Brain Structures and Functions Worksheet Essay Example for Free

Brain Structures and Functions Worksheet Essay Provide a brief description for each of the following functions: 1. Basal ganglia The basal ganglia is part of the corpus striatum and is in the cerebral hemispheres. It is made up of the substantia nigra and subthalamic nucleas and controls cognition, movement coordination and voluntary movement. 2. Corpus collosum The corpus collosum is made up of nerve fibers and separates the cerebrum into a right hemisphere and a left hemisphere. This part of the brain connects the right and left sides and also controls the communication between the two sides. It controls eye movement, tactile localization and keeps a balance between arousal and attention. 3. Temporal lobe The temporal lobe is part of the cerebral cortex. It controls how we perceive and understand sounds as well as our memory, speech and our emotional responses. 4. Occipital lobe The occipital lobe is part of the cerebral cortex. It controls how we perceive what we see and how we recognize colors. 5. Frontal lobe The frontal lobe is part of the cerebral cortex. It’s the part of the brain that we use for problem-solving, decision-making, and planning. 6. Cerebrum The cerebrum is the largest part of the brain and it’s the most developed area in the brain. This part of the brain controls body functions, which includes muscle movement, sensory impulses and touch sensation. The cerebrum also controls organization, planning, intelligence level, personality as well as the way we think, process and understand language. 7. Spinal cord The spinal cord is made up of nerve fibers and runs from the brain to the spine. The spinal cord sends the signals that go to and from the brain and the rest of the body. 8. Cerebellum The cerebellum is made up of both white matter and of thin gray matter that is folded and layered on the outside of the cerebellum. It includes neurons that we use to process data and controls our coordination, balance, and equilibrium. 9. Medulla The medulla is part of the hindbrain. Its functions are that it controls the functions of our nervous system such as digestion, breathing, sneezing and swallowing. The medulla also sends the nerve signals between the spinal cord and the brain. 10. Pons The pons is the part of the hindbrain that connects the cerebral cortex and the medulla oblongata. This is the part of the brain that controls arousal, sleep, and our nervous system functions. It also sends the sensory signals to and from the cerebellum and cerebrum. 11. Hippocampus The hippocampus is part of the limbic system. It is shaped like a horseshoe and controls our navigation and our body orientation, our emotional responses and how we process new memories. It is also where our memories are stored. 12. Amygdala The Amygdala is a composed of nuclei and is located in the temporal lobe. The amygdala controls memory, arousal, emotional responses, hormonal secretions, and how our nervous system responds to fear. 13. Pituitary gland The pituitary gland is divided into three sections: a posterior lobe, an intermediate lobe, and an anterior lobe. The pituitary gland produces growth hormones. It regulates endocrine function and hormone production and stores the hormones made by the hypothalamus. 14. Hypothalamus The hypothalamus is part of the limbic system. It controls our autonomic, endocrine and motor functions. It also controls homeostasis, regulates our intake of food and water and regulates our sleep-wake cycle. 15. Thalamus The thalamus is located underneath the cerebral cortex. The thalamus controls our motor movements and our sleep and wake states. It also sends sensory signals to the cerebral cortex and receives all of the visual, somatosensory, and auditory sensory signals.

Human Resources value proposition of GASCO

Human Resources value proposition of GASCO Introduction: The report presented here is regarding the HR value proposition of GASCO. GASCO is also known as Abu Dhabi Gas Industries Ltd. The company was born in the year 1978, in the very heart of the UAE (United Arab Emirates) in its capital Abu Dhabi. Value proposition is best explained by Ulrichs model which shows the factors one should look for to check whether the HR system helps to realize any value to the organization. The report will find out the same with the help of questionnaire analysis from the HRs in the company. GASCO: GASCO is also known as Abu Dhabi Gas Industries Ltd. The company was born in the year 1978, in the very heart of the UAE (United Arab Emirates) in its capital Abu Dhabi. Replying to a question about the vision of the founder of the company, late Sheik Zayed bin Sultan Al Nayhan he replied that he believed in the sound operation of the Emirates important gas assets. The amalgamation and establishment of Abu Dhabi Gas Industries Ltd or GASCO as a combined venture among the ADNOC (known as Abu Dhabi National Oil Company), Total, Partex, and Shell, and the addition of a wholly owned ADNOC Company named ATHEER in the year 2001, supported GASCO in appreciating the vision to be among the one of the most inventive, caring and respected companies in the hydrocarbon and gas industry. (Author, 2010) GASCOs promise in meeting the prospect of its diverse stakeholders employees, community, shareholders, non governmental bodies and regulatory bodies, was freshly recognized through the restitution of the combined Venture contract originally signed in the year 1978. The new contract, which is now contracted to run until the year 2028, September 30th, will permit GASCO to grasp the peculiarity of being one of the chief players in the worldwide gas and hydrocarbons industry, conducting the transportation of liquid and gas products, onshore gas processing and contributing to the economys GDP of in a responsible and sustainable manner. (Author, 2010) Literature Review: A HR value proposition is a proposal that defines the measurable and quantifiable gains that an organizations or individuals making the proposal promise to deliver. The development procedure of a HR value proposition is based on the reviews and analysis results of the gains, prices and values to be delivered to the customers by an organization, potential customers, and other constitutive groups working within and outside of the organization. It can also be viewed as positioning of a value, where term Value can be defined as = Benefits / Costs (where costs include all the risks taken). (Becker, 2002) Value is said to be added to a HR proposition when the work done by the HR professionals helps people to accomplish their goals and targets. What matters most is the benefits a person receives from this work and not design or the way the program was made or the policies used in declaration. The actions which do not fulfill these goals are not pursued. Hence HR value proposition can be viewed as the exercises, professionals involved and departments which work to achieve this aim and work to obtain productive and positive results for all the stake-holders like people working, managers, etc. (Spickett-Jones, 2003) Regrettably, in some organizations HR proposition is not seen as a group of people brought together to build something productive, rather it is seen as a cost centre. As such many of such groups are closed down during cost cutting processes. In order safeguard their position in an organization; they should increase their influence over their customers and stakeholders. They should emphasize less on their procedure and processes and more on the results and benefits they are providing. They should be in line with the productivity and their stakeholders. (Tuominen, 2004) Nowadays HR personnel are becoming redundant and its ironic that the services that they deliver are more focused on business performance improvements from central goals. With the shift in societies from an old era of business to the new knowledge and service oriented business goals and economies, having a better HR deliverable at ones exposure would become an added advantage and necessity to combat the increasing competition for an organization. (Winfried Daun, 2005) Such HR proposition values are largely effected by intangibles and managing these intangible properties of an organization. These intangible properties include : research and developments, leadership, brand positioning and strength, quality of service, speed, governance, tacit knowledge, loyalty of customers and the employees, reputation, informal processes, innovation , plant flexibility, trusted networks. Managing these intangible is important because they have deep impact on the shareholder values and are necessary regarding the future growth and expectations of the investors from the organization. (Winfried Daun, 2005) A comprehensive study by Ulrich and Brochbank shows the necessary steps required so as to deliver the required competencies to the stakeholders in a new economy. The figure below shows the systematic display of what should be done and how it should be done. This is the mapping out of HR value proposition, showing how to deliver desired stakeholder values. (Becker, 2002) Figure 1: The Ulrich and Brochbank HR Value Proposition There are 14 HR transformation criteria which have been derived from HR value proposition transformation. These are listed below: HR value proposition element: Knowing the realities of external business world Criterion 1 An efficient and efficient HR function is one which one which HR professionals who can acknowledge the external business environments and realities and adapt measures in such a way to combat these situation, allocating HR resources and apply HR practices accordingly. (Becker, 2002) Serving both the internal as well as external stakeholders Criterion 1- an efficient HR function is generating market value for its investors by increasing intangibles. Criterion 2- A good HR function increases the customer share by connecting with its target customers. Criterion 3- An efficient HR function assists its line managers to deliver strategies by developing capabilities of an organization. Criterion 4: A good HR function elucidates and lays down base for employee value proposition and improves individual abilities. (Aughton, 2005) Creating efficient HR practices Criterion 1: A good HR function can manage people, processes and practices such that it adds value. Criterion 2: An efficient HR function can manage performance management process and practices such that it adds value. Criterion 3: An efficient HR function can manage information process and practices such that it adds value. (Aughton, 2005) Developing HR resources Criterion 1: An efficient HR function can manage work flow design and processes such that it adds value HR value proposition element: Developing HR resources HR transformation criteria. Criterion 2: An efficient HR function adjusts its organization in accordance with the strategies of the business. Criterion 3: An efficient HR function makes a clear strategic plan for coordinating the HR investments with the goals of business. (Aughton, 2005) Ensuring Professionalism of the HR environment Criterion 1: An efficient HR function consists of HR professionals who carry out their duties and responsibilities accurately. Criterion 2: An efficient HR function develops HR professionals who display HR competencies. Criterion 3: An efficient HR function would invest in training, development and growth of its HR professionals. Nowadays, HR professionals make use of systemic-based competencies in order to map defined set of the HR Value Proposition and hence enhance and improve the strategies delineated by Ulrich and Brockbank so as to deliver appropriate value to stakeholders. The efforts taken by the HR professional put in action the HR proposition model by having casual link between initiatives taken by the HRs and business results desired. Instead of having a line of sight with the key stakeholders expressed in words and tables, an orderly among the HR Value Propositions provide HR professionals a clear vision as to how they should actually act so as to deliver stakeholder values. (Stuart E Woodhead, 2000) Mapping out the HR Value Proposition model provides a clear vision and framework that formulates the role of HR professionals as the service key business driver that delivers the proper stakeholder value, going beyond just theoretical model and language. It provides a fabric that generates a shared interpretation of the business, significantly assisting the communication efforts. Hence with the proper programs and policies available, it facilitates a desired environment and culture. Thus by using relevant tools and techniques required to corroborate the systemic-based competencies, the HR professionals can link the fourteen criteria of HR Value Proposition model and incorporates them into well functioning systematic HR business model. (Becker, 2002) In order to understand the working and mapping of Ulrich and Brockbank 14 criteria can be mapped using application of 2 mapping techniques, which are: à ¢Ã¢â€š ¬Ã‚ ¢ System Dynamics mapping à ¢Ã¢â€š ¬Ã‚ ¢ Socio-ecological mapping. System Dynamics mapping is centre to the growth of stakeholders driver model which makes the visible connections between employee growths, capabilities of an organization, experience of customers and returns of the investor. (Tuominen, 2004) Socio-ecological mapping is needed to carry on strategic reviews and growth in the surroundings which have become unpredictable due to intangibles. It is required to represent social trends between and within an organization and its surroundings. Diagram below gives a perspective of a high level system of the HR Value Proposition and extent of these two mapping techniques. Figure 2: System viewpoint of HR Value Proposition System dynamic mapping: System Dynamics mapping gives a technique of describing the underlying structure which establishes a blueprint of events that can more often than not contemplate changes in the efficiency of intangibles like increasing waste, cyclic phenomena in supply chains, lack of innovation, declining sales, worker burnout, and so on. (Spickett-Jones, 2003) The uses of system dynamic mapping for a HR professional are as follows: 1. Modeling and mapping the delivery of the stakeholder values over a particular frame of time (productivity, profitability, customer share etc.) in accordance with the levels of availability of tangible and intangible resources (knowledge, customers, staff, relationship management, suppliers, innovation, reputation, etc.) 2. Exploring and researching new business options like, developing a business case for practicing a new learning and growth initiative by figuring the effects of top line i.e. revenue and bottom line i.e. cost on the business performance. 3. Researching and exploring methods to solve a given problem like, exploring different options for improving the falling service quality. Socio-ecological mapping: Socio ecological mapping refers to the people in the concerned environment. Socio-ecological mapping is necessary for understanding relationships between the people in the system through different time frames. From time to time, expectations and values of an organization change around the globe. They need to act through their plans in their environments. This leads to creation of an external environment which has discontinuous and dramatic shifts in its social values and expectations from the community. This leads to a situation when people continuously change their minds regarding the choices about certain services and products. HR professionals should be able to recognize any significant changes socially that can affect their organization because such unsettling and unpredictable surrounding acts upon their industry or concerned organization. Hence, they will need to direct their strategic planning process and plans in accordance with these changes and need to build an organizational environment around, which has continuous learning and information about the surroundings in case their organizations have to be successful for the long term. In order to understand which technique should be used in what environment let us consider two situations. The first situation considers the end results of HR personnel not following socio-ecological representation in an area thats part of the HR Value Proposition as the External Business Realities element. It has not been made explicit by Brochbank and Ulrich. Regardless, this area is necessary for survival of business in the new era of service or knowledge oriented economy. The second situation studies a position in which HR professionals use Systems Dynamics representation to display how their efforts add stakeholder value. Both situations involve System Dynamics mapping for the criteria titled as Serving external and internal stakeholder in the HR Value Proposition Model. In one case, the contribution was important and distinct while in other case was not so significant. Figure 3: Organization in framework with its surroundings Figure 4: Organization in situation with its Industry surroundings The term extended social field addresses to the area beyond the organizations industry environment. This is also in reference with the wider or global community as in contextual environment. According to criterion 1: An efficient and efficient HR function is one which one which HR professionals who can acknowledge the external business environments and realities and adapt measures in such a way to combat these situation, allocating HR resources and apply HR practices accordingly. It insists on the fact that organization should pay attention to its environment outside the firm. The HR professionals should be able to engage in conversation regarding the changes in external surroundings like changes in economy, rates technologies and so on. In order to keep them informed about the new information, HR professionals should conduct environmental scans using processes which have been transformed from OST (Open Systems Theory). OST is social science knowledge body that manages people and their organizations and should have an open, clear, adaptive and active relationship with their surroundings over time so as to ensure viability and good results. It also says that people can be seen as purposeful and informative open systems that can change and generate systems and their surroundings. Serving external and internal stakeholders other criteria are: Criterion 2- an efficient HR function is generating market value for its investors by increasing intangibles. Criterion 3- A good HR function increases the customer share by connecting with its target customers. Criterion 4- An efficient HR function assists its line managers to deliver strategies by developing capabilities of an organization. Criterion 5: A good HR function elucidates and lays down base for employee value proposition and improves individual abilities. These criteria are being depicted in Figure 4 which concerns the Organization in context with the industry environment. Hence we can see that representing the information in form a systematic form makes it easier for organization-industry interface to provide HR professionals with chances to make clear, significant and visible necessary contributions to performance of business forming a unique view; so as to adapt with increasingly significant and emerging new service or knowledge oriented economy. Research Questions The concern here is to verify the extent till which, GASCOs HR system delivers value proposition. For this purpose, we will use the Ulrich model as shown in literature review and will verify the 5 dimensions of the model in GASCO. In this report, we will check whether the five dimensions in Ulrich model are satisfied in GASCO and will comment on the value proposition of companys HR system. The concerned objectives would be as follows: Ulrichs Value proposition dimension Criterias to check for Knowing the external business realities Checking for HRMs efficiency in understanding realities of external business and thus adding value. Serving External and Internal Stakeholders Any increase in the value of investors money by HR system. HR capacity to increase customer share HRs capacity to motivate line mangers to participate in strategic issue. Enhancing individuals ability Creating HR practices Management of employees in such a way that add to value Managing performance of the employees Information is correctly managed and utilized Hr manages work flow design and adds value to the organization. Building HR resources HR alignment to strategic objectives of the business HRs clear strategic planning process and alignment of strategic business objectives with HR objectives Ensuring Professionalism To check the presence of a professional HR system Training and developments presence in the organization. Methodology The methodology involves conducing survey analysis to test the research questions in GASCO as presented in above section. The methodology is divided into two parts: Literature review and finding the factors we should look for finding the value proposition of GASCO Prepare separate questionnaire for every dimension (5 separate questionnaires) Analysis of the result using excel charts The questionnaires would be distributed to HRs in the company. With a small help from of one of our contact in GASCO, we distributed these instruments in the company in which 30 people from HR staff participated. The questionnaires are designed so that they address every aspect of research questions given above. Questionnaire: Knowing the external business realities Do you keep the track of competitors strategies and use the information in forming HR practices? Strongly Agree Agree Dont know Disagree Strongly disagree Do you keep the track of quality of Human resource existing in the market? Strongly Agree Agree Dont know Disagree Strongly disagree Do you conduct regular meeting (formal or informal) with the HRs of competitors so that you can get aware of the external environment of the HR system in the industry? Strongly Agree Agree Dont know Disagree Strongly disagree Do you aware yourself with the rules and regulation of the government that are existing and that can exit in future to make a better HR policy? Strongly Agree Agree Dont know Disagree Strongly disagree Do you choose employees taking into consideration the relations with the suppliers, contractors, clients etc? Strongly Agree Agree Dont know Disagree Strongly disagree Do you consider the cultural aspect of the employees in your HR systems? Strongly Agree Agree Dont know Disagree Strongly disagree Taking the example of the giant recession which the world recently faced, did you took any steps like shortening of work force, reduction of pay to respond to the situation and cut the cost? Strongly Agree Agree Dont know Disagree Strongly disagree As GASCO is an exploration firm, do you intake scientist and other post of employees taking into mind the kind of work going on in the industry? Strongly Agree Agree Dont know Disagree Strongly disagree Technology keeps on changing, when you hire an employee, do you keep in mind the present and future techno skills which the employee should know? Strongly Agree Agree Dont know Disagree Strongly disagree Do you conduct regular training to bridge the gap between present skills and those required as according to recent external environment characteristics? Strongly Agree Agree Dont know Disagree Strongly disagree Questionnaire: Serving internal and external stakeholder Do you keep an eye on companys intangibles and try to increase these in GASCO? Strongly Agree Agree Dont know Disagree Strongly disagree Do you conduct regular training for the employees to increase their capabilities? Strongly Agree Agree Dont know Disagree Strongly disagree Do your staff is in contact of the customers? Strongly Agree Agree Dont know Disagree Strongly disagree Do you keep an eye on the organizational suppliers and try to maintain and build strong relationships with the suppliers? Strongly Agree Agree Dont know Disagree Strongly disagree Do you take the feedback of your distributors and other stakeholders and then apply them in modifying your HR strategies? Strongly Agree Agree Dont know Disagree Strongly disagree Do you encourage your line managers to come up with a solution on their own and appreciate employee participation? Strongly Agree Agree Dont know Disagree Strongly disagree Do your staff make regular visit at customer end and try their best to understand the need of the customers and deliver them on time? Strongly Agree Agree Dont know Disagree Strongly disagree As GASCO is an exploration firm, do you intake scientist and other post of employees feedback in aligning the need of the organization with current trend in the market? Strongly Agree Agree Dont know Disagree Strongly disagree Do you keep an awareness of investors attitude towards the company? Strongly Agree Agree Dont know Disagree Strongly disagree Do you make changes in your policy as to consider the investors reaction? Strongly Agree Agree Dont know Disagree Strongly disagree Questionnaire: Creating HR practices Do you keep try to create policies that helps in building up a culture rather than making just a profitable entity? Strongly Agree Agree Dont know Disagree Strongly disagree Do you conduct performance appraisal of employees on regular basis so that possible value addition action can be taken? Strongly Agree Agree Dont know Disagree Strongly disagree Do you appreciate any value addition in employee by proving certifications or by rewarding the employees adding some value in the firm? Strongly Agree Agree Dont know Disagree Strongly disagree Do you manages the work flow so that every step, the value can be recognized? Strongly Agree Agree Dont know Disagree Strongly disagree Do you use value chain analysis in your system? Strongly Agree Agree Dont know Disagree Strongly disagree Do you encourage performance management techniques at the workplace? Strongly Agree Agree Dont know Disagree Strongly disagree Do your ensure work life balance so that more satisfaction can be creating for employees and the job turnover rate can be enhances? Strongly Agree Agree Dont know Disagree Strongly disagree Do you take employee feedback and try to use these feedbacks in ways that ensure value addition to the organization? Strongly Agree Agree Dont know Disagree Strongly disagree Do you keep information about the employees, their skills, areas of expertise, potential etc? Strongly Agree Agree Dont know Disagree Strongly disagree Do you create a culture of learning and learning sharing? Strongly Agree Agree Dont know Disagree Strongly disagree Questionnaire: Building HR resources Are you aware of Strategic plans of the business? Strongly Agree Agree Dont know Disagree Strongly disagree Do you make adjustment in the organizational human resource, in terms of number of employees, posts in firm etc? Strongly Agree Agree Dont know Disagree Strongly disagree Do you make a periodic diagnosis of the firms requirement and then predict future requirements? Strongly Agree Agree Dont know Disagree Strongly disagree Do you enter into practices like Knowledge management or Learning Management system that can give you a strategic advantage? Strongly Agree Agree Dont know Disagree Strongly disagree Do you hire employees keeping in mind future need of the organization? Strongly Agree Agree Dont know Disagree Strongly disagree Do you take steps to store the knowledge of the present employees so that even in the case these employees do not remain the part of the firm, but still there best practices can be stores in a knowledge base? Strongly Agree Agree Dont know Disagree Strongly disagree Do you have a position like KMO or Knowledge management officer so look after the suture aspect of the company? Strongly Agree Agree Dont know Disagree Strongly disagree Are your plans for strategic Human Resource planning transparent and everyone is aware with the same? Strongly Agree Agree Dont know Disagree Strongly disagree Do you considered the case where GASCO enters into another strategic partnership with a new firm and to deal with issues like cross cultural management, work force diversification etc? Strongly Agree Agree Dont know Disagree Strongly disagree Do you have a clear strategic planning process? Strongly Agree Agree Dont know Disagree Strongly disagree Questionnaire: Ensuring HR professionalism Does HR system in the company have clear roles? Strongly Agree Agree Dont know Disagree Strongly disagree Do you have a clear documented HR policy which is well structured and is comparable to best practices in the industry? Strongly Agree Agree Dont know Disagree Strongly disagree As the workforce is UAE is devised in terms of religion background, educational history, culture etc. do your policies are neutral for all of the employees and are you can equal opportunity employer? Strongly Agree Agree Dont know Disagree Strongly disagree Do you follow a well framed system for recruitment and selection? Strongly Agree Agree Dont know Disagree Strongly disagree Do you have a policy document for various aspect of Human Resource Management in the organization? Strongly Agree Agree Dont know Disagree Strongly disagree Do you keep the record of previous training and development of employees and make provision for future training according to that only? Strongly Agree Agree Dont know Disagree Strongly disagree Do you think that HR practices in GASCO helps employees to find their core competencies and which in turn, help the company to generate its own competencies? Strongly Agree Agree Dont know Disagree Strongly disagree Do you conduct training for recruiters and other HR staff regularly? Strongly Agree Agree Dont know Disagree Strongly disagree Are you connected to any professional HR practice organization which provides you regular guidelines to work and helps you to standardize your HR system and practices? Strongly Agree Agree Dont know Disagree Strongly disagree Do you have a clear strategic planning process? Strongly Agree Agree Dont know Disagree Strongly disagree Presentation of results Result for knowing the external business realities Do you keep the track of competitors strategies and use the information in forming HR practices? Do you keep the track of quality of Human resource existing in the market? Do you conduct regular meeting (formal or informal) with the HRs of competitors so that you can get aware of the external environment of the HR system in the industry? Do you aware yourself with the rules and regulation of the government that are existing and that can exit in future to make a better HR policy? Do you choose employees taking into consideration the relations with the suppliers, contractors, clients etc? Do you consider the cultural aspect of the employees in your HR systems? Taking the example of the giant recession which the world recently faced, did you took any steps like shortening of work force, reduction of pay to respond to the situation and cut the cost? As GASCO is an exploration firm, do you intake scientist and other post of employees taking into mind the kind of work going on in the industry? Technology keeps on changing, when you hire an employee, do you keep in mind the present and future techno skills which the employee should know? Do you conduct regular training to bridge the gap between present skills and those required as according to recent external environment characteristic

Theme of loneliness and rejection

Theme of loneliness and rejection The Consequences of Societys Rejection in Frankenstein by Marry Shelley Frankenstein is Marry Shelleys masterpiece, written when she was only 18 years old. The novel explores of theme of loneliness and rejection. The monster created by Victor Frankenstein is rejected by human society because of his appearance. Mary Shelley explores the feelings of creature totally ignored and abused by the society. The novel became a reflection of the inner state of Mary Shelly. It reflects sufferings and looses of the author. As notes Anthony Badalamenti in his article Why did Mary Shelley Write Frankenstein: : â€Å"She was also the product of her own past, suffering three successive losses in her early life that reveal why themes of being alone and abandoned run through the novel†(Badalamenti, 431). All these sad events and constant feeling of loneliness helped Mary to create a very deep and powerful character. Victor does not think about possible results of his experiments. He does not think what will happen when he finally succeeds and created a living creature. He is severely punished by his attitude when the creature created by him turns to monster. The author illustrates that the guilt for murders can not be put only on Frankensteins creation. Society and social norms finally result in feeling of loneliness and estrangement. â€Å"The monster complains that his maker and mankind are moving his nature from goodness and benevolence to wrath and violence. He attempts the company of men and is rejected with horror, fear and abuse† (Badalamenti, 432). Victor Frankenstein is driven by his ambition when he creates his monster. He does not think about the consequences but rather makes experiments: â€Å"One of the phenomena which had peculiarly attracted my attention was the structure of the human frame, and, indeed, any animal endued with life† (Shelley, 46). Victor does not think about the feelings of the creature he produces. He is concerned only with scientific tools which give him control and power. â€Å"Frankenstein so beautifully explores the consequences of living and working in isolation. After cloistering himself to bring dead flesh to life, Victor Frankenstein condemns his creature to loneliness. The creature does the same to him in revenge. Solitude makes monsters of both† (Thomas). Victor creates a monster but he doest not understand true meaning of his actions. Loneliness and alienation is one of the main themes of the novel. It is notable that all main characters of the novel experience feelings of loneliness and alienation. The Monster, Victor and Walton experience these feelings. Victor Frankenstein, does not have good relations with his family. He does not keep in touch with his father and sister despite they really want to have good relations with him. The author describes in great detail good relations in Victors family and their desire to keep in touch with Victor. Despite this fact Victor does not make any attempt to support any relations with his family. He dedicates all time and effort to science but it does not bring him enough moral satisfaction. Victor can not find the way out for his negative feelings and uses since and experiment as a way to entertain himself and to get rid of loneliness. The author uses the old theme of Faust when the search for technical progress and scientific advances results in the loss of humanity. Vict or does not possess feeling of love and compassion. The Monster notes for several times that he wants to find these feelings in his creator but constantly fails. He compares himself to other people who deserve love and understanding of God, who created them, and states that his creator has abandoned him: â€Å"Sometimes I allowed my thoughts, unchecked by reason, to ramble in the fields of Paradise, and dared to fancy amiable and lovely creatures sympathizing with my feelings and cheering my gloom; their angelic countenances breathed smiles of consolation. But it was all a dream; no Eve soothed my sorrows nor shared my thoughts; I was alone. I remembered Adams supplication to his Creator. But where was mine? He had abandoned me, andin the bitterness of my heart I cursed him†. (Shelley, 111) Sad irony that the monster is not deprived of human feelings in contrast to his creator. The monster feels loneliness and alienation. It seeks for understanding and love but can not find a living creature which would share its feelings. Physical appearance becomes the main barrier for the creature. It does not allow it to build normal relations in the society. People do not make any attempts to find out about the inner world of the Monster after they saw how it looks. The creature readers works by Goethe and Milton and feels even more lonely and frustrated. The more it finds out about the world around, the more it hates it. â€Å"Cursed, cursed creator! Why did I live? Why, in that instant, did I not extinguish the spark of existence which you had so wantonly bestowed? I know not; despair had not yet taken possession of me; my feelings were those of rage and revenge. I could with pleasure have destroyed the cottage and its inhabitantsand have glutted myself with their shrieks and misery.† (Shelley, 98). Feeling of alienation and loneliness only grows with the flow of time. Victor, the creator, turns off from the thing he has created He doest not want to take response for his actions and he rejects the thought that the creature may feel pain and other negative emotions same like other people do. Victor can not come in terms with his emotional side. He dies alone and looses all his dear people. The theme of social rejection is one of the main themes of the novel. The author shows the consequences of social opinion. The creature created by Victor turns to monster because it can not find understanding and compassion in the society. People do not give the creature any chances only because it looks terrible to them. In her novel, Mary made an attempt to express her own frustration and to turn attention of people to the theme of social deprivation and rejection. She was recording instead her reflections and feelingsher grief, her loneliness, her thoughts of the future, her wish to die (Nitchie, 49). Mary knows what she write about since she had to pass many personal hardships and looses. She wants her readers to understand the feelings of creature which knows no compassion or understanding. The monster was created by Victor only physically. In reality it was crated by the society. Indifferent attitude and disgust finally resulted in the birth of real monster which threatens its creator and society. Works Cited Shelley, Mary Wollstonecraft. Frankenstein, or, The Modern Prometheus. New York: Doubleday, 1999. Badalamenti F. Anthony, Why did Mary Shelley Write Frankenstein? Journal of Religion and Health, Vol. 45, No. 3 (Fall, 2006), pp. 419-439, http://www.jstor.org/stable/info/27512949?seq=1type=ref Vincent, Patrick, Mary Shelleys Fictions: From â€Å"Frankenstein† to â€Å"Falkner.† Studies in Romanticism, 01-01-2003 http://elibrary.bigchalk.com/elibweb/elib/do/document?set=searchdictionaryClick=secondaryNav=groupid=1requestid=lib_standardresultid=17edition=ts=17C3927A2C2AC8AB18B9C85D443AD211_1272266531597start=1publicationId=urn=urn%3Abigchalk%3AUS%3BBCLib%3Bdocument%3B92045209 Thomas, Louisa, Their Love Is Alive, Newsweek, 09-14-2009 http://elibrary.bigchalk.com/elibweb/elib/do/document?set=searchdictionaryClick=secondaryNav=groupid=1requestid=lib_standardresultid=3edition=ts=17C3927A2C2AC8AB18B9C85D443AD211_1272266531597start=1publicationId=urn=urn%3Abigchalk%3AUS%3BBCLib%3Bdocument%3B170737047 Nitchie, Elizabeth, Mary Shelley: Author of â€Å"Frankenstein† Greenwood Press, 1970. http://www.questiaschool.com/read/3455777?title=Mary%20Shelley%3a%20Author%20of%20%22Frankenstein%22 Frankenstein: Creation as Catastrophe Paul Sherwin PMLA, Vol. 96, No. 5 (Oct., 1981), pp. 883-903 http://www.jstor.org/stable/462130?Search=yesterm=Frankensteinlist=hidesearchUri=%2Faction%2FdoBasicSearch%3FQuery%3DFrankenstein%26wc%3Don%26dc%3DAll%2BDisciplinesitem=6ttl=8505returnArticleService=showArticle Mary Shelley, Frankenstein, and the Spectacle of Masculinity Bette London PMLA, Vol. 108, No. 2 (Mar., 1993), pp. 253-267 Published by: Modern Language Association http://www.jstor.org/stable/462596?Search=yesterm=Frankensteinlist=hidesearchUri=%2Faction%2FdoBasicSearch%3FQuery%3DFrankenstein%26wc%3Don%26dc%3DAll%2BDisciplinesitem=9ttl=8505returnArticleService=showArticle

Polycystic Ovary Syndrome Essay example -- essays research papers

POLYCYSTIC OVARIES SYNDROME Polycystic Ovaries Syndrome (PCOS) is an ovulation disorder and infertility that occurs in many women. Polycystic ovaries syndrome dates back to 1845 where it was described in a French manuscript as being â€Å"changes in the ovaries†. It was called â€Å"sclerocystic†. Polycystic ovaries syndrome is a problem that occurs in with the ovaries. A â€Å"polycystic ovary is characterized as being a tough, thickened, shiny white covering overlying a layer of many small cysts just under the ovarian surface.† (Thatcher, 10). That was the description that was found in the French manuscript and is still being used to this day for doctors to define polycystic ovaries. A wedge resection in the early 1900’s was the first form of treatment for this syndrome. PCOS involves more than just the ovaries filled with small cysts. Polycystic Ovaries Syndrome causes infertility in women.   Ã‚  Ã‚  Ã‚  Ã‚  Polycystic Ovaries Syndrome can cause a number of symptoms. Its can cause everything from obesity to missed periods. It also causes women to have more of the male hormone in their bodies, which cause male hair growth. Not all of PCOS patients have excessive hair growth some may have other skin conditions, like acne. PCOS is the one of the most notorious cause if missed menstrual cycles and â€Å"infertility due to the lack of ovulation†. (Thatcher, 12)   Ã‚  Ã‚  Ã‚  Ã‚   There are three main reasons women with PCOS get medical attention. The first is that they have missed menstrual cycles. A woman’s period should not be light, short, or irregular. There are steps that a woman’s body needs to go through in order for women to become pregnant. There is a normal menstrual cycle that a woman’s body   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   should go through and if it doesn’t then the women has an irregular cycle. This process the movement of an egg to a fertilizing position, developing a lining in the uterus, then the shedding of that lining when the egg doesn’t become fertilized. The second reason woman get medical attention for PCOS, is that they have worries about their physical ... ...e to me in order to try and regulate my periods. If I did not want to have a child then he would have prescribed some type of birth control pill to aid in this process of regulating my cycle. The little cysts form when my egg comes out and does not go any further than the outside of my ovary. My egg latches on to my ovary and forms into a cyst. This is what caused me irregular menstrual cycles. I am currently overweight and trying to get it under control by exercising and dieting. PCOS is something that is common among a lot of women and it can happen to anyone even the healthiest woman.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Work Cited Hammerly, Milton M.D and Kimball, Cheryl, â€Å"What to Do When The Doctor Says its PCOS†, (Fair Winds Press, 2003). Thatcher, Samuel S. M.D, Ph.D., â€Å"PCOS (policystic ovary syndrome) The Hidden Epidemic,† (Perspectives Press, 2000). Personal Experience, Christina Chivalier, Feb. 2005.

Do It Now ( Not Tommarow But T :: essays research papers

The Poem entitled “Do It Now (Not Tomorrow But Today) was written by Michael Barabash who was deemed as “The poet of optimism';. The poem is about life and symbolizes how we choose to use the time of the future, in a positive way. The future time is a crucial part of life, which can work to your advantage or disadvantage. Everyone is blessed with time, even though some have more advantages then others money wise and so on, we are all give time and can use it to our advantage. As the quote says in the third stanza “success obeys the everlasting now'; implying that time is of the essence and however we choose to use it, can greatly affect how your life plays out. A second quote states “The Future waits- the while our past recedes';, the past is nothing but memories and can’t be changed, while the future awaits for you to change it. However, you decide to change it reflects back on you and can determine whether you lead a successful life or not. Problems and boundaries will make changing the future the way you want harder, but every one faces those and the future presents time for you to over come them and move on in most instances. How you use the future can be so important, as the author states “ Today is ours, to find a better way, to live; to love; to labor and to play';. If you use the futures time to your advantage it can greatly help you “the now alone can furnish all our needs'; allowing you to accomplish whatever you want or set out to do in life. Allow you to attain things that will outweigh and help overcome the tribulation that might present itself in your future. Almost anyone who is successful in life has taken advantage of the future and used it to overcome things and get places.

Arthur Millers The Crucible :: Arthur Miller Crucible Essays

Arthur Miller's The Crucible Arthur Miller individualises characters through their style of speech in many ways. Abigail Williams, one of the main characters, is a very attractive young lady, as portrayed in the text. However, her personality is bitter spiteful and vengeful. This has been shown by the way Miller individualises her, through her speech. Abigail is very bossy and has a lot of authority; "Uncle, the rumour of witchcraft is all about: I think you'd best go down and deny it yourself. The parlour's packed with people, sir. I'll sit with her". She seems to take control in a stressful situation, and hence controls people through their fear: "I think you'd best go down". Miller uses this sentence, in order to portray Abigail as a very manipulative and some-what controlling person. Miller also exposes the fact that Abigail is very spiteful and demanding. This is shown when Abigail is having an argument with her uncle, Parris. "She hates me, uncle; she must, for I would not be her slave. It's a bitter woman, a lying, cold, snivelling woman, and I will not work for such a woman!" This shows how Abigail puts everyone down, and tries to make out that she is the innocent victim in all the chaos. Another way Miller individualises Abigail, is the way she blames other people to get her self out of trouble- "Not I, sir- Tituba and Ruth". This shows how Miller puts across to the audience, the 'real' Abigail. Yet again, Miller reveals Abigail as being manipulative and controlling. "I have been hurt, Mr Danforth; I have seen my blood runnin' out! I have been near to murder every day because I done my duty pointing out the Devil's people- and this is my reward! To be mistrusted, denied questioned like a-". This also shows how Abigail is making everyone else feel sorry for her, as she has been doing the right thing. This is effective as it again brings out the 'real' Abigail, a cunning, sly, deceiving person. Abigail Williams wants to protect herself, and hence confesses, as she wants the same attention as Tituba, not to suffer, This shows her selfishness as she doesn't want to get hung and therefore follows Tituba's lead. "I want to open myself! I want the light of God; I want the sweet love of Jesus!" Miller uses the word "open" to emphasise the fact that Abigail doesn't want to just reveal herself, but "open" her. This then shows the audience how overdramatic Miller makes Abigail. In conclusion, I feel that Miller has effectively individualised Abigail, as a self-centred, overdramatic, deceiving woman. Mr Hale, another one of Miller's characters, however he is not as

Learning Styles Essay

Having studied a small number of learning styles I will evaluate my own personal learning style and how I can use this through the next three years of my life at Bucks New University. I will look at the most popular theories in use today and their value in today’s world. The theory of individual learning styles began in the 1970’s and developed thoroughly in the 1980’s becoming more and more popular in recent years. The use of MRI scan data was added to already developing theories to understand how the brain processed information. (Revell, P, May 05) A learning review carried out in 2004 by the ‘Learning and Skills Research Centre’ revealed that there are 71 established learning style theories, a number of these are very similar in style. I am going to focus on 3 widely used theories methods, David Kolb’s learning style model, Honey & Mumford’s Learning Style Questionnaire and Fleming’s VARK. (Image) This diagram shows the ‘cycle of learning’ created by Kolb. David Kolb, began developing his Learning Style model in 1971, he then published his learning style model in 1984. The model is made of 4 learning styles; experience, reflection, reflecting and planning. In his cycle of learning Kolb describes that we will experience something, reflect on what happened, think how we can change or what we can use again and then act upon this and do it again changing any mistakes we made first time round, therefore repeating the cycle. For example when learning to ride a bike you may fall off due to hitting a tree (the experience,) look at what why we hit the tree, not looking up? (reflect,) think about how we can change why we fell off, look forward as we are riding (plan) and then finally try again to ride looking forward. This cycle may repeat itself many times before we get right what we was trying to learn. Honey & Mumford’s questionnaire (IMAGE) In 1992 Peter Honey and Alan Mumford created a questionnaire for learners to identify their learning style. The questionnaire originally consisted of 80 questions but this has been shortened and made available with only 40 question’s. Honey and Mumford’s model is based heavily on the Kolb model but focuses in on the in-between stages of the cycle. They agree with Kolb that all stages are crucial to learning, they suggest that some people tend to be happier with one stage of the cycle over others. (Cameron, S 1995) Honey and Mumford determined four learning styles that people may prefer to use than trying to use the whole cycle of Kolb’s model. The four stages are, activists, reflectors, theorists and pragmatists. Activists are very open minded, will try new things without much thought, are very sociable and probably prefer group work. However they are likely to get bored very quickly and find it hard to sit still for long periods of time. Activists will most likely be the planners within the marketing industry as they have lots of experiences and enjoy overcoming obstacles, they will most likely be watched closely by the manager due to their tendencies to jump in, act and think afterwards. Reflectors are much more passive and will think in much more depth before reaching any decision’s, they will tend to take more of a back seat role and observe others. A reflective member of staff would make be good in a manager role because they think with their heads, not their heart and would therefore make decisions that are more informative. Theorists enjoy approaching problems logically and having information to back up theories. Theorists are very good at analysing data and researching in depth. They can struggle to work with activists as they act first then think whereas theorists will think (a lot) before acting. Theorist would be best at doing marketing research and analysing the information as this something they excel at. Pragmatists like the freedom of creating something new, they don’t like being restricted to set ideas. They enjoy problem solving and are very practical but they do get bored very quickly. Pragmatists would be fantastic in a creative environment and therefore perfect for creating advertisements using their initiative. Flemings VARK VARK stands for Visual, Aural, Read/write and Kinaesthetic. Fleming developed his theory based on previous VAK modes but added the read/write in 1987. ‘From what I read and observed, it seemed obvious that some students had a distinct preference for the written word whilst others preferred symbolic information’ (Fleming, N. 2006) Fleming’s questionnaire has 16 question, so that people take it more seriously and do not get bored while filling out the questionnaire. Visual learners prefer to look at images and the use of colour. When making notes a visual learner will use images, symbols and highlight key words with colour. When planning a piece of work visual learners may use mood boards and mind maps for them to get inspiration from before forming into words. Audio learners prefer to listen to lectures or having things explained to them, they enjoy group discussions and are very good at describing visual things in great detail. Audio learners can benefit from reading aloud their notes while recording themselves. When planning for a piece of work an audio learner may find it better to speak through their ideas with a friend. Read/write learners much prefer to write down notes and take information from text books, when breaking down statistical information they will describe any trends instead of drawing them. Read/write learners will excel at essay writing and when planning a piece of work they will write lists and notes. Kinaesthetic learners prefer to just try new things and touch things to help them learn. Field trips for the ideal for kinaesthetic learners as they can take in all the information around them, without getting bored. When completing a piece of work they will just use trial and error until they get it right. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. (Haygroup) My learning style After completing the 1982 version of the Honey and Mumford questionnaire I scored: Activist 6 Reflector16 Theorist15 Pragmatist 8 From these results I now understand that I prefer to step back and observe others, I require more time and information to make decisions. From previous experience I would say that I totally agree with this for example when making a decision about any expensive purchase I will always look at information about and research the best prices before making a decision. So I do regularly use the reflector and theorist styles. From completing the 13 question VARK questionnaire I have scored: Visual1 Audio0 Read/write4 Kinaesthetic 7 From these results I can see that I am kinaesthetic learner, this contradicts my findings from the Honey and Mumford questionnaire where I found id rather observe and take in information. Where as from this VARK questionnaire I have found that id rather use trial and error and learn using hands on methods. This contradictions surprise me as the styles are so different but I do understand that this is true to me, I do prefer to learn on my own and take in a lot of information before creating an essay but when it comes to learning how to use something new I prefer to just hold it and try it out. Conclusion From my research I have found that many of the learning styles are very similar but are constructed in their own way and helps the learner to establish their style in its individual way. Kolb’s learning theory would not be able to be broken up into sections but the Honey and Mumford theory is based on Kolb’s so I can be compared to the VARK theory I have also looked at. I do believe I can pair these up as follows because they have very similar tendencies. Active and Visual learners like images to stimulate them. Reflectors and Audio would prefer to look back at a lecture and re-do their notes to suit them. Theorists and Read/Write learners prefer looking at information in texts. Pragmatists and kinaesthetic learners are both creative and get bored quickly. From what I have learnt form this essay and have found out about how I learn will help me study through the next three years without me struggling or getting bored. Learning style is the way human beings take in new and/or difficult information, how they process, store and retrieve it. (Prashnig, B: Debating Learning Styles) Having studied a small number of learning styles I will evaluate my own personal learning style and how I can use this through the next three years of my life at Bucks New University. I will look at the most popular theories in use today and their value in today’s world. The theory of individual learning styles began in the 1970’s and developed thoroughly in the 1980’s becoming more and more popular in recent years. The use of MRI scan data was added to already developing theories to understand how the brain processed information. (Revell, P, May 05) A learning review carried out in 2004 by the ‘Learning and Skills Research Centre’ revealed that there are 71 established learning style theories, a number of these are very similar in style. I am going to focus on 3 widely used theories methods, David Kolb’s learning style model, Honey & Mumford’s Learning Style Questionnaire and Fleming’s VARK. (Image) This diagram shows the ‘cycle of learning’ created by Kolb. David Kolb, began developing his Learning Style model in 1971, he then published his learning style model in 1984. The model is made of 4 learning styles; experience, reflection, reflecting and planning. In his cycle of learning Kolb describes that we will experience something, reflect on what happened, think how we can change or what we can use again and then act upon this and do it again changing any mistakes we made first time round, therefore repeating the cycle. For example when learning to ride a bike you may fall off due to hitting a tree (the experience,) look at what why we hit the tree, not looking up? (reflect,) think about how we can change why we fell off, look forward as we are riding (plan) and then finally try again to ride looking forward. This cycle may repeat itself many times before we get right what we was trying to learn. Honey & Mumford’s questionnaire (IMAGE) In 1992 Peter Honey and Alan Mumford created a questionnaire for learners to identify their learning style. The questionnaire originally consisted of 80 questions but this has been shortened and made available with only 40 question’s. Honey and Mumford’s model is based heavily on the Kolb model but focuses in on the in-between stages of the cycle. They agree with Kolb that all stages are crucial to learning, they suggest that some people tend to be happier with one stage of the cycle over others. (Cameron, S 1995) Honey and Mumford determined four learning styles that people may prefer to use than trying to use the whole cycle of Kolb’s model. The four stages are, activists, reflectors, theorists and pragmatists. Activists are very open minded, will try new things without much thought, are very sociable and probably prefer group work. However they are likely to get bored very quickly and find it hard to sit still for long periods of time. Activists will most likely be the planners within the marketing industry as they have lots of experiences and enjoy overcoming obstacles, they will most likely be watched closely by the manager due to their tendencies to jump in, act and think afterwards. Reflectors are much more passive and will think in much more depth before reaching any decision’s, they will tend to take more of a back seat role and observe others. A reflective member of staff would make be good in a manager role because they think with their heads, not their heart and would therefore make decisions that are more informative. Theorists enjoy approaching problems logically and having information to back up theories. Theorists are very good at analysing data and researching in depth. They can struggle to work with activists as they act first then think whereas theorists will think (a lot) before acting. Theorist would be best at doing marketing research and analysing the information as this something they excel at. Pragmatists like the freedom of creating something new, they don’t like being restricted to set ideas. They enjoy problem solving and are very practical but they do get bored very quickly. Pragmatists would be fantastic in a creative environment and therefore perfect for creating advertisements using their initiative. Flemings VARK VARK stands for Visual, Aural, Read/write and Kinaesthetic. Fleming developed his theory based on previous VAK modes but added the read/write in 1987. ‘From what I read and observed, it seemed obvious that some students had a distinct preference for the written word whilst others preferred symbolic information’ (Fleming, N. 2006) Fleming’s questionnaire has 16 question, so that people take it more seriously and do not get bored while filling out the questionnaire. Visual learners prefer to look at images and the use of colour. When making notes a visual learner will use images, symbols and highlight key words with colour. When planning a piece of work visual learners may use mood boards and mind maps for them to get inspiration from before forming into words. Audio learners prefer to listen to lectures or having things explained to them, they enjoy group discussions and are very good at describing visual things in great detail. Audio learners can benefit from reading aloud their notes while recording themselves. When planning for a piece of work an audio learner may find it better to speak through their ideas with a friend. Read/write learners much prefer to write down notes and take information from text books, when breaking down statistical information they will describe any trends instead of drawing them. Read/write learners will excel at essay writing and when planning a piece of work they will write lists and notes. Kinaesthetic learners prefer to just try new things and touch things to help them learn. Field trips for the ideal for kinaesthetic learners as they can take in all the information around them, without getting bored. When completing a piece of work they will just use trial and error until they get it right. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. (Haygroup) My learning style After completing the 1982 version of the Honey and Mumford questionnaire I scored: Activist 6 Reflector16 Theorist15 Pragmatist 8 From these results I now understand that I prefer to step back and observe others, I require more time and information to make decisions. From previous experience I would say that I totally agree with this for example when making a decision about any expensive purchase I will always look at information about and research the best prices before making a decision. So I do regularly use the reflector and theorist styles. From completing the 13 question VARK questionnaire I have scored: Visual1 Audio0 Read/write4 Kinaesthetic 7 From these results I can see that I am kinaesthetic learner, this contradicts my findings from the Honey and Mumford questionnaire where I found id rather observe and take in information. Where as from this VARK questionnaire I have found that id rather use trial and error and learn using hands on methods. This contradictions surprise me as the styles are so different but I do understand that this is true to me, I do prefer to learn on my own and take in a lot of information before creating an essay but when it comes to learning how to use something new I prefer to just hold it and try it out. Conclusion From my research I have found that many of the learning styles are very similar but are constructed in their own way and helps the learner to establish their style in its individual way. Kolb’s learning theory would not be able to be broken up into sections but the Honey and Mumford theory is based on Kolb’s so I can be compared to the VARK theory I have also looked at. I do believe I can pair these up as follows because they have very similar tendencies. Active and Visual learners like images to stimulate them. Reflectors and Audio would prefer to look back at a lecture and re-do their notes to suit them. Theorists and Read/Write learners prefer looking at information in texts. Pragmatists and kinaesthetic learners are both creative and get bored quickly. From what I have learnt form this essay and have found out about how I learn will help me study through the next three years without me struggling or getting bored. Reference List 1)Cameron, S. (2005) The business students handbook. March 2005. Essex. Pearson educated limited 2)Prashnig,B. (n. d) Debating Learning Styles http://www. creativelearningcentre. com/downloads/Debating%20LS. pdf 3)Revell,P. (May 2005) Each to their own:The Guardian http://www. guardian. co. uk/education/2005/may/31/schools. uk3 4)Fleming, N. , and Baume, D. (2006) Learning Styles Again: VARKing up the right tree! , Educational Developments, SEDA Ltd, Issue 7. 4, Nov. 2006, p4-7. http://www. vark-learn. com/documents/Educational%20 Developments. pdf 5)Haygroup http://www. haygroup. com/tl/Downloads/Why_People_Learn. pdf 6)Chapman,A (2005) Kolb learning styles http://www. businessballs. com/kolblearningstyles. htm 7)Kolbs learning cycle diagram http://www. ldu. leeds. ac. uk/ldu/sddu_multimedia/kolb/static_version. php 8)http://www. vark-learn. com/english/page. asp? p=hel[sheets