How has marriage reflected the changing status of women in Australian Essay

How has marriage reflected the changing status of women in Australian culture in the past century - Essay Example This is where the current state of woman is, and it has resulted in a high failure rate for marriages. This paper will examine how the roles of women have changed in Australian society, both in and outside of marriage, and how these roles have affected marriage and divorces in the last century. Discussion The largest change for women, in the realm of marriage, is the fact that patriarchy has shifted. For instance, one may view the movie The Piano for an example of how things used to be for women in Australia and New Zealand. In The Piano, the woman in the marriage was in the marriage because it was arranged, and, although it was evident that the main character, Ada, had a husband who wanted a â€Å"real† marriage, this never manifested. It was quite simply obvious that Alistair, the husband in this scenario, saw Ada as a way to bolster his social standing and really nothing more (The Piano). The Piano reflects a time in Australian history, indeed, in the history of the world, where women were regarded as property, and, because of this, fathers were able to force their daughters into loveless marriages. This reflects the standing of women in general during the 1850s. While The Piano reflects a time during the 19th Century, this paper will deal with the changing status of women during the 20th Century, but it is a helpful touchstone nonetheless. From the patriarchy in the 1850s, as evident in The Piano, a wave of reforms hit Australian society in the late 1800s, in a first wave of feminism in which women demanded to be counted as an equal in society, as well as within her own family. This was a wave of reform in which women were able to divorce their husbands, instead of divorce being the sole province of the man, which is what the case was before these reforms. This actually showed that the feminist movement gave more rights to women then did England, as women were not granted the right to divorce her husband on the grounds of adultery until 1923 in Engla nd, yet this right was granted in New South Wales in 1881 (James, 2005). This all leads to the rights of women at the turn of the century. The irony is that, according to Folbre (1991), while women were beginning to have parity with men in divorce court, their rights as within the marriage were actually being rolled back a bit. Folbre states that, in 1800, the work that a woman performs within the marriage was considered productive work for the purpose of labor force participation. In other words, the work that women did in 1800 was considered a part of the overall economic structure, and this work was considered to be a source of wealth. By 1900, however, this work was no longer considered productive, and women were considered to be â€Å"dependent,† along with senior citizens, children and disabled persons (Folbre, 1991). In other words, at the beginning of the 19th Century, the women’s contributions to the household were considered a driver of economic growth; by th e beginning of the 20th Century, this was no longer true. This shows that, at a time when women were getting some parity when it comes to divorce court, she was simultaneously being oppressed within the marriage itself, as she was considered to be the same as a child or a disabled person within the

Accolade vs Sega Essay Example for Free

Accolade vs Sega Essay Accolade would definitely be wrong in every aspect of this story. Accolade’s lawyer’s argument that Sega’s security codes were an interface standard is also wrong in a lockean based economy. This is because interface standards are publicly owned by everybody and can be duplicated without permission. Nothing is publicly owned in a Locke based perspective. The utilitarian view would also favor Sega’s software code as being private property, but for different reasons. This view suggests if Sega didn’t have property rights to its genesis and affiliated profitability, then Sega would lose incentive to create new ideas beneficial to the marketplace. This theory of utility also suggests Accolade and Sega should both have taken a different approach to how they did business, or lack of business, with each other. Sega should have granted accessibility to its gaming console for a small fee. This would have made Sega and Accolade more profitable to society because Accolade’s games would benefit Sega’s industry. The Marxist theory would take Accolade’s side to this story. This theory would suggest the software that Accolade decoded belongs to the general public for their benefit to make a profit. Sega owns only the game console and not the software that is used to run it. Accolade’s lawyer’s argument that the software is an interface standard would stand lawful. I personally agree with the utility theory most because if there wasn’t any incentive for new ideas and technology, then there wouldn’t be any. People and companies put a lot of effort and resources into new ideas. A person would not put any time and effort into a good idea, especially if they cannot make any money from it. He or she could not make any money off of their idea because people would just steal their idea and profit from it themselves. If there were no copyrights or patents protecting ideas, we could all be living in an unindustrialized world. I believe Locke’s theory of private property is most appropriate for this case besides the Ninth Circuit Court of Appeals final decision that agreed with Accolade. Sega was using the lockean approach to private property with its security software. Accolade duplicated their software code without permission and infringed on Sega’s copyright. The story, in the end, basically agreed to Sega’s argument. 2. I believe Accolade Stole Sega’s property because American law has held to the theory that individuals have a right to do what they want with their property, and government has no right to interfere with an individual’s private property even for the good of society. Accolade would’ve benefited from using Sega’s product, but the law states it is Sega’s property, and they can do what they please with certain legal constraints. Sega did not grant Accolade a license to market games on their property. If Sega did grant them a license, then it would not be stealing. If I did not grant a person permission to use my car for their benefit and they drove off with it, I would call the police because someone stole my car. 3. I believe Accolade went too far in trying to reverse engineer Sega’s source code because Accolade already knew Sega didn’t want them marketing games on their new gaming console. If Sega wanted Accolade games on their console platform, wouldn’t Sega license them to do so? Sega specifically made that security code so game companies like Accolade would not benefit from Sega’s property. Sega wanted to be the sole maker of games for their console and they had the right to do that with their copyrighted property. With that said, I believe Accolade reverse engineered the software knowing it was morally wrong. I do not believe a company has the right to reverse engineer any product it wants. Taking an all ready thought of idea and creating a new product is different than copying another product verbatim. Reverse engineering affects the theory of utility. The incentive to come up with new ideas would be lost because there would be no reward for it. Let’s say Microsoft had the ability to create a new operating system and knew it could be reverse engineered the day they released it to the public. Would Microsoft put forth the effort, time, and resources to make this new product? I know I wouldn’t because Microsoft’s competitors could produce the same product with less overhead. This would be giving Microsoft’s competitors an advantage because they could sell the same product for less money. This would potentially put Microsoft out of business. Economies inevitably couldn’t evolve to serve societies better. Works Cited Velasquez, Manuel G. Business Ethics: Concepts and Cases. 7th ed. Upper Saddle River, NJ: Pearson, 2012. Print.

Ethnocentric Approaches to HRM

Ethnocentric Approaches to HRM 1 Introduction Human resource management (HRM) refers to the activities an organization carries out to utilize its human resources effectively, including determining the firms human resource strategy, staffing, performance evaluation, management development, compensation, labor relations. The staffing activity is concerned with the selection of employees who have the suitable skills required to perform a particular job. To perform staffing function effectively, there are three main approaches within international business identified: the ethnocentric approach, the polycentric approach, the geocentric approach (Dowling PJ, Festing M and Engle AD, 2008). In the article, the ethnocentric approach will be comprehensively and deeply analyzed, and then the advantages and disadvantages of ethnocentric approach will be figured out. Combined with analyzing the case of Hilton Group, we will see that the reason why the ethnocentric approach to HRM for multinational company (MNC) is out, that how an internatio nal human resource management (IHRM) effectively plays its part under the global context. 2 The ethnocentric approach to HRM for MNC is out. 2.1 General situation of Hilton International Group Whichever major city you find yourself in you may have a big shot to coming across a Hilton Hotel. Hilton International Group is a leading global hotel brand; the company operates 380 hotels all round the world and has subsidiaries located in 66 countries. Its 80,000 strong workforce looks after and serves an average of 8 million guests every year (Article, 2002; Annual Report, 2003). The quality of the Hilton brand is base on the customer service and its operational excellence is higher than in most industries. The same as all service businesses, the contribution of people is of central importance to Hiltons success. Hilton International is quite decentralized: splitting into countries, cities and individual hotels. This meant that hundreds of its managers have to be convinced about the initiative an exercise in which Skill-Soft plays a fundamental role to tackle different issues arisen from its 66 country subsidiaries. (Article, 2002) 2.2 Recruitment analysis of Hilton International Group The broad recruitment strategy determines the nature of the international manager development program and the type of IMD, suggested by Perlutter (1969) and later on by DAnnunzio-Green (1997). Besides the ethnocentric approach which tends to use expatriates in key positions abroad, there are other two different approaches available for managing and staffing companies subsidiaries, the polycentric approach and geocentric approach. The polycentric approach tends to use local nationals wherever possible and the polycentric approach tends to use a mixture of nationals, expatriates and third country nationals (Treven S., 2001; Datamonitor, 2004). For the ethnocentric approach, the cultural values and business practices of the home country put a predominant influence on the subsidiaries. The corporation headquarter determines all the standards of evaluation and controls the branchs management practice in the form of orders and commands (Miles, 1965; Malkani, 2004). For the polycentric appr oach, it is just direct opposite to the ethnocentric approach. The corporation headquarter allows its subsidiaries to develop locally but the corporation headquarter will supervise the local managers. However, this results in little communication between the corporation headquarter and its subsidiaries. For the geocentric approach, it combines the advantages of ethnocentric approach and polycentric approach. The selection of manager is based on competency rather than nationality and organizations try to combine the best from both the corporation headquarter and its subsidiaries. With regard to Hilton Hotel Group, it tries to integrate different parts of the group through the cooperation between headquarter and subsidiaries, and then implement combined standard of both universal side and local side for evaluation and management (Johnson, 2003). And at the same time, Hilton has attempted to recruit and develop a group of international managers from diverse countries for many years. These international managers constitute a mobile base for a variety of management facilities as the need arises. 2.3 The phenomenon Hilton Group unfolds and implies: the ethnocentric approach to HRM for MNC is out The recruitment approach of Hilton hotel indicates something that reveals the shortages of the other two approaches. As this article aims at the ethnocentric approach analysis, it can be concluded that the Hilton Group did not adopt the ethnocentric approach as the staffing strategy for some reason. Here what is needed to be explored is that what the reason is. Underling the phenomenon of Hilton Group not adopting the ethnocentric approach, there may exists some common truth shared the multi-national corporation, like Hilton Group. Is the ethnocentric approach out to human resource management for Multi-national Corporation? The answer to this question definitely is yes; the explanations and its analysis will be stated in the following paragraph. 3 Advantages and disadvantages of ethnocentric approach to HRM 3.1 The ethnocentric approach To analyze the question and answer above, firstly let us see what does ethnocentric approach mean and why the people use it to human resource management. Ethnocentric approach means the home country practice prevails within the company (Albrecht MH (Ed), 2001); headquarters from the home country makes crucial decisions; employees from the home country hold important positions, and the subsidiaries follow the headquarter management practice. The companies that adopt ethnocentric approach hold three reasons: firstly the company believes that there is a lack of qualified individuals in the host country to fill senior management positions(Dickman M, Brewster C, Sparrow P, 2008); secondly, the firm regards an ethnocentric approach as the best way to maintain a unified corporation culture; thirdly, the company believes that the best way to create value by transferring core competencies to a foreign branch is to transfer home-country nationals who have sufficient knowledge and competency fo r the branch. However, recently the ethnocentric is on the wane in most international business, for two main reasons: leading to â€Å"cultural myopia† and limiting advancement opportunities for host country nationals. 3.2 Advantages and disadvantages of ethnocentric approach As to the issue whether ethnocentric approach to HRM should be used in Multi-national Corporation, both the advantages and disadvantages of ethnocentric approach deserve to be analyzed and evaluated. The advantages of ethnocentric approach include: offers multi-national orientation opportunities to employees through the working experience at parent company; cultural similarity with parent company guarantees various transfer of business and management practices; permits tighter control and closer coordination of international subsidiaries for the headquarters (Grandrose CS, 1997); establish a big pool of international experienced executives for the parent country. The disadvantages of ethnocentric approach include: the subsidiaries may create problems of adaptability to the local environment and culture; the corporation may involve high transfer fee and salary costs; sending managers to subsidiaries may result in personal and family problems; it may be more possible to lead to high fa ilure rate; it may has disincentive effect on local-management morale and motivation; the subsidiaries may be subject to local government restrictions, and others. For Multinational Corporation, the ethnocentric approach shows a centralized authority management style. The local subsidiaries do not have so many decision-making rights compared with the geocentric approach subsidiaries. However, the business surroundings vary from one country to another. One management decision works out in a country but may not work out in another. Obviously this is unsolvable problem faced by the corporation headquarter that adopted ethnocentric approach to HRM. Surely there are other tough issues confronted with the MNC which adopts ethnocentric approach. But all the issues are arisen from the ethnocentric approach. Thus I think the disadvantages of the ethnocentric approach put a heavier negative role on the MNC management than the positive role put by the advantages of the ethnocentric approach. Combined with Hilton hotels operational environment differences, Hilton Group made a right decision of not adopting the ethnocentric approach. 3.3 Deeply analyzing the reason why the ethnocentric approach to HRM for MNC is out. Since it is a right decision for Hilton Group not to adopt the ethnocentric approach, then put it in another way, it is a wrong decision for Hilton Group to adopt the ethnocentric approach, at least at the time of present. Then it can be concluded that the ethnocentric approach to HRM for Hilton Group is out. However, can the conclusion be applied universally into other multi-national corporation like Hilton? If the answer is yes and the ethnocentric approach to HRM for Multinational Corporation is out, then what is the reason and how does it happen. The following is to deeply analyze the reason why the ethnocentric approach to HRM for MNC is out. On the related theme, if the foreign subsidiaries of MNC intend to succeed in a particular market, they must hire, train, and afford attractive career path to the local managers in the subsidiary country (Lucas R et al, 2006). Having those who know the language, the culture, and the business customs to operate the subsidiaries is quite crucial to reach the success of the subsidiaries. All these requirements above in this paragraph cannot be realized by the ethnocentric approach. For MNC, the ethnocentric approach denies advancement to the subsidiary country nationals, which probably breed resentment and diminish the corporation public image; the expatriate managers may become insular in their attitudes and prone to the cultural myopia, and the latter may lead to management overlooking niche market opportunities. The ethnocentric approach also frequently comes into conflict with host-country laws, norms and traditions (Schuler R. and Jackson S., 2003). It is clearly that the ethnocentric approach to management is not best suited to a global market place. And as more and more companies realize that the ethnocentric approach does not yield success, gradually this approach will be abandoned in favor of a more multinational approach. 4 The right way to perform IHRM and help MNC develop. 4.1 How IHRM works in a MNC Under the context of global economic integration, if the MNC wants to achieve success in the world market, it has to adopt a more multi-national competitive strategy for human resource management, rather than the ethnocentric approach. To explore deeper what constitute the success of a MNC for HRM, the characteristics of IHRM will be stated and analyzed here. Broadly defined, international human resource management (IHRM) means all the process of procuring, allocating, and effectively utilizing human resources within a multinational corporation. If the IHRM is a art of managing different people with various cultures, then the emphasis of IHRM should be focused on dealing with the changes among the differences from both the people and the culture (Warner M and Joynt P, 2002), and then to realize the goal of managing workforce efficiently and effectively across boundaries for the company, in other word, during the process of managing, people with different culture, ethnicity, values and ethos will be well coordinated and organized. Compared with the domestic traditional HRM, there are two somewhat conflicting strategic objectives that are needed to be achieved by international human resource managers (Sparrow P. et al, 2004). Firstly, the IHRM managers need to integrate the HR practices and policies across the subsidiaries in different coun tries so that the corporation objectives can be achieved. Secondly, the approach to IHRM must be flexible enough to allow for many differences in the type of HR policies and practices that are very effective in the different business and cultural environment. 4.2 The approach for IHRM working in a MNC: geocentric approach Based on the requirements of IHRM, according to the definition of the geocentric approach, and combined with the analysis of Hilton case, it can be seen that the geocentric approach is an effective approach to the international human resource management. The geocentric approach can not only help the corporation deal well with the local issues arisen in the subsidiaries, but also can demonstrate trust in local citizenry which is good for the public relations of a MNC and increase acceptance of the company by the local community. What is more, the geocentric approach can effectively represent local considerations and constraints in the decision-making process and maximize the number of decision options available in the local environment. 5 Conclusions IHRM focuses on the management of human resources on a global basis. For a multi-national corporation, how to effective manage various differences from the subsidiaries located in different countries is a crucial part to its IHRM. Then choosing the right approach influences the great implementation of the major international human resource management functions. Those companies that take the ethnocentric approach attempt to impose their home country methods on their subsidiaries. But it results in bad outcomes in the subsidiaries. Various issues arisen from the ethnocentric approach are confronted by the corporations that adopt ethnocentric approach. The multi-national corporations have to find another approach to effective carry out the global competitive strategy and deal with the local tough issues in subsidiaries. Hilton Group, though using large quantities of expatriates to manage its hotels, achieved a great success all round the world. It indicates that the ethnocentric approach to HRM for MNC is out. Then by analyzing the characteristics of multi-national corporations, the right approachgeocentric approachis proved to be able to tackle the issues arisen in subsidiaries. However, varied with the business surroundings changes and differences, the approach to IHRM implementation also needs to be adjusted. Maybe one day the geocentric approach is out to IHRM, a newer approach appears to help the MNC achieve success globally; after all, all the approaches aim to make the company win. References Albrecht MH (Ed) (2001), International HRM: managing diversity in the workplace, Oxford: Blackwell Article, 2002, A skillsoft case study: Hilton hotels, http://www.skillsoft.com/EMEA/documents/Hilton%20Case%20study.pdf Boselie P., Paauwe J., Richardson R., 2003, Human resource management, institutionalization and organizational performance: a comparison of hospitals, hotels and local government, International Journal of Human Resource Management; December, Vol. 14 Issue 8, pp.1407-1429; Datamonitor, 2004, Hilton Group plc: company profile, April, pp. 1-9; Dickman M, Brewster C, Sparrow P (2008) International Human Resource Management: A European Perspective, London: Routledge Dowling PJ, Festing M and Engle AD (2008), International Human Resource Management: Managing People in a Multinational Context, London: South Western Grandrose CS (1997), Cross-cultural Work Groups, London: Sage Johnson A., 2003, Making room for recognition and reward at Hilton, Strategic HR Review, Vol.2 Issue 3, March/April, pp.10-12; Lucas R et al (2006) Human Resource Management in an International Context, London:CIPD Miles R., 1965, Human relations or human resources?, Harvard Business Review, Vol.43 Issue 4, July/August, pp.147-189; Schuler R. and Jackson S. (2003) Managing Human Resources in Cross-Border Alliances London: Routledge Sparrow P. et al (2004) Globalizing Human Resource Management London: Routledge Warner M and Joynt P (2002) Managing Across Cultures. London: Thomson

‘An Inspector Calls’ by J.B.Priestley Essay -- Drama

How has watching a production of ‘An Inspector Calls’ by J.B.Priestley enhanced the script and furthered your understanding of the play? Refer to themes and characters in your analysis. ‘An Inspector Calls’ – J.B. Priestley ===================================== Twentieth Century Drama Coursework ---------------------------------- Task: How has watching a production of ‘An Inspector Calls’ by J.B.Priestley enhanced the script and furthered your understanding of the play? Refer to themes and characters in your analysis. Following my reading of ‘An Inspector Calls’ by J.B.Priestely, I went to the theatre to see Daldry’s production. I found that watching the play on stage massively enhanced the script and furthered my understanding of the play. The use of scenery, sound, lighting, special effects, the actors and their actual movement about the stage all emphasised Priestley’s moral message of the play, which he felt was so necessary to express. The play ‘An Inspector Calls’ was written by J.B.Priestley in the winter of 1944-1945, when Priestley, as explained in his biography by Vincent Brome, had â€Å"an idea about a mysterious inspector visiting a family... before the (second world) war.† The entire play was written â€Å"at top speed,...† and finished within a week. Even though the play was written in 1945, it was set in 1912 and written on a basis of Priestley’s early influences in life. His childhood home was a place where socialist ideas thrived and he had a real experience of working class life through numerous visits to his grandparent’s house in narrow backstreets behind a mill factory. J.B.Priestley was very interested in politics, but could not agree completely with the policies of any one political party. One of the main reasons for him writing ‘An Inspector Calls’ was to put the labour party into authority. He was a socialist and based his views and actions on compassion, the sort of compassion that the Inspector wants to see in those he questions in the play. Brumley, where the play is set, is a large manufacturing town in the Midlands. In 1912 nearly 15 million people lived in large towns and cities. Most people worked in manufacturing industries, mining, transport and trade. England had huge social divisions, based largely on wealth and income. Priestley replicates this scenario when first describing t... ...outside of his safe world, inside of the house, to answer it. This signifies that he cannot escape reality and must face up to his actions. Finally, in order to show the that morals and meanings of the play are still relevant for a modern day audience, in Daldry’s production, the house lights are switched on for the Inspector’s speech and the core message of the play he has to deliver. Even though you may be watching how the Birlings have misbehaved, this is a reminder to the audience that no one should behave as they did and always face up to their responsibilities, which is the message Priestley wanted to convey in his play of â€Å"An Inspector Calls†. To conclude, I found that watching a production of â€Å"An Inspector Calls† immensely enhanced and furthered my understanding of the play, in many ways as explained and analysed thoroughly in this essay. Although Priestley’s ideas were noted when reading the play in class, I felt they were conveyed more emotionally had much more meaning when acted. All plays are supposed to acted in order convey the meanings of them in this way and I found Daldry’s production created that emotion and meaning extremely effectively.

Mgm101 Midterm

MGM101 Test #3 Short Answer Questions Organizations can use internal recruitment and external recruitment activities to find the best employees for a position. Describe these two approaches and provide one advantage for using each approach. (4 Marks) One mark for each correct description and an additional mark for providing an advantage: External – Candidates are sought from outside of the organization (not current employees) through methods such as want ads, head hunters (recruiters), job fairs, on-campus recruiting, etc†¦Advantage – allows firms to acquire new perspectives, expertise, and capabilities that they do not currently possess. Internal – Recruits candidates from within the organization (current employees) though internal postings, newsletters and promoting employees through management recommendations. Advantage – Less expensive, ability already known, fosters loyalty and increases motivation (Shermerhorn page 287) Describe two initiatives that a company can take to help its employees to balance work with their lives? (2 Marks)One mark each for proper description of any two appropriate initiatives including: Flexible working hours, work from home (telecommuting), vacations, paid leave, leaves of absence, job sharing, on-site daycare, elder care assistance, concierge services, etc†¦ (Shermerhorn pages 294-295) Describe how work is organized in firms utilizing a divisional organizational structure. List and describe two advantages and two disadvantages of a divisional organizational structure. (5 Marks) One mark for proper description of how divisional structures organize work. One mark each for each advantage and disadvantage listed and described.Divisional structures organize work by grouping people together working on the same, products, customers, processes or in the same geographic area. Advantages (choose two) – More flexibility responding to market changes, Improved coordination, clear responsibility for product or service delivery, expertise focused on specific customers products or regions, greater ease in changing size Disadvantages (choose two) – Redundancy of functions, reduced efficiencies or economies of scale, increased unhealthy internal rivalries, division objectives may replace organization's (Shermerhorn pages 225-227)A manufacturer continues to dump waste from their plant into the local river despite opposition from the local community. Residents complain that the waste is making the water unsafe for families and their children, and is killing water life and vegetation downstream. Plant managers state that they are doing nothing wrong and are meeting all legal and regulatory requirements. Are the manufacturer's actions ethical? Discuss the reasoning for your opinion. Describe two steps the manufacturer can take to improve their business ethics? 4 Marks) One mark for stating whether actions are ethical or not and one mark for proper reasoning. One mark each fo r describing two steps for improving ethics: Actions are Unethical – Definition of ethical behaviour is broader than just its legality. Organizations have a broader responsibility to its stakeholders which include the surrounding communities and the environment. Government agencies are influenced by industry and do not always prioritize the interests of the public. How can any waste dumping be safe?Actions are ethical – Government sets regulations to ensure that safety standards are being met and as long as the manufacturer is meeting those requirements, it must be safe and they must be acting ethically. There is no proof that their waste is harming anyone and besides, who should determine these standards if not the appropriate government agencies. Six-Steps to improve ethics: Top management adopt code of conduct, Senior leadership by example, Ethics embedded in training, Set up Ethics office, External stakeholder informed of code of ethics, Enforcement (Nickels page 1 46) S. W. O. T. â€Å" is an acronym for strengths, weaknesses, opportunities and threats. Which of these two are related to an organization’s external environment? Which two are related to the internal attributes of an organization? (2 Marks) 0. 5 marks for each correct placement of SWOT in internal and external categories. External – OT, Opportunities and Threats Internal – SW, Strengths and Weaknesses (Shermerhorn pages 195-196) In the â€Å"RSA Animate – Drive: The surprising truth about what motivates us† video shown in class the narrator presented some surprising findings from the M.I. T. and India experiments that tested the motivating ability of monetary incentives. What were these surprising findings and discuss how these finding contradict the underlying assumptions of the Classical Management Approaches (3 Marks) Two marks for describing the findings. One mark for explaining the contradiction Underlying assumption of classical approache s is that people are rational and are driven by economic concerns.Study results show that for tasks that were largely mechanical in nature (simple and straight forward), that greater incentives led to higher performance but when the task involved even rudimentary cognitive skill (conceptual, creative thinking), larger rewards led to poorer performance suggesting that the economic incentives did not motivate employees to improve performance. This would not be considered rational according to proponents of the classical approaches. (Shermerhorn pages 45 and RSA Animate video http://www. youtube. com/watch? v=umhhPj7t8FE)

A History of Dentistry and Dental Care

A History of Dentistry and Dental Care By definition, dentistry is a branch of medicine that involves diagnosis, prevention, and treatment of any disease concern about teeth, oral cavity, and associated structures. Who Invented the Toothbrush? Natural bristle brushes were invented by the ancient Chinese who made toothbrushes with bristles from the necks of cold climate pigs. French dentists were the first Europeans to promote the use of toothbrushes in the seventeenth and early eighteenth centuries. William Addis of Clerkenwald, England, created the first mass-produced toothbrush. The first American to patent a toothbrush was H. N. Wadsworth and many American Companies began to mass-produce toothbrushes after 1885. The Pro-phy-lac-tic brush made by the Florence Manufacturing Company of Massachusetts is one example of an early American made toothbrush. The Florence Manufacturing Company was also the first to sell toothbrushes packaged in boxes. In 1938, DuPont manufactured the first nylon bristle toothbrushes. Its hard to believe, but most Americans did not brush their teeth until Army soldiers brought their enforced habits of tooth brushing back home after  World War II. The first real electric toothbrush was produced in 1939 and developed in Switzerland. In 1960, Squibb marketed the first American electrical toothbrush in the United States called the Broxodent. General Electric introduced a rechargeable cordless toothbrush in 1961. Introduced in 1987, Interplak was the first rotary action electrical toothbrush for home use. History of Toothpaste Toothpaste was used as long ago as 500 BC in both China and India; however, modern toothpaste was developed in the 1800s. In 1824, a dentist named Peabody was the first person to add soap to toothpaste. John Harris first added chalk as an ingredient to toothpaste in the 1850s. In 1873, Colgate mass-produced the first toothpaste in a jar. In 1892, Dr. Washington Sheffield of Connecticut manufactured toothpaste into a collapsible tube. Sheffields toothpaste was called Dr. Sheffields Creme Dentifrice. In 1896, Colgate Dental Cream was packaged in collapsible tubes imitating Sheffield. Advancements in synthetic detergents made after WWII allowed for the replacement of the soap used in toothpaste with emulsifying agents such as Sodium Lauryl Sulphate and Sodium Ricinoleate. A few years later, Colgate started to add fluoride to toothpaste. Dental Floss: An Ancient Invention Dental floss is an ancient invention. Researchers have found dental floss and toothpick grooves in the teeth of prehistoric humans. Levi Spear Parmly (1790-1859), a New Orleans dentist is credited as being the inventor of modern dental floss (or maybe the term re-inventor would be more accurate). Parmly promoted teeth flossing with a piece of silk thread in 1815. In 1882, the Codman and Shurtleft Company of Randolph, Massachusetts started to mass-produce unwaxed silk floss for commercial home use. The Johnson and Johnson Company of New Brunswick, New Jersey were the first to patent dental floss in 1898. Dr. Charles C. Bass developed nylon floss as a replacement for silk floss during WWII. Dr. Bass was also responsible for making teeth flossing an important part of dental hygiene. In 1872, Silas Noble and J. P. Cooley patented the first toothpick-manufacturing machine. Dental Fillings and False Teeth Cavities are holes in our teeth created by the wear, tear, and decay of tooth enamel. Dental cavities have been repaired or filled with a variety of materials including stone chips, turpentine resin, gum, and metals. Arculanus (Giovanni d Arcoli) was the first person to recommend gold-leaf fillings in 1848. False teeth date back as far as 700 BC. The Etruscans designed false teeth out of ivory and bone that were secured to the mouth by gold bridgework. The Debate about Mercury French dentists were the first to mix mercury with various other metals and plug the mixture into cavities in teeth. The first mixtures, developed in the early 1800s, had relatively little mercury in them and had to be heated to get the metals to bind. In 1819, a man named Bell in England developed an amalgam mix with much more mercury in it that bound the metals at room temperature. Taveau in France developed a similar mixture in 1826. In the Dentists Chair In 1848, Waldo Hanchett patented the dental chair. On January 26, 1875, George Green patented the first electric dental drill. Novocain: There is historical evidence that the ancient Chinese  used acupuncture  around 2700 BC to treat the pain associated with tooth decay. The first local anesthetic used in dentistry was cocaine, introduced as an anesthetic by Carl Koller (1857-1944) in 1884. Researchers soon began working on a non-addictive substitute for Cocaine, and as a result of German chemist, Alfred Einkorn introduced Novocain in 1905. Alfred Einkorn was researching an easy-to-use and safe local anesthesia to use on soldiers during wartime. He refined the chemical procaine until it was more effective, and named the new product Novocain. Novocain never became popular for military use; however, it did become popular as an  anesthetic among dentists. In 1846, Dr. William Morton, a Massachusetts dentist, was the first dentist to use anesthesia  for tooth extraction.​ Orthodontics: Although teeth straightening and extraction to improve the alignment of remaining teeth has been practiced since early times, orthodontics as a science of its own did not really exist until the 1880s. The history of dental braces or the science of orthodontics is very complex. Many different inventors helped to create braces, as we know them today. In 1728, Pierre Fauchard published a book called the The Surgeon Dentist with an entire chapter on ways to straighten teeth. In 1957, the French dentist Bourdet wrote a book called The Dentists Art. It also had a chapter on tooth alignment and using appliances in the mouth. These books were the first important references to the new dental science of orthodontics. Historians claim that two different men deserve the title of being called The Father of Orthodontics. One man was Norman W. Kingsley, a dentist, writer, artist, and sculptor, who wrote his Treatise on Oral Deformities in 1880. What Kingsley wrote influenced the new dental science greatly. The second man who deserves credit was a dentist named J. N. Farrar who wrote two volumes entitled A Treatise on the Irregularities of the Teeth and Their Corrections. Farrar was very good at designing brace appliances, and he was the first to suggest the use of mild force at timed intervals to move teeth. Edward H. Angle (1855-1930) devised the first simple classification system for malocclusions, which is still in use today. His classification system was a way for dentists to describe how crooked teeth are, what way teeth are pointing, and how teeth fit together. In 1901, Angle started the first school of orthodontics. In 1864, Dr. S.C. Barnum of New York invented the rubber dam. Eugene Solomon Talbots (1847-1924) was the first person to use X-rays for orthodontic diagnosis, and Calvin S. Case was the first person to use rubber elastics with braces. Invisalign Braces: They were invented by Zia Chishti, are transparent, removable, and moldable braces. Instead of one pair of braces that are constantly adjusted, a series of braces are worn in succession each created by a computer. Unlike regular braces, Invisalign can be removed for teeth cleaning. Zia Chishti, along with his business partner Kelsey Wirth, founded Align Technology in 1997 to develop and manufacture the braces. Invisalign braces were first made available to the public in May of 2000. The Future of Dentistry   The Future of Dentistry report was developed by a large group of experts in the dental profession. The report is intended to be a practical guide for the professions next generation. In an ABC News interview, Dr. Timothy Rose discussed: replacements for dental drills in development at the present time that use a very accurate spray of silica sand to actually cut and prepare teeth for filling and stimulating the jaws bone structure to spur new tooth growth. Nanotechnology: The newest thing in the industry is nanotechnology. The speed at which advances are being made in science has catapulted nanotechnology from its theoretical foundations straight into the real world. Dentistry also is facing a major revolution in the wake of this technology having already been targeted with novel nano-materials.