influence dietary needs. This essay will discuss a balanced diet for an adult including the structure, sources, functions, recommended daily allowance (RDAs), deficiency and excessive effects of the macronutrients. Also the micronutrients and water which are not considered as nutrients will be discussed. THE FOOD PYRAMID [pic]Figure1 (NHS 2011) Carbohydrates contain carbon, hydrogen and oxygen. British Nutrition Foundation (2013), recommends that 47.7% (203g) and 48.5% (275g) of daily energy should come from carbohydrates for females and males respectively with 29g being roughages. Carbohydrates exist naturally or refined as monosaccharides that are reducing sugars. Monosaccharides build the complex carbohydrates, disaccharides and polysaccharides through dehydration synthesis. Monosaccharides have general formula (CH2O)n where ‘n’ determines whether pentose(5Carbons) or hexose (6Carbons). Glucose found in maple syrup, fructose in corn syrup and galactose in honey are hexose-isomers; having the same formula, C6H12O6 but different structures. The disaccharides with the general formula C12H22O11 are sucrose made from fructose and glucose, maltose from two glucose molecules and lactose from galactose and glucose. Sucrose is derived from beet sugar, lactose from milk and maltose from vinegar. The polysaccharides with general formula (C6H10O5)n where 40≠¤n≠¤3000, exist as starch or non-starch polysaccharides (NSPs) which can be soluble or insoluble. Starch consists of glucose molecules joined by glycosidic bonds. The NSPs include oligosaccharide (raffinose) and cellulose (dietary fibre). Potatoes, yams and cassava are rich in starch and are very digestible. Whole grain cereals, legumes (appendix2), fruits and storage vegetables like asparagus and cabbage are rich in the NSPs. Raffinose is an indigestible trisaccharide of fructose,glucose and galactose with formula C18H32O16. Animal sources of carbohydrates are liver and scallops. Carbohydrates provide sweetness and are the primary source of energy especially for brain and blood cells. Cellular respiration converts glucose monomers into ATP. Fats cannot be oxidised without glucose. Most NSPs are partially digestible or indigestible due to lack of ÃŽ ±-galactosidae (enzyme) in GI Tract. They reduce glycaemia index and plasma cholesterol levels, increase bile acid excretion, promote normal laxation and prevent breast cancer, gallstones, haemorrhoids, and irritable bowel syndrome (Kumar et all 2012). Furthermore, Kumar (2012) concluded that excessive carbohydrates will cause dental decay, kidney damage, stroke, diabetes due to obesity and short term conditions like hyperglycaemia. Carbohydrate deficiency will cause constipation, fatigue, weak immunity, muscle cramps and ketosis; this is very rare as 50g/day of carbohydrate is needed to prevent ketosis. THE DEHYDRATION SYNTHESIS TO FORM MALTOSE [pic]Figure2 EQUATION: (C6H12O6 + C6H12O6 = C12H22O11 + H2O) (Marshall University 2012) Proteins or polypeptides consist of three to 100000 or more long chains of the organic molecules called amino acids joined together by covalent peptide bonds. A protein of two amino acids is called a dipeptide. There are 20 common forms of amino acids either termed non-essential (synthesised by the liver) and essential that needs to be ingested. Proteins consist of a central carbon atom, a hydrogen atom, amino group (-NH2), Carboxylic group (-COOH) and the variable R group (figure3). The term amino acid is derived from the amino and carboxylic groups that all amino acids have in common. According Kuil (2012), principal sources of proteins are lean meat, seafood, poultry, eggs, cereals, legumes (refer to appendix3), cereals and processed food like low-fat milk. Proteins form about 45% of human body and perform the following seven essential functions: structural (hair, ligaments), contractile (muscles), transport (haemoglobin), metabolic regulation (enzymes), buffering, defence (antibodies) and coordination and control (hormones) (Martini 2006). Haemoglobin transports oxygen and a lack of protein (haemoglobin) can deny vital organs the needed oxygen for metabolism. Protein deficiency can also cause fatigue, anaemia, weak immunity, skin problems, impairment of cognition and mental health problems. Whereas excessive proteins can cause obesity, osteoporosis and kidney stones (Georgetown University 2012). About 15% of an adults’ caloric intake should come from protein equivalent to 56g and 46g for male and female respectively (Centre for Diseases Control and Prevention, 2012). DEHYDRATION OF AMINO ACIDS TO FORM DIPEPTIDE PROTEINS [pic]Figure3 (Marshall University 2012) Lipids are made up of an even number of carbon from 12 to 20, oxygen, hydrogen and sometimes traces of phosphorus, sulphur or nitrogen. Lipids are grouped into 4: steroids, phospholipids, waxes and glycerides. Most of the 70 identified lipids are synthesised by the body whereas linoleic (omega6) and alpha-linolenic (omega3) acids are two essential lipids to be ingested. They are mostly insoluble due to the long chain of hydrophobic carbon-carbon end bonded to a short hydrophilic carboxyl group. The double covalent bond, (C=C) determines whether saturated (no C=C) or monounsaturated (1 C=C) or polyunsaturated (2 or more C=C). Glycerides are made up of glycerol bonded to 1 or more fatty acids by dehydration synthesis, triglyceride with 3 fatty acids is the predominant of the lipids (refer figure4). Unsaturated sources of lipids are olive oil, peanut, salmon, halibut and avocados. Saturated sources are butter, sausage and hydrogenated oil. According to British Dietetic Association (2013), adults should consume not more than 20-30g of saturated-fat with 5g or less being trans-fat since saturated lipids are high in cholesterol. The structural lipids form cell membranes. Also fat cushions and protects organs including liver, heart, and kidney, energy source; twice as much as carbohydrates and proteins, thermoregulation (insulation), sex hormones, transport vitamins and monounsaturated fat can decrease cholesterol levels (USA Department of Agriculture, 2010). Excessive consumption of lipids will lead to obesity which is characterised by high BMI as shown in appendix 2, cardiovascular diseases, hypertension, colorectal cancer and diabetes, whereas deficiency will result in the body lacking the vital vitamins A,D,E and K (Schenker, 2012). DEHYDRATION SYNTHESIS TO FORM TRIGLYCERIDE [pic]Figure4 (Marshall University 2012) The micronutrients, vitamins and minerals are needed in minute quantities. Minerals can be classified as major or trace of which a few are essential including sodium, potassium, magnesium, zinc, iron, calcium, iodine, etc. (refer to appendix4 for RDAs). According to Higdon and Drake (2011), sources of minerals are plants that derive them from the soil and move on the food chain to the herbivores like cattle that eat them. Spinach, legumes, whole grains, dairy products, red meat, soybeans, salmon, cod, iodised table salt (iodine, sodium, chlorine) and eggs are excellent sources of minerals. According to Whitley and Rolfes (2011), minerals perform the following functions: the electrolytes, sodium, potassium and chlorine transmit nerve impulses, control fluid balance (providing optimum pH for enzyme activities), control blood pressure and relax and contract muscles. Zinc, copper and selenium are antioxidants; they reduce the risk of heart diseases. Iron forms haemoglobin. Sodium and potassium coregulate ATP production. Calcium and phosphorus control blood clotting and together with magnesium build bones, teeth, maintain muscle and nerve cells. Iodine is needed for the production of thyroxin; deficiency will cause goitre. Since some minerals are coenzymes, deficiency will cause malfunctioning cellular activities (digestion, metabolism). Iron deficiency causes anaemia whereas calcium, phosphorus and magnesium (hypocalcaemia) deficiency will cause osteoporosis. Calcium, magnesium and the electrolytes deficiencies will cause weakness, muscle cramps and impaired alertness. Zinc deficiency causes diarrhoea, skin and prostate cancers. Their intake should be balanced with use and excretion as excess may cause Hyperkalaemia (potassium), kidney-stones (calcium) and hypernatremia (sodium). Vitamins are grouped into water soluble (WSV) including C and B complex vitamins; they cannot be stored and therefore, it is imperative to be part of a balanced diet, and fat soluble (FS) including vitamins K,E,D, and A; they can be stored (refer appendix 5 for RDA). Green leafy vegetables (lettuce), oranges, kiwi fruit, avocados, whole grains and cereals, banana, dairy products, liver, poultry, pork, oily fish, eggs, soybeans, chickpeas and nuts are excellent sources of the vitamins (Firth 2011). Vitamin K can be synthesised in the intestine which helps the blood clot whereas Vitamin D can be synthesised by the body using sunlight to help the absorption of calcium and phosphorus (Cranney et al (2010). Vitamins A and C build immunity. Vitamins B1,B2,B3, and biotin help release energy. Vitamin A, niacin and pantothenic acid aid the absorption and use of macronutrients monomers. Vitamin C makes collagen and enhances folate absorption. Vitamin deficiency generally causes weak immunity and osteoporosis (Vitamin D), scurvy (Vitamin C), beriberi (B1), anaemia (B12 and folate) and night blindness (Vitamin A). Excessive amounts of vitamins E and K are usually not harmful but excess A,D and the WSV which can be excreted cause kidney problems and hypercalcaemia (excess D). Excessive vitamin C causes diarrhoea (NHS 2012). In conclusion, spending excessively on supplements and creams as well as engaging in dangerous diets like the Atkins Diet are not necessary. The secret to healthy living is carefully selecting the right proportions of food from the Eatwell plate, drinking enough water in combination with regular exercises. Figure 5 and appendix 6 show functions of water. Consider the positives and negatives when selecting food products such as red meat; rich in protein but high in cholesterol whereas fatty fish enhances calcium absorption. Soybean, liver, green leafy vegetables, whole grains and legumes will provide almost all the nutrients; combine them in your diet in right proportions for optimal hormonal, metabolic, mental and physical functions of the body. It is important to consult a doctor before starting any diet as nutritional needs are affected by health and some medications affect absorption of nutrients. FUNCTIONS OF WATER IN THE BODY [pic]Figure 5 Mayo Foundation for Medical Education and Research, 2013 LIST OF APPENDIXES APPENDIX 1 |FOOD GROUP |SERVINGS PER DAY | |Carbohydrates including bread, pasta, rice, potatoes and other starchy foods |6-10 servings | |Fruits and vegetables |3-5 servings | |Meat, fish, eggs, beans and nuts |2-3 servings | |Milk and dairy foods |2-3 servings | |Food and drinks high in fat and/or in sugar |Use sparingly | University of Michigan Integrative Medicine, 2010 APPENDIX 2: OBESITY AND BODY MASS INDEX (BMI) |BMI |LEVEL OF OBESITY | |Below 18.5 |Underweight | |From 18.5-24.9 |Healthy Range | |From 25-30 |Pre Obese | |Above 30 |Obese | NHS, 2012 APPENDIX 3: FOOD GROUPS AND EXAMPLES |FOOD GROUP |EXAMPLES | |Legumes |Beans, Lentils, Peas, Chickpeas, French beans, Kidney , soybeans, Coco beans etc. | |Whole grains |Barley, Corn, Millet, Oats, Rice, Milo, Wheat | |Green leafy vegetables |Spinach, Broccoli, Lettuce, Cabbage, Mustard green, Kale examples | APPENDIX 4: MINERALS AND THEIR RDA |SYMBLE |SOURCES |RDA | |Na (Sodium) |Table Salt, Sea vegetables, spinach, milk |6g | |Ca (Calcium) |Salmon, Sardine, eggs, dairy products, nuts, oregano |700mg | |K (Potassium) |Spinach, legumes, tomatoes, banana, avocado, whole grains and |3500mg | | |yams | | |P (Phosphate) |Fish, poultry, oats, rice, red meat, |700mg | |Fe (Iron) |Eggs, spinach, shrimps, soybeans, lentils, tomatoes, olives, |M=8.7mg / F=4.8mg | | |tomatoes | | |Mg (Magnesium) |Spinach, soybean, sea vegetables, tomatoes, beans, brazil nuts|M=300mg / F=270mg | |I (Iodine) |Eggs, milk, fish, shellfish, yoghurt, strawberries, iodised |0.14mg | | |salt | | |Se (Selenium) |Cod, salmon, garlic, lamb, cheese, calf liver, barley, brazil |75mcg | | |nuts | | |Zn (Zinc) |Calf liver, spinach, eggs, oats, oyster, lean pork and beef, |M=5.5-9.5mg / F=4-7mg | | |asparagus | | USA Department of Agriculture / Department of Health, 2010 APPENDIX 5: VITAMINS AND THEIR RDA’S |VITAMIN |SOURCES |RDA | |Retinol (A) |Liver, fish oil, carotenoids, milk fortified |M=0.7mg / F=0.6mg | |Ascorbic acid (C) |Citrus (oranges), kiwi fruit, broccoli |40mg | |Thiamin (B1) |Liver, pork, whole grains and products |M=1mg / F=0.8mg | |Riboflavin (B2) |Liver, eggs, milk, rice, mushrooms |M=1.3mg / F=1.1mg | |Niacin (B3) |Poultry, fish, beef, peanut butter, legumes |M=17mg / F=13mg | |Pyridoxine (B6) |Liver, pork, legumes, fish, whole grains |M=1.4mg / F=1.2mg | |Cobalamin (B12) |Beef, poultry, cod, salmon, cheese, eggs |0.0015mg | |Vitamin E |Vegetable oil, green vegetables, nuts |12mg | |Folate |Broccoli, peas, asparagus, brown rice |0.2mg | |Pantothenic acid |Milk, fruits, veggies, meat, fish, grains |10mg | |Biotin |Cottage cheese, liver, eggs, peanut, grain |300mcg | |Vitamin K |Green vegetables, fruits, nuts |75mg | |Note that Vitamin K can be synthesised in the intestine whereas Vitamin D can be derived salmon, fortified cereals and juices, milk and | |sunlight (No RD A but 15minutes in the sun thrice a week is enough) | USA Department of Agriculture / Department of Health, 2010 APPENDIX 6: RECOMMENDED DAILY ALLOWANCE FOR WATER |SEX |RDA FOR WATER | |MALE |3.7L with no upper limit increase with exercise to rehydrate | |FEMALE |2.7L with no upper limit increase with exercise to rehydrate and increase intake when | | |breast feeding. | INSTITUTE OF MEDICENE 2004 REFERENCE LIST ONLINE âž ¢ British Dietetic Association (2013) Food fact sheet: cholesterol [Online] Available from: http://www.bda.uk.com/foodfacts/cholesterol.pdf [Accessed on 20/02/2013]. âž ¢ British Nutrition Foundation (2013) Confusion on fat and heart health [Online]. Available from: http://www.nutrition.org.uk/nutritioninthenews/headlines/fats [Accessed on 20/02/2013]. âž ¢ Centre for Diseases Control and Prevention (2012) Nutrition for everyone: Protein [Online] Available from: http://www.cdc.gov/nutrition/everyone/basics/protein.html [Accessed on 19/12/2013]. âž ¢ Cranney et al, (2007) Effectiveness and safety of vitamin D in relation to bone health [Online] Available from: http://www.ncbi.nlm.nih.gov/pubmed/18088161?dopt=Abstract [Accessed on 20/02/2013]. âž ¢ Institute of Medicine, Food and Nutrition Board. (2004) Dietary reference intakes: Water, Potassium, Sodium, Chloride and Sulphate. Washington DC: Institute of Medicine. [Online]. Available from: www.iom.edu/Reports/2004/Dietary-Reference-Intakes-Water-Potassium- [Accessed on 20/02/2013]. âž ¢ Institute of Medicine, Food and Nutrition Board (2010) Dietary reference intakes for Calcium and Vitamin D. Washington DC: Institute of Medicine. [Online]. Available from: http://www.iom.edu/~/media/Files/Report%20Fil.pdf [Accessed on 20/02/2013]. âž ¢ Marshall University (2012) [Online] Available from: http://science.marshall.edu/murraye/alpha_amylase.htm [Accessed on 18/02/2013]. âž ¢ Mayo Foundation for Medical Education and Research [no date] Nutrition and healthy eating: functions of water in the body. [Online] Available from: http://www.mayoclinic.com/health/medical/IM00594 [Accessed on 19/02/2013]. âž ¢ National Health Service (2011) [Online] Available from: http://www.nhs.uk/Livewell/Goodfood/Pages/eatwell-plate.aspx [Accessed on 17/02/2013]. âž ¢ National Health Service (2011) [Online] Available from: http://www.nhs.uk/chq/Pages/3215.aspx?CategoryID=51 [Accessed on 17/02/2013]. âž ¢ National Health Service (2012) [Online] Available from: http://www.nhs.uk/chq/Pages/1126.aspx?CategoryID=51&SubCategoryID=164 [Accessed on 17/02/2013]. âž ¢ United States of America. Department of Agriculture/Department of Health and Human Services (2010), Dietary guidelines for Americans, Washington DC: US Government Printing Office. [Online] Available from: http://www.health.gov/dietaryguidelines/dga2010/DietaryGuidelines2010.pdf [Accessed: 19/02/2013]. âž ¢ University of Michigan Integrative Medicine (2010) Healing foods pyramid [Online] Available from: http://www.med.umich.edu/umim/food-pyramid/fats.htm [Accessed on 20/02/2013]. âž ¢ World Health Organisation (2013) [Online] Available from: http://www.who.int/topics/nutrition/en/ [Accessed: 17/02/2013]. ONLINE JOURNALS âž ¢ Kumar et all (2012) Dietary roles of non-starch polysaccharides in human nutrition: a review. Critical Reviews in Food Science and Nutrition, Volume 52(10). [Online] Available from: http://www.tandfonline.com/doi/abs/10.1080/10408398.2010.512671?url_ver=Z39.88-2003&rfr_id=ori:rid:crossref.org&rfr_dat=cr_pub%3dpubmed. [Accessed on 23/02/2013]. âž ¢ Schenker S. (2012). UK recommendations for dietary fat: should they be reassessed in light of the recent FAO/WHO recommendations? Nutrition Bulletin, 37(1), pp. 37-46. [Online] Available from: http://onlinelibrary.wiley.com/doi/10.1111/j.1467-3010.2011.01946.x/full [Accessed on 20/02/2013]. BOOKS âž ¢ Firth L. (2011) Nutrition and diet. Issues 205, Cambridge: Independence Educational Press. âž ¢ Higdon, J. and Drake, V. J. (2011) An evidenced-based approach to vitamins and minerals: health benefits and intake recommendation. 2nd Edition. New York: Thieme. âž ¢ Kuil W. A D. (2012) Sources of dietary protein and risk of hypertension in a general Dutch population, British Journal of Nutrition, 108 (10), pp. 1897-1903. âž ¢ Martini F. H. (2006) Fundamentals of anatomy and physiology. 7th Edition. San Francisco: Pearson Education. pp. 39-58. âž ¢ Whitney, E. and Rolfes S. R. (2011) Understanding nutrition. 12th Edition. Belmont: Wadsworth. BIBLIOGRAPHY ONLINE âž ¢ British Dietetic Association (2013) Food fact sheet: sugar [Online] Available from: http://www.bda.uk.com/foodfacts/Sugar.pdf [Accessed on 20/02/02013] âž ¢ Georgetown University (2012) Proteins: what does it do? [Online] Available from: http://www.georgetown.edu/admin/auxiliarysrv/dining/nutrition/protein.html [Accessed on 20/02/2013]. âž ¢ Stoner, L et al (2012) Preventing a Cardiovascular Disease Epidemic among Indigenous Populations through Lifestyle Changes. [Online] Available from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3354392/ [Accessed on 20/02/2013]. BOOKS âž ¢ Blomhoff R, et al. Health benefits of nuts: potential role of antioxidants. British Journal of Nutrition. 2006; 96. âž ¢ New Zealand. Ministry of Health (2003), Food and nutrition guideline for healthy adults: a background paper, Wellington: Ministry of Health. âž ¢ Rolfes, S. R. et al (2009) Understanding normal and clinical nutrition. 8th Edition. Belmont: Wadsworth. ONLINE VIDEOS âž ¢ Dairy: essential nutrition or health saboteur? – Keon, J. (2011) [Online video]. Available from: http://www.youtube.com/watch?v=cp9MwjW5QX0 [Accessed on 20/02/2013]. âž ¢ Good nutrition made easy: how to grow a healthy adult – Davidson, L. (2012) [Online video]. Available from: http://www.youtube.com/watch?v=6qAeAzreESg [Accessed on 20/02/2013].