ShantanuT01/DACTYL-Pretraining huggingface dataset:
Creating an action plan and following it strictly, especially if it entails new routines for your body, is challenging and needs discipline. The action plan that I created was difficult for the first few days. As a result, I came up with some steps to help me apply the action plan, and I managed to effectively maintain discipline in implementing it for the rest of the period. The first action I came up with was to write a reminder on my phone and set the alarm to notify me when the time to sleep was near, mostly three hours earlier. I made sure when the alarm rang, I started preparing for bed. This step gave me enough time to eat two hours before and take a shower to decompress from my day. The reminder was effective in maintaining discipline, and as a result, my body switched and adapted to the new routine. Furthermore, I always made sure that I ate a balanced diet for my health and drank enough water. When a new routine is introduced to the body, there are many struggles, which may lead to procrastination at times (Hoeger et al., 2018). For that reason, one should eat a healthy meal to reduce resistance. The exercises in the morning made me sweat a lot, which called for drinking much water to cater to the loss through sweating. In addition, my body, at first was very stiff when exercising. I felt heavy, and this left me with so much fatigue after I had completed the exercise. The balanced diet meal and plenty of water helped heal the stretched muscles and make them more flexible and willing to go further. Moreover, by taking a balanced diet and plenty of water, I made sure that I took a shower to reduce fatigue when I exercise in the morning. During the first two days, I realized that fatigue makes one lose the morale of willing to go further with the action plan. The remedy for this challenge in the morning was taking a relaxing shower, and I felt good for the rest of the day. This intervention was much help as I always wanted the day to end faster, so I can exercise again and take a relaxing shower. The action plan became more interesting as the days progressed. In the beginning, I viewed the action plan as a difficult task for me. When the two weeks elapsed, I realized that I was even supposed to reduce the time limit to one week because my body was adapted to the new routine. My performance was good though there were some challenges, which I managed to overcome. I tried my best and maintained discipline, which helps me to implement the action plan successfully. I was successful in achieving my goal for the two weeks that I had planned. I have been consistent with working at least five days a week and walking my dog at least two miles a day. I learned that discipline is fundamental, and I kept myself focused on the set schedule. I would push myself constantly, but at the same time, I stayed mindful and listened to my body. I believe that this is not a race; I am also more conscious of my health and the people around me. Taking this medical self-assessment course, I appreciated the importance of exercising. I now und
Japanese literature is, perhaps, richer in poignant stories than in humorous tales. According to ancient chronicles, even the Sun Goddess paid the high price for exploding in mindless mirth: she was seized by gods and forced to stay in the sky (Hoffman par. 1). The lack of humor could be explained by endless wars; nonetheless, even four hundred years of peacetime during the Heian Period were marked by the tears that “flowed and flowed, unconcealed and unashamed, for tears were a badge of sensitivity, and sensitivity was the highest human quality the age conceived” (Hoffman par. 3). Even though the ancient literature of Japan was shrouded in a vale of tears, laughter has managed to infiltrate it from time to time. For example, Otomo no Tabito (665-731) in his Manyoshu called for happiness in this life (Hoffman par. 5). Heian peace also engendered wit that could be evident in Sei Shonagon’s Pillow Book . Interestingly enough, the fourteenth-century chronicles Taiheiki include the story of boisterous laughter; however, the source of humor is simultaneously admirable and terrible—self-inflicted death (Hoffman par. 7). The Edo period (1603-1868) was associated with protracted peace during which commercialization of society allowed to shift from warrior humor to commoner humor (Hoffman par. 7). The messages delivered by the novelists of Edo period were bawdy and crass. Humor was taken to whole new levels (Hoffman par. 7). The aim of this paper is to explore the use humor and parody in the following works of Edo and Tokugawa periods: Shikitei Sanba’s Ukiyoburo , Ihara Saikaku’s Life of a Sensuous Man , and Hiraga Gennai’s Theory of Farting . It will argue that these works are, perhaps, the most poignant social satire of the Tokugawa and Edo periods. Theory of Farting Theory of Farting or Hohiron is an allegorical essay written by Hiraga Gennai (1728—1780) who is often referred to as “Japan’s da Vinci” due to his achievements in the fields of medicine, art, fiction, dramaturgy, poetry, and science among others (Borriello 141). The work is generally agreed to be a perfect example of kyobun or humorous prose that is similar to kyoka which is a form of comic waka . Hiraga Gennai was among pioneers of the
Introduction Mannerism is an art style that emerged in the 15th century and gave way to baroque art. Mannerism was first observed in Italy and later spread to other parts of Europe and finally to other parts of the world. Mannerism was associated with art forms that can be described as having been exaggerated in terms of being real or coming into existence. Most of the art forms that were done using mannerism have been described as having been artificial. The artificial art forms are in comparison to the natural art forms that have been linked to the baroque form of art associated with artists in the 16th and 17th centuries. Baroque is a term that is used to refer to the exaggerated form or a state of objects, especially art. The term was however originally used in architectural forms of art in the 16th and 17th Centuries (Sullivan 1). Mannerism has been described as having been sophisticated and requiring intellect and complexity to interpret. Some Italian forms of gothic art have been associated with mannerism such as art that was done by the artist Antwerp. Leonardo da Vinci and Raphael are some of the most influential artists that have been associated with mannerism. In depiction that had mannerism as its inspiration, art had stretched out components such as the neck when depicted in art forms. Poor clarity or lack of it was also a common feature among the art forms. Baroque architects used designs in their field of work that reflected the style and art in life that was being made use of by people in the 16th and 17th Centuries. The baroque architects made use of bold art forms that had curvaceous forms. The ornamentation that was made use of in the architectural forms was very detailed and done creatively. Distinct components of the art were also a part of the baroque architectural forms that were observed in the 16th and 17th centuries. The architectural forms of art that were utilized in the designing of buildings gained popularity and spread from Italy to most of Europe by the early 17th Century. The easy to interpret art that was used by the baroque architects made use of the views and interests of individuals in the society. Development of art The concept of progress was easily agreeable and acceptable to people who encouraged the Italian mannerist and baroque architects. Baroque art was also encouraged by the religious conflicts that were going on in the 16th and 17th centuries in Europe. The new beginning, reconstruction, and Counter-Reformation periods had brought on a wave throughout Europe that transformed the attitudes of many people in the society. Individuals in this generation were very welcoming to change. The religious disagreements led to even more creativity among the baroque architects and Italian mannerists. The differences between some religious groups were so intense that they l
Prevention of Hospital-Acquired Infections (HAIs) In healthcare practitioners (P), how does the compliance with hygiene procedures, i.e., hand washing and alcohol rubs, (I) can help control the dissemination of HAIs in hospitalized patients (O) compared to the non-performance of those hygiene practices (C) within the two-month period (T)? Hospital staff largely contributes to the dissemination of infections within a setting. At the same time, recent research evidence reveals a direct link between hand hygiene and the risk of pathogens’ transmission (McLaws 7). Thus, the project brings forth the hypothesis that proper implementation of hygiene practices in accordance with national guidelines may help decrease HAI-related morbidity and mortality in patients. Medical Errors Prevention In nurses (P), does the implementation of a standardized shift handover protocol (I) allow improving inter-shift communication and reducing medical errors (O) compared to the implementation of regular handover techniques (C) within the two-month period (T)? Like anyone else, healthcare practitioners prone to make mistakes, but the roots of medical errors can rest in inefficient systems and models of practice. “Standard and effective handover and information communication skills are not taught formally during nursing academic education; rather, nurses learn such skills during their daily practice and form more experienced nurses” (Malekzadeh et al. 178). By standardizing shift handover, nurses may significantly improve the communication efficiency resulting in a higher quality of care and patient satisfaction. Shifting Models and Burnout in Nurses In registered nurses (P), d
Introduction Numerous variables may contribute to staff dissatisfaction with their workplace, from an unfavorable atmosphere to an accidental or intentional lack of communication with managers. An information transmission break may leave workers who do not understand their job’s expectations or evaluation criteria disoriented and dissatisfied with working conditions. A frequency distribution summary that may highlight a correlation between job turnover and dissatisfaction should help locate the issue and create a prerequisite for changing employment conditions to avoid discontent. Main body The importance of management should not be underestimated when working in a team, whether at the level of a department or company. Employees want to feel secure in their future, which involves a clear understanding of their career, supported by their managers (Tschopp & Grote, 2014). Since “supervisory behavior” is one of the factors contributing to employees’ affinity to their establishment, comprehending their mismanagement leads staff to feel apathetic about their work (Surienty, Ramayah, Lo, & Tarmizi, 2014, p. 417). Therefore, if staff members feel that a company does not represent their needs at their current employment level, they may be more inclined towards switching workplaces than attempting to change something in a negligent structure. If research shows that employees do not understand what results in their company expects them to achieve and, coincidentally, frequently think about changing jobs, improving the situation should benefit the company. Inspiring high performance with positive incentives is a useful sales-driving tactic, which may stimulate both worker’s commitment and company profits (Landy & Conte, 2016). This approach may, at the same, time generate loyal employees and create effective workplace competition in place of previous dissatisfaction. Conclusion Finding common ground between the company and its employees allows achieving workplace satisfaction, which, in turn, permits the further betterment of working conditions. However, such conditions within a high-pressure sales job are to be already present at the beginning of employment with clear job requirements, rather than implemented as an afterthought. Honestly outlining for future employees their working conditions, including both expectations and incentives, may help decrease staff dissatisfaction and, therefore, department turnover.
Introduction Sweeping demographic changes, technological advances, increased competition, geopolitical realignments and other related pressures are combining with concerns for security, changing customer preferences and expectations, expansion urges, and shifts in organizational governance to generate momentous pressure for organizational change (Kotter, 2007; Howard, 1994). A multiplicity of studies (Haveman, 1993; Amburgay et al, 1993) demonstrate that organizations need to continually change and reinvent themselves to maintain profitability and competitiveness in the ever shifting and continuously more complex business environment. In this regard, effective management of change becomes a critical constituent in the organization’s attempt to meet and even surpass its goals and objectives (Johns Hopkins, 2008). It is against this background that this report seeks to detail a generic toolkit that will be used to initiate a web-based product innovation strategy that will assist the company to deal with changing customer preferences in the fashion industry through customer integration Background to the Company Headquartered in Corona, Spain, Zara Fashion Retailer’s main interests revolves around the manufacturing, distribution and retailing of various fashion products, which include clothes, footwear, designer bags, children’s wear, designer glasses and other fashion and beauty accessories (Zara, 2011). With an estimated 1,500 fashion retail outlets, 92,000-strong workforce and € 6.26 billion in 2007 annual sales, Zara is not only one of the leading fashion retailers globally, but it has also become one of the most treasured and respected apparel brands worldwide, in part due to its impressive financial growth and stability in recent years (Caro et al., 2010). According to these authors, “…the success [of Zara] is widely attributed to its fast-fashion business model, which involves frequent in-season assortment changes and ever-trendy items offered in appealing environments and at competitive prices” (p. 71). Zara has a market presence in over 70 countries dispersed around the world (Zara, 2011). Brief Description of Pressures Faced by Zara The impetus for change arises from certain key drivers originating from the external environment (social, legal, economic and technological) as well as drivers originating from the internal business environment (Oakland & Tanner, 2007). Zara pressures for change originate from th
Given the risk of not absorbing the fixed operating costs throughout a lean phase, a firm with high operating leverage risks increases operational risk. If production or sales were non-existent, operating charges would not accrue. As a result, operating risk is nil, and the degree of operating leverage will be equals to one before taxes and interest. Alternatively, considering a company with fixed operational costs. The corporation would still need to pay for the fixed running costs, such as property taxes, rent, fixed wages, and so on, regardless of whether it generates income. Operational risk is the possibility that the business may not fulfill these fixed costs, resulting in operating losses. Various variables that might lead to lower-than-anticipated earnings or losses are considered when a company assesses its business risk. The benefits of operating leverage increase in good times as sales increase, but they are accentuated in difficult times, creating a substantial business risk. A company with low operating leverage has a small financial risk because it cannot absorb the fixed operating costs throughout a lean phase. The contribution margin represents the total income available after variable costs to pay for fixed expenses and generate profit for the firm. In addition, contribution margin may help a firm determine how many units it needs to sell to cover its fixed costs, how to price its product correctly, and how to do a break-even analysis. As a bonus, it also explains how to compute operating leverage. According to the Operating Leverage Calculation, companies can enhance their net income by growing sales to a certain extent by increasing their operating leverage (Chen et al., 2019). When it comes to calculating operating leverage, the company divides the Contribution Margin by the profit. Reference Chen, Z., Harford, J., & Kamara, A. (2019). Operating leverage, profitability, and capital structure. Journal of financial and quantitative analysis , 54 (1), 369-392. Doi:10.1017/s0022109018000595
Introduction “The honesty, integrity and sound judgment of our employees, officers, and directors is essential to … reputation and success” (MFIC Corporation, n.a). These are the opening words of MFIC Corporation Code of Ethics. Employee Handbook is not a mere list of rights and responsibilities; it is a rather a reflection of organizational culture and ethical principles. Employee Handbook has to include the following fundamental policies: personal information, attendance, use of company property, confidentiality, harassment, substance abuse, smoking, performance reviews, dress code, compensation and benefits. All of these policies are subjects of ethical considerations because they shape the Employee Handbook, build organizational culture, and create either productive or unproductive working environment. Main Text The Employee Handbook is a communication tool between the employees and the company. If expectations are not set forth and the rights are not addressed, misunderstandings and misstatements might create legal liabilities for business and undermine the company’s culture. From legal perspective, an Employee Handbook is considered to be a contractual obligation (Employee Handbook, 2007). To prevent potential problems, an Employee Handbook writer has to address the following issues (MFIC Corporation, n.a):   * Honest and ethical conduct for dealing with actual conflicts of interest.   * Fair, accurate, and timely disclose of reports.   * Compliance with laws and regulations.   * Ethical guidance for employees to communicate conflicts of interest.   * Misuse of company’s property and opportunities.   * Confidentiality and fair dealing within and outside the company.   * Reporting of illegal or unethical behavior. As the workforce becomes more and more diverse, the Employee Handbook has to contain a section on discrimination policy and tolerance. In addition, it should specifically state the consequences of policy violation (for example, disciplinary punishment or fine). An Employee Handbook should start with administrative policies because they have the greatest influence on workplace environment. Mission statement, as a reflection of ethical principles, should be clear and understandable. In addition, Handbook must contain sections on collective bargaining, electronic main policy, internet policy, discipline, personal property, collections, safety, and violence (Town of Greenwich Employee Handbook, 2007). Handbook should empower employees to know their rights and be able to protect themselves from unethical conducts. From one side, Employee Handbook has to address all administrative issues. From the other side, Employee Handbook has to emphasize the ethical values in relation to organizational culture as well as laws. For example, Employee Handbook must contain guidelines on Discrimination. In particular, employees should be informed that discrimination on age, disability, national origin, race, religion, and sex is prohibited by law and is not tolerated by company’s policies (Ethics, Conflicts of Interest, and Acceptance of Gifts, n.a.). Employees should know what
In the last few weeks, I had the opportunity to sit, look back and analyze the important events have had the biggest impact in my personal and professional life. This formed one of the most emotional experiences in my life in that I found myself completely in control and comfortable enough to dig deeper into my past, analyze my present and peep into my future. The truth in this life is that life transpires and evolves even when we are not ready to move along with the pressures that it presents. The most important thing to uphold always is the ability to with the circumstances and challenges that come along our paths in our endeavor to achieve the best out of this life. My academic journey has been surrounded by challenging experiences that have formed experiences in my life and have shaped me to the person I am today. While my desire in life was to be one of the best professionals in Finance, I still do not believe I was prepared adequately to handle the challenges that this program had in store for me. When I joined college, I was still very weak in mathematics and finance skills that were mandatory units for my career. In order to assess my personal and professional life at the time I joined college, I must first identify where I were then and where I am now in regard to my professional and academic development. This will give me the opportunity to have a fresh look at the details that surrounded both my personal and professional life during that time in life. I must point that I was very raw in a number of critical learning techniques when I joined college. This was because the nature of academic life in college was so different with that of high school that I had to make both personal and professional adjustments to succeed and enjoy my life in college. Learning, as process and an integral part in both personal and professional life played a very critical part in the development of my self as a person. This is view of the fact that the ability to make the best out of my classroom walls and practical lessons provided with the opportunity to view my life in different perspectives. In addition to the above, learning was the pillar in my life that gave me the capacity to capture the important elements in the process growth and development and gave me the strength to appropriately identify proper tools of self assessment. In the beginning of my college life, my social skills were at their lowest levels in that I was not very good and kind to myself and others. This weighed down on my participation abilities because I was unable to develop quality relations and powerful conversions. According to Harvard and Hodkinson (1995), “a Powerful Conversation produces three outputs: an advanced agenda, shared learning, and a strengthened relationship.” I therefore found it very hard to effectively participate in group discussions and involve others to view things in my way. While I analy