Understanding Change

PART ONE Understanding change Perspectives on change The ethics of organizational change Planned change and its critics Strategic change Building and developing competitive advantage 3 39 73 11 1 147 CHAPTER 1 Perspectives on change 1. 1 Introduction 1. 2 Perspectives on change 1. 2. 1 Modernity, progress, and change 1. 2. 2 Pathways to change 1. 3 Structural-functional change: changing structures and functions 1. 3. 1 An organization is a complex whole 1. 3. 2 Structural theory 1. Multiple constituencies: change by negotiation 1. 4. 1 Stakeholder interests 1. 5 Organizational Development: the humanistic approach to change 1. 5. 1 Intervention strategies at the individual level 1. 5. 2 Intervention strategies at the group level 1. 5. 3 Intervention strategies at the organizational level 1. 6 Creativity and Volition: a Critical Theory of Change 1. 6. 1 Conflict, flux, and change 1. 6. 2 People are active agents 1. 6. 3 The critique of the spectator view of knowledge 1. Summary Study q uestions Exercises Further reading References 4 6 6 7 8 13 16 18 20 22 24 24 25 28 28 29 30 33 35 35 36 36 4 UNDERSTANDING CHANGE 1. 1 Introduction This chapter lays the framework for this book by arguing that organizational change is developed within models and frameworks that inform our understanding of the subject. In this chapter we will learn that knowledge and practice of organizational change are influenced by assumptions derived from the models or perspectives we use.For example, if we regard change as a matter of systemic structural arrangements we can make in an organization, then we can see how the analogy of organism or biological system helps to inform our judgements. Because perspectives offer ways of seeing, they will inevitably organize our perception in line with the dominant analogy used. However, analogies are only partial knowledge claims. Four perspectives on change are cited in this chapter: why four perspectives in particular?The answer to that question is str aightforward but you need to understand at this point that a perspective is an overarching approach that contains a variety of theories that have become associated with it. You will see why these are the dominant perspectives once you have read the remainder of this section. First, the structural-functional perspective is the oldest approach to organizational design and therefore change. Like each perspective, it contains a variety of theories that attempted to resolve some of its difficulties as it developed.These theories include the hard systems, systems dynamics, cybernetics, soft systems, criticalsystems heuristics, and postmodern systems thinking (Jackson, 2003). The structuralfunctional perspective encourages us to think about structural arrangements and functional interrelationships within organizations. The development of the opensystems model in the 1950s assisted our understanding further by focusing on how inputs to an organization are transformed into outputs. This is u seful for thinking about how we might change tasks and relationships in a production process.The value of the structural-functional perspective lies in its ability to change the arrangement of tasks and procedures in relation to the customer or client specification. The advantage of the perspective lies in its ability to look at an organization as a control mechanism: that is, to understand the important structural components and to articulate the functional interrelationships between the parts. Inevitably, structural redesign will therefore influence the functions that each part produces for the whole. But the perspective has disadvantages also.Because it is a model for controlling operations, it is therefore mechanistic. It tends to ignore how motivations, behaviours, attitudes, and values contribute to effective performance. The multiple constituencies perspective emerged from dissatisfaction with the structural-functional perspective. Although it was initially associated with th e work of Cyert and March (1963), it increasingly came to adopt a range of theories associated with the action and motives of individual actors rather than with the action of systems per se.The multiple constituencies perspective refers to the way that complex organizations have to negotiate objectives with different groups of stakeholders who have overlapping and often conflicting needs. When we consider hospitals, health PERSPECTIVES ON CHANGE trusts, postal services, public bodies, local government, and transnational companies, then we come to recognize that the organization’s needs are inextricably linked to various stakeholder groups. This affects how resources are managed and distributed, as well as how change might be facilitated to maximize efficiency and effectiveness.An investigation of how multiple constituencies bring their own interests and motivations into the organizational arena will help us to provide an informed approach to managing change by recognizing the various resource needs of different groups. We can recognize the advantage of this perspective in drawing attention to the various stakeholder needs but we can also recognize that it is limited to a partial analysis. It is less concerned with developing people. It also has a limited view of power. Consequently this reduces organizational change to consensual negotiation between pluralities of groups.Those academics and practitioners that adopt the Organizational Development perspective would share much with the two previous perspectives because it embraces both a systems approach and a focus on stakeholders and governance. However, it is distinguished by its methodology of action research as much as it is by its ethical approach to developing organizations through people. For the first time we begin to see people as resources to be developed rather than as simply costs on a balance sheet. This perspective emerged from the human relations approach, which focused on personal and grou p development.However, unlike the two previous perspectives, it argues that maximum efficiency and effectiveness cannot be achieved by dealing with tasks, procedures, and customers’ or clients’ needs without looking at the quality of management, leadership, communication, culture, motivation, and values. Because the Organizational Development (OD) perspective on change emerged out of human resource theory, it became a synthesis of structural functionalism and behavioural research. The two main contributions of this approach are the focus on social characteristics and ts methodology dedicated to a humanistic approach to change and development. OD is also associated with the idea of planned change and the need to clearly diagnose clients’ needs before making an intervention. These provide major advantages in thinking about change but they are also partial and limited to conceptualizing change as a matter of consensus, as does each perspective mentioned so far. The final perspective—Creativity and Volition: a Critical Theory of Change— reflects the challenges and assumptions of Critical Theory.It cannot be regarded as a unified perspective, as the others can, because it does not seek to offer solutions to change problems. But it does go further than any of the other perspectives in demonstrating that people, rather than systems, are the main element of analysis in any change theory. Each of the other perspectives tends to reify human action. By contrast, this perspective seeks to redress the balance by arguing that people are active agents of change. It also brings another important element under scrutiny.That is, each of the other perspectives focuses on rational change. This has implications for designing and planning change as a linear sequence of events. However, if change programmes ignore emergent processes that result more from conflict, flux, and uncertainty than from consensus and stability, then intervention strategies will have a limited and often 5 6 UNDERSTANDING CHANGE unintended effect. Because this perspective is derived from Critical Theory we should not assume that it is immune to criticism. The main criticism is that it does not offer solutions.It does not provide useful intervention strategies. It does, however, make us stop and think before we act. You should now be clear that each perspective contains a range of theories that share assumptions, methods, and approaches. These can be stated simply as: 1. A focus on systems and structures (the structural-functional perspective). 2. A focus on governance (the multiple constituencies perspective). 3. A focus on behavioural improvement through personal and Organizational Development (the OD perspective). 4.A focus on constant critique (Creativity and Volition: a Critical Theory of Change). A simple reminder of the focus is: systems, governance, behaviour, and critique. The argument throughout the book is that to manage change you need to un derstand these interweaving debates. In this chapter we will: †¢ Explain the benefits and limitations of change contained within the structural-functional perspective. †¢ Examine how a multiple constituencies perspective provides arguments for involving stakeholders in complex change initiatives. Explore the value of human resource and organization development interventions as well as their limitations in planned change initiatives. †¢ Appreciate why organizational change may be characterized better by conflict, flux, and uncertainty. †¢ Consider the source of creativity. †¢ Appreciate the role of Critical Theory in understanding organizational change. 1. 2 Perspectives on change 1. 2. 1 Modernity, progress, and change It is important to contextualize the four perspectives of this chapter by illustrating that each emerged from, or in reaction to, the process of modernism.The term ‘modernism’ was originally used to describe the new machine age of the early twentieth century, which reflected progress through the application of scientific principles, order, and control. Scientific principles emerged from the pursuit of rationality embedded in the philosophy of the Enlightenment. The twentieth century was influenced PERSPECTIVES ON CHANGE by progressive movements in art and architecture, but the new age was eventually associated with negative qualities that, paradoxically, were linked to its greatest triumph—the machine age.The new machine age was characterized by large-scale movements, revolutions, and world wars which all proclaimed progress through the application of machine technology or through the metaphor of the machine as the embodiment of efficiency and effectiveness. This was no more apparent than in business and management, where modernity reflected the task of controlling large-scale organizations. Techniques or processes such as bureaucracy, Taylorism, and Fordism came to reflect the new managerialism of th e machine age in which the principles of measurement and calculation came to dominate thinking.This emphasis on rational calculation had advantages in the form of mass production of cheap goods but, to achieve this, the human cogs in the machine were alienated by a technology that largely ignored social practices. You should therefore be aware that the structural-functional perspective emerged at the time when modernism suggested progress through the application of rational principles. It should be no surprise, then, that it tended to focus on task and throughput by using the metaphor of organism as machine. The perspective referred to as multiple constituencies emerged in the 1960s.It was the first to challenge the naive rationalism of the structural-functional perspective by arguing that an organization is not equivalent to a biological entity and that therefore the organic model was not appropriate to organizations. An organization was better conceived as a ‘legal fictionâ €™ (Shafritz and Ott, 1991). This had the advantage of persuading us that progress is simply a result of social processes and that all organizations are no more than devices to achieve certain objectives. The perspective helped to establish the idea of change through governance.Organizational Development has been the main tradition of organizational change and has much to recommend it, such as a declared humanistic commitment to change. It has also developed useful techniques and methods, but its use of the biological model limits its critique. The perspective we call ‘Creativity and Volition: a Critical Theory of Change’ is united only by its objection to modernism. It therefore provides a useful counterbalance to the other perspectives by offering criticism of the conventional wisdom. But it also suggests that human volition and creativity are a long way from the modernist assumptions of progress. 1. 2. 2 Pathways to change Each perspective contains theories that lead to a change intervention. The phrase ‘change intervention’ refers to change actions taken at a strategic level to help an organization become more effective. A perspective can therefore be regarded as a model for understanding how a subject can be understood. Advocates of a perspective develop theories to inform their views and they construct methodologies to test the accuracy of their various theories within a perspective. However, each perspective is open to criticism precisely because it contains assumptions about organizational reality.Each is therefore valuable as a framework 8 UNDERSTANDING CHANGE Figure 1. 1 Pathways to change STRUCTURAL-FUNCTIONAL CHANGE Change occurs for dysfunctional reasons when internal functions fail or when structures do not reflect the rational design of the best system INTERVENTIONS focus on the alignment of functional relationships and the structural re-design of the system to accommodate changing external environmental conditions MULTIPLE CONSTITUENCIES Change is a negotiated order and organizations are arenas in which internal groups and external stakeholders seek to exert influenceINTERVENTIONS focus on contractual relationships. A distinction is made between a formal contract and an informal or psychological contract ORGANIZATIONAL DEVELOPMENT Change is planned once needs are diagnosed INTERVENTIONS focus on both personal and Organizational Development and change CREATIVITY, VOLITION AND CRITICAL THEORY Change results from conflict not consensus INTERVENTIONS are replaced by critical analysis for change, but in the interest of validity we need to be cautious about the claims to certainty that each makes.We would be wise, therefore, to view these perspectives as pathways to understand organizational change. We can take the analogy further and suggest that each perspective represents a pathway through a minefield of conceptual difficulties. Each perspective is illustrated in Figure 1. 1. 1. 3 Structural-fun ctional change: changing structures and functions Structural-functional change is the oldest perspective on organizational change. This perspective is also known as structural-functional analysis. It is effectively a social-systems PERSPECTIVES ON CHANGE iew of organizations as opposed to the mechanistic or closed-systems perspective of physics. Henry Fayol was one of the first writers to make the link between structure and function. In his 1916 book General and Industrial Management, he describes the relationship between organizations and biology in terms of an analogy. Thus he points out that, just as organisms evolve and become more sophisticated in their structural properties, so do organizations. We can see why the organic analogy is important to organizations when we consider Fayol’s description of specialization and differentiation.For example, [s]pecialization belongs to the natural order; it is observable in the animal world, where the more highly developed the creat ure the more highly differentiated its organs; it is observable in human societies where the more important the body corporate the closer its relationship between structure and function. As a society grows, so new organs develop destined to replace the single one performing all functions in the primitive state. (Fayol, 1916: 19) 9 Thus, as organizations grow and develop, they become much more complex and require new types of structure.In order to deal with this complexity, work has to be simplified through the division of labour. Some years later, structural-functional analysis viewed the study of organizations as the analysis of both structural and functional interrelationships between elements in an organizational system. Structural-functional analysis of an organization begins with the assumption that organizations are cooperative systems. Whilst they are constituted by individuals, this is less relevant than the fact that they are systems designed to coordinate the actions of in dividuals. They are better viewed, therefore, as adaptive organisms.This means that any organizational system ‘is deemed to have basic needs†¦ related to self-maintenance†¦ and†¦ self-defence’ (Selznick, 1948: 26). Selznick suggests that organizations, as systems, maintain themselves by means of five essential imperatives, described as follows: 1. The security of the organization as a whole in relation to social forces in its environment. This imperative requires continuous attention to the possibilities of encroachment and to the forestalling of threatened aggressions or deleterious (though perhaps unintended) consequences of the actions of others. 2.The stability of the lines of authority and communication. One of the persistent reference points of administrative decision is the weighing of consequences for the continued capacity of leadership to control and to have access to the personnel or ranks. 3. The stability of informal relations within the orga nization. Ties of sentiment and self-interest are evolved as unacknowledged but effective mechanisms for adjustment of individuals and subgroups to the conditions of life within the organization. These ties represent a cementing of relationships which sustains the formal 10 UNDERSTANDING CHANGE uthority in day-to-day operations and widens opportunities for effective communication. ‘Consequently, attempts to â€Å"upset† the informal structure†¦ will normally be met with considerable resistance. ’ 4. The continuity of policy and of the sources of its determination. For each level within the organization, and for the organization as a whole, it is necessary that there be a sense that action taken in the light of a given policy will not be placed in continuous jeopardy. Arbitrary or unpredictable changes in policy undermine the significance of (and therefore the attention to) day-to-day action by injecting a note of caprice.At the same time, the organization wi ll seek stable roots (or firm statutory authority, or popular mandate) so that a sense of the permanency and legitimacy of its acts will be achieved. 5. A homogeneity of outlook with respect to the meaning and role of the organization. To minimize disaffection requires a unity derived from a common understanding of what the character of the organization is meant to be. When this homogeneity breaks down, as in situations of internal conflict over basic issues, the continued existence of the organization is endangered.On the other hand, one of the signs of a ‘healthy’ organization is the ability to orient new members effectively and readily slough off those who cannot be adapted to the established outlook. (Selznick, 1948) These imperatives are the mechanisms of a stable ‘organic’ system that is applied by analogy to an organization. One particularly relevant assumption of this analogy, and indeed of structural functionalism in general, is that of compulsion. There is little room for individuals to exercise imagination because organizations are viewed as constraining mechanisms that compel people to act in a particular way.When viewed through a structural-functional frame, organizational analysis proceeds by following three basic assumptions, as indicated below. 1. Organizations are cooperative systems with adaptive social structures, made up of interacting individuals, subgroups, and formal and informal relationships. 2. Organizations contain variable aspects, such as goals, which are linked to needs and self-defence mechanisms. 3. Organizations are determined by constraints and characterized by transformations when adjustments to needs are required.Such adjustments are required to deal with dysfunctions caused by instability in the operating environment. The biological sciences were seen as rescuing social science from the laws of traditional Newtonian physics, which saw everything as a closed system (Katz and Kahn, 1966: 16). Consequ ently, the emergence of the open-systems model, which was influenced by von Bertalanffy’s ‘general system theory’, enables us to view organizations as continuous flows of inputs, transformations, and outputs beyond their own boundaries. In 1966 Katz and Kahn articulated the concept of an organization as anPERSPECTIVES ON CHANGE open system. This was reinforced by Thompson’s systems contingency perspective in 1967. What emerged was an idea of an organizational system as an artificial rational construction designed to improve work performance. Unlike the closed systems of physical sciences, social (and biological) systems depend on, and interact with, their external environments. For Katz and Kahn, the main difficulty in proactively managing strategic change results from the fact that organizations have in-built protective devices to maintain stability. Changing these patterns is very difficult.Unintended change often occurs when organizations drift from the ir original aims. As Katz and Kahn indicate: [t]he major misconception is the failure to recognize fully that the organization is continually dependent upon inputs from the environment and that the inflow of materials and human energy is not a constant. The fact that organizations have built-in protective devices to maintain stability and that they are notoriously difficult to change in the direction of some reformer’s desires should not obscure the realities of the dynamic interrelationships of any social structure with its social and natural environment.The very efforts of the organization to maintain a constant external environment produce changes in organizational structure. The reaction to changed inputs to mute their possible revolutionary implications also results in changes. (Katz and Kahn, 1966: 278) 1 1 The open-systems model expresses the relationship between the elements as indicated by Figure 1. 2. Figure 1. 2 The open-systems model of Katz and Kahn ENVIRONMENT T ask Technology INPUTS Human, financial information, materials Management OUTPUTS Products and services Structure People 12 UNDERSTANDING CHANGEThe organization has inputs that are then transformed through a variety of management functions. These are designed to achieve the best possible organizational design by coordinating the task, through the use of technology by people who are structured or organized in a way that is both efficient and effective. x Stop and think 1. 1 Identify an organization and illustrate its inputs, outputs, and transformational processes. Provide details on how the internal processes are managed and controlled. Following Katz and Kahn, the open-systems model contains eight characteristics: 1.Importing energy from the external environment. Thus, just as the biological cell receives oxygen from the bloodstream or the body takes in oxygen from the air and food from the external world, the organization draws energy from other institutions. 2. Throughput is a phr ase used in many organizations, meaning that, as open systems, organizations transform the energy available to them. Just as the body converts starch and sugar into heat and action, an organization takes raw inputs such as materials and people and transforms them by producing products or services.Katz and Kahn suggest that, just as the personality converts chemical and electrical forms of stimulation into sensory qualities, and information into thought patterns, so the organization creates a new product, or processes materials, or trains people, or provides a service. 3. Output is essentially the service or product. Just as the biological organism exports from the lungs physiological products like carbon dioxide that help to maintain plants in the immediate environment, the organization provides customers with an output they value. 4.Systems are cycles of events in which the product is exported into the environment, where it furnishes sources of energy for repetition of the cycle of activities. Thus energy is the exchange of inputs and outputs with the external environment. For example, raw materials and human labour are turned into products and services, which are then marketed for monetary return, which is then used to obtain more raw materials and labour and perpetuates the cycle of activities. 5. Entropy is a process described by Katz and Kahn as ‘a universal law of nature in which all forms of organization move toward disorganization or death’.For example, ‘all complex physical systems move toward simple random distribution of their elements and biological organisms also run down and perish’. Therefore the survival of the organization requires the ‘arrest of the entropic process’. This is overcome because the organization imports more energy from its environment than it expends. In other words, ‘social organizations will seek to improve their survival position and to acquire in their reserves a comfortable marg in of operation’. Organizations do go out of business but they can replenish themselves.As PERSPECTIVES ON CHANGE Katz and Kahn point out, ‘social systems, however, are not anchored in the same physical constancies as biological organisms and so are capable of almost indefinite arresting of the entropic process. Nevertheless the number of organizations which go out of existence every year is large. ’ 6. Information input, negative feedback, and the coding process mean that all inputs are also ‘informative in character and furnish signals to the structure about the environment and about its own functioning in relation to the environment’.Furthermore, the ‘simplest type of information input found in all systems is negative feedback’, which ‘enables the system to correct its deviations from course’. Katz and Kahn see this as analogous to the digestive system, in which selective signals are absorbed or assimilated. Terms like ad aptation and assimilation reflect the biological analogy because an organization responds only to those signals to which it is adapted, and reacts to the information signals to which it is attuned.Katz and Kahn argue that, rather like the selection process in nature, the term coding reflects the selective mechanisms of a system by which incoming materials are either rejected or accepted and translated for the structure. 7. Organizations, like biological systems, are not motionless, so there can never be a true equilibrium. Instead, we must understand that organizations, like organisms, develop a steady state or ‘continuous inflow of energy from the external environment and a continuous export of the products of the system’.The biological analogy is illustrated by the ‘catabolic and anabolic processes of tissue breakdown and restoration within the body’ that ‘preserve a steady state so that the organism from time to time is not the identical organism i t was but a highly similar organism’. Related to this are what they call the ‘homeostatic processes’ for the regulation of body temperature. Thus, as external conditions of humidity and temperature vary, the temperature of the body remains the same because it is regulated by the endocrine glands. The steady state and dynamic homeostasis of organizations are regulated by the organization’s subsystems. . Organizations ‘move in the direction of differentiation and elaboration’. That is, in biological systems genetic change occurs: organisms move from primitive to complex arrangements in order to survive. Similarly, as organizations mature they become increasingly diffuse. Thus they ‘move toward the multiplication and elaboration of roles with greater specialization of function’. 13 1. 3. 1 An organization is a complex whole As Michael Jackson states, ‘a system is a complex whole the functioning of which depends upon its parts a nd the interactions of those parts’ (2003: 3).Broadly speaking, we can think of three types of system: †¢ Natural biological systems. †¢ Social systems, such as families and religious and political institutions, which are socially constructed entities designed to accommodate relationships between people. 14 UNDERSTANDING CHANGE †¢ Artificial or mechanical systems, such as built environments and information systems, which are designed to make improvements to living or work arrangements. One of the advantages of systems theory, as Jackson informs us, is that it is not reductive.That is, it does not seek to reduce complexity by breaking it down into its component parts. Systems theory seeks to understand phenomena as wholes and consequently the term ‘holism’ is sometimes used to illustrate that a system needs to be seen in its entirety. The idea of holism is articulated by Thompson (1967): Approached as a natural system, the complex organization is a set of interdependent parts which together make up a whole because each contribute something and receive something from a whole, which in turn is interdependent with some larger environment.Survival of the system is taken to be the goal, and the parts and their relationships presumably are determined through evolutionary processes. Dysfunctions are conceivable, but it is assumed that an offending part will adjust to produce a net positive contribution or be disengaged, or else the system will degenerate. Central to the natural-systems approach is the concept of homeostasis, or self stabilization, which spontaneously, or naturally, governs the necessary relationships among parts and activities and thereby keeps the system viable in the face of disturbances stemming from the environment. (Thompson, 1967: 283)Systems theory seeks to explain complex interrelationships among organizational elements and external variables by using quantitative techniques. Because they see them as continua lly changing dynamic equilibria, systems theorists therefore view organizations as designed to cope with and manage change. An example of this is Weiner’s model of an organization as an adaptive system. Weiner uses the term ‘cybernetics’ (from the Greek for ‘steersman’) to describe a study of structures and functions of control, and information processing systems in both animals and machines. Thus, such systems are able to regulate themselves.In biological systems this is a natural process, whereas an organization’s systems must be designed. The overly mechanistic approach to viewing artificial systems needs to be balanced against two concerns related to the environment in which the organization exists: 1. Organizations are also social systems: any technical system requires people to operate it. Consequently their needs must be designed into the technical system. 2. Organizations have contingencies. In other words, the technology used by the o rganization, the nature of the industry it operates in, the competences of thePERSPECTIVES ON CHANGE staff who work for it, their motivations and leadership are also important contingencies that affect an organization’s performance. Each concern reflects the view that any change interaction must incorporate these constraints into the design of the new (changed) systems model. For example, if an organization is seen as a social system and not simply a technical system, then we must come to recognize the way in which people have to live, work, and engage in some way with the technical system.For systems designers such as architects and computer programmers it is therefore important to involve the people affected by the system. 15 x Stop and think 1. 2 Think of a technical system that you might redesign if asked to do so by an organization. For example, this might be an IT system, a production system, use of a physical space, or an administrative system. If you do not involve in its design the people who will eventually use the system, what negative outcomes might emerge? The link between organizational systems design and contingency theory illustrates how systems theory developed from a simple biological analogy.Galbraith’s (1973) book made a clear link between the functional components, organizational structures, and contingent circumstances of an organization. For example, Galbraith’s approach invites us to look for: †¢ The type and quality of information required in conditions of certainty or uncertainty. †¢ The degree of interdependence between the various functional components. †¢ Mechanisms that enable organizational adaptation. Table 1. 1 illustrates how information within the system affects an organization’s ability to take action towards change. The degree to which hange can be planned depends upon the amount of reliable information in the system. When the quality of information is high, changes can be planned but are unlikely to be major; when conditions are unpredictable, information is unreliable and the degree of success in any change initiative is low. We can therefore state that the greater the level of uncertainty, the more the organization must make provisional judgements and be ready to change things quickly. Contingency theorists who work within this perspective view organizational change as the degree of control an organization has over circumstances.Thus we can formulate a simple question for this purpose: ‘how wide is the gap between the amounts of information required by this organization at this time? ’ If we take the 2008 world banking crisis as an example, we can illustrate this point. During the month of 16 UNDERSTANDING CHANGE Table 1. 1 Control over circumstances: situations where significant change is inevitable The likelihood of major strategic change is low when: The situation is highly predictable. Traditional roles and procedures guide action. The qua lity of information is high.The likelihood of major strategic change is high when: The situation is not predictable. New procedures are required. The quality of information is low. October 2008, protracted negotiations between President Bush and the US Senate representatives, unhappy with his initial plans, eventually resulted in a rescue package for US banks. This was followed by the British Prime Minister, Gordon Brown, partly nationalizing some UK banks. Members of the G7 countries lowered interest rates around the world at the same time, also attempting to find a coordinated approach to the world economic crisis.The reality was that, at the time, no one could realistically estimate its extent: the information gap was simply too large. No one really knew who owed money to whom; nor did anyone know what impact the banking crisis was likely to have on other sectors of the world economy. Thus, attempting to steer change was impossible because there was insufficient information to ma ke reliable decisions. Although this is an extreme example, many organizations face similar problems to varying degrees. In situations of severe unpredictability caused by lack of information, managing planned change becomes highly problematic.The solution, according to Galbraith, is to find new solutions: The ability of an organization to successfully coordinate its activities by goal setting, hierarchy, and rules depends on the combination of the frequency of exceptions and the capacity of the hierarchy to handle them. As task uncertainty increases, the number of exceptions increases until the hierarchy is overloaded. Then the organization must employ new design strategies. Either it can act in two ways to reduce the amount of information that is processed, or it can act to increase its capacity to handle more information.An organization may choose to develop in both of these ways. (Galbraith, 1973: 312) 1. 3. 2 Structural theory The structures of organizations are considered to b e amenable to change. Organizations are viewed as rational and should be designed to achieve their objectives. The Classical School of Management argued that all organizations should be designed scientifically. The main contributors to the school were Henry Fayol, PERSPECTIVES ON CHANGE Charles Babbage, Daniel McCullum, Frederick Winslow Taylor, and Max Weber. For these writers, organizational efficiency was achieved through the rational design of organizations.The Classical School assumed that there was a best structure for any organization, related to the environment in which the organization operated. The design of an organization was related to specialization and to the division of labour. Specialization is the extent to which highly skilled operations and individuals are required. Because the design of organizations was seen as a purely rational activity, problems or dysfunctions were seen to result from structural imperfections or flaws that could be solved by changing the org anization’s structure.Furthermore, although the Classical School considered that a bureaucratic structure was the best means to achieve efficiency and effectiveness, by the 1950s this view was increasingly challenged. The first challenge emerged with the work of Burns and Stalker (1961), who were interested in the rapidly changing electronics industry in Britain, and in Scotland in particular. Their research revealed that organizations in stable operating environments are heavily dependent on control mechanisms and therefore require mechanistic structures.Conversely, the newer industries based on, or developing, micro-electronic technology required organic structures in order to meet situations that are changing. The message, therefore, was that the rate of organizational change is critical to organizations. Where they have to meet rapidly changing circumstances and conditions, and where technology is critical to their survival, then organic structures need to be designed. Th is would also be true today of the fashion industry, where styles change quickly and competition for change requires organizations to get goods into the high street quickly.In the following year Blau and Scott (1962) argued that organizations have both a formal structure and an informal aspect to them. The formal structure determines the standard rules and regulations: for example, a highly structured organization operating bureaucratic procedures is managed through complex rules, policies, frameworks, and desk instructions. However, they argued that it is impossible to understand how organizations are structured by simply looking at rules and regulations without understanding the informal aspect of the organization.Their argument was heavily influenced by Barnard’s (1938) book, The Functions of the Executive, and suggested that the informal organization reflects unconscious processes. In other words, habits, attitudes, and assumptions of people are critical to performance. T his was clearly an early recognition that change requires more than structural redesign because it suggested that senior managers have to align the structure with what we call today the organization’s culture. The earlier work of Max Weber in the 1920s reflected his concerns with specialization.By the 1960s academics used the word ‘differentiation’ to reflect this but also to indicate how specialization is affected by increasingly complex environments. In relation to organizational change, we can note that the process of differentiation— increased complexity of organization—suggests that diverse forces are responsible for pulling organizations apart. This process of differentiation therefore means that 17 18 UNDERSTANDING CHANGE organizational change is required in order to integrate the organization with its new environment.To put this more succinctly, differentiation requires integration. This particular concern was articulated by Lawrence and Lor sch (1969) in their book, Developing Organizations: diagnosis and action. It also reflects the emphasis on design since change planning is required to deal with uncertainty caused by rapidly changing circumstances. This was reinforced by Davis and Lawrence’s (1977) argument that a matrix organization was required when external change was forced upon organizations. Accordingly, they argue that change in design is therefore determined by three conditions: 1.Outside pressure for dual focus. What they mean by this is that some companies need to focus attention both on complex technical issues and on the unique requirements of the customer; this dual focus requires a matrix structure. 2. Pressures for high information-processing capacity. The second reason to adopt a matrix structure is a requirement for high information-processing capacity among an organization’s members. The failure to construct a matrix organization in such circumstances will lead to information overload . 3. Pressure for shared resources.When organizations are under pressure to achieve economies of scale, they need to find ways of utilizing scarce human resources to meet quality standards. Both systems theory and structural theory share the view that organizations are rational and serve utilitarian purposes. That is, organizations are viewed as a means to achieve efficiency and effectiveness. They do this by identifying clear goals. The structural-functional systems perspective is therefore described as rational because it assumes a relatively simple cause and effect relationship among variables related to functional integration and structural change.As a perspective, it is clear about what it seeks to achieve. Organizational change is relatively straightforward: we either change functional relationships in order to achieve harmony or we change the design of the organization in order to meet the complexity of its environment. 1. 4 Multiple constituencies: change by negotiation In a dvancing a critique of the structural-functional perspective Michael Keeley (1983) argues that it is common to model organizations after biological systems. In most texts organizations are depicted as ‘social actors’ who possess the distinguishing features of living beings such as goals and needs.By contrast, individuals are portrayed as functional ‘members’ filling roles and serving as ‘human resources’ to further the organization’s ends. The organic model is useful mainly for addressing survival needs, PERSPECTIVES ON CHANGE but one difficulty is that it tends to confuse the goals of an organization with the goals of powerful individuals. The structural-functional perspective presents a reified and overrational picture of social systems. By contrast, the multiple constituencies perspective does not assume that organizations exist independently from the people who work for them or interact with them.Multiple constituency theory was firs t outlined by Cyert and March in their book A Behavioural Theory of the Firm (1963), which describes organizations as coalitions of self-interested participants. Organizational goals, they argue, change as a result of bargaining processes because an organization is a dynamic coalition of individuals and groups, all of which have different demands. The perspective focuses on how goals are achieved and whose interests are satisfied and affected by the actions taken in the name of the organization.If we think, therefore, of an organization containing a number of groups and external stakeholders, all of which have differing interests, then we can consider how organizational change affects each different group, or alternatively how each may make demands on an organization to change its strategy. The multiple constituencies perspective focuses on the way in which resources are managed and distributed among organizational members and stakeholders in the interests of governance. 19 x Stop a nd think 1. 3 Imagine that you start a new job as a travel executive and are required to visit overseas destinations six times a year.You chose this job because you were excited by the prospect of overseas travel. As an incentive, employees are permitted to stay in the destination for two days after they have completed their tasks. Consequently executives are motivated to choose an interesting destination. Your organization operates from two different sites in the UK. During your first year of employment you hear rumours that the person who allocates staff to destinations ‘cherry picks’ the best for herself and then for friends or colleagues who work with her at the main site.You begin to realize that the rumours have a ring of truth about them. What do you do? Try to ingratiate yourself with the decision maker by becoming friends? Offer to take on more work if she offers you one or two better destinations? Should you take the issue to her line manager at the risk of be coming unpopular? Or do you accept the situation for what it is and that life is not fair? How do you bargain for change? The multiple constituencies perspective criticizes the structural-functional approach for making it difficult to achieve conceptual clarity about what constitutes organizational effectiveness.For example, Connolly, Conlon, and Deutsch argue that effectiveness statements are evaluative and descriptive. Generally they are not attempts to answer the question ‘how is an entity X performing? ’ but usually ‘how well is entity X performing? ’ and often ‘how much better should entity X perform? ’ The central differentiation among current effectiveness statements is how they specify the evaluation criteria used to define how well the entity is performing or could perform (Connolly, Conlon, and Deutsch, 1980: 211). As a result, the multiple 20UNDERSTANDING CHANGE constituency view treats organizations as systems with differential asse ssments of effectiveness by different constituencies. Although the interests of internal groups (for example, executives, managers, production workers, and so forth) and external stakeholders (for example, clients, shareholders, government regulators, suppliers, and so forth) may overlap, they each have specific interests and priorities or goals they seek to pursue. Each constituency brings its own interests and motivations into the organizational arena.We can therefore consider organizations as webs of fluid interactions between different groups of people whose interests keep changing. The multiple constituencies approach is therefore a means to identify the actions and motivations of people. More importantly, it reflects organizational change as a continuously negotiable order because interests and coalitions change over time. Although the multiple constituencies perspective originated with Cyert and March, it is rooted in the social contract tradition of political and moral argum ent.The idea of contract theory emerged in the seventeenth century with the political theorists Thomas Hobbes, John Locke, and Jean-Jacques Rousseau. In the twentieth century such theories have become the basis for political theorists (as we will see in Chapter 7) and writers concerned with corporate ethics (see Chapter 2). 1. 4. 1 Stakeholder interests Since stakeholders reflect dynamic interests, change agents need to learn how to interact with them. There are various ways of doing this. For example, Mitroff (1983) suggests seven approaches.These are: 1. The imperative approach, which identifies stakeholders who feel strongly about an organization’s proposed policies or actions. This approach requires making a list of as many stakeholders as possible and interacting with them to resolve concerns. 2. The positional approach, which identifies stakeholders who occupy formal positions in a policy-making structure. For example, health trusts, schools, colleges, universities, and charities are required to have boards of governors who must oversee the operations of such organizations.Many boards of governors can be identified from organization charts or legal documents. 3. The reputational approach entails asking various knowledgeable or important people to nominate those they believe to have a stake in the organization. 4. The social participation approach identifies individuals or groups of stakeholders who may have an interest in a policy-related issue for the organization. For example, members of committees, and people who might normally be excluded because they are not so visible, or who do not normally have the opportunity to articulate their views, will be represented. 5.The opinion-leadership approach identifies individuals who have access to leverage of some sort. Examples include informed professionals, commentators, and editors of important newspapers or journals. PERSPECTIVES ON CHANGE 6. The demographic approach identifies stakeholders by charac teristics such as age, sex, race, occupation, religion, place of birth, and level of education. 7. The focal organization approach seeks to identify individuals and organizations that have important relationships with the focal organization. That is, suppliers, employees, customers or clients, allies, competitors, regulators.The multiple constituencies perspective suggests that, prior to any change initiative, change agents should analyse the following issues: †¢ The purposes and motivations of a stakeholder. †¢ The resources of a stakeholder. These will include material, symbolic, and physical resources, as well as informational resources and skills. †¢ Special knowledge and opinions of the stakeholder. †¢ Stakeholders’ commitments to the organization and expertise. †¢ Relationships between stakeholders, focusing particularly on the amount of power (or authority), responsibility, and accountability they have. The extent of the network of interdepende nt relationships among stakeholders. †¢ The extent to which a change in strategy can be identified in the interests of any one particular stakeholder. 21 Such an analysis of stakeholder interests suggests that whilst stakeholders are generally supportive and have an interest in the organization, they can also become a negative influence on it. They might indeed reflect a threat and become a barrier to organizational change. Mitroff therefore suggests a number of options for influencing or changing the views and actions of particular stakeholders. We can: †¢ Simply exercise power and authority by ommanding the stakeholder to comply. †¢ Appeal to reason and therefore attempt to persuade the stakeholder. †¢ Engage in tactical bargaining with a stakeholder. †¢ Negotiate in order to reach a compromise. †¢ Engage in problem solving by sharing information, debating, and arriving at mutually agreed perceptions. The multiple constituencies perspective reflects a view of social systems in which people take actions and engage in activities to maximize their own interests. They also collude with others and engage in purposeful activity. Negotiation of organizational change revolves around three central issues: 1.Changing organizational objectives requires that leaders be able to re-evaluate the organization’s current mission, purposes, objectives, and goals, and mobilize action through inspiration. Such leaders need to embrace inspirational leadership. 22 UNDERSTANDING CHANGE 2. The ability to develop and mobilize intellectual capital by using the combined resources held by all stakeholders creatively. This should include the identification and cultivation of scarce resources, skills, and capital. 3. The ability to sustain cooperation and to eliminate conflict among stakeholders so that ethical, moral, and cooperative understanding is achieved.The perspective argues that it is constituencies of people, rather than organizations, that h ave goals and objectives. Consequently, it moves us away from the problem of reification, because stakeholder interests must be negotiated. Yet it still assumes that people act rationally through an appeal to the common good. The perspective draws us towards interventions that focus on a concern with organizational and personal values, social justice, and the distribution of rights and obligations. It provides a useful way forward for organizations in the public domain that are subjected to public scrutiny through governance. . 5 Organizational Development: the humanistic approach to change Organizational Development (OD) is derived from human resource theory or organizational behaviour. It dates back to the Hawthorne experiments, which began in the Western Electrical Company in 1927. Elton Mayo and his team began these experiments by using the same assumptions as the structural-functional perspective: that is, they initially sought to investigate improvements to organizational effi ciency by redesigning an organization’s environment along scientific principles.The experiments focused on rational pragmatic concerns such as technology and work performance, the rate of flow of materials, and throughput of a factory system. One can therefore recognize the early development of open-systems theory and structural design within these experiments. Their lack of success meant that the problem of efficiency and effectiveness was refocused towards socio-psychological factors, such as group norms. One interesting source dating back to 1926 was Mary Parker Follett’s description of ‘The Giving of Orders’ (1926).Follett argued that psychology could make an important contribution to understanding motivational relationships in the workplace. One example she discusses is the importance of understanding the law of the situation. Once this is discovered, better attitudes follow. She suggested that giving orders in a positive manner facilitated more harmo nious attitudes within the workplace. But related concerns that began with the Second World War later paved the way for a more sophisticated social science concerned with behaviour in organizations.In particular, a concern to identify effective leadership and to enhance workgroup relationships was paramount because of the American army’s focus on morale. As a result, many academics emerged from this tradition with a clear focus on the relationship PERSPECTIVES ON CHANGE between leadership, motivation, and group dynamics. The investigation of individual and organizational needs was part of this use of applied social science. An early example was Maslow’s research, which resulted in his paper ‘A Theory of Human Motivation’ (1943).The awareness that human needs impact on organizations was a theme developed further in McGregor’s The Human Side of Enterprise (1957). By the late 1960s and 1970s OD emerged from this behavioural research as a distinct disci pline. Whilst it focused on harmonizing individual and organizational needs, it also readily adopted the open-systems framework of the structural-functional perspective. French and Bell (1978) were largely responsible for articulating this approach when they characterized the perspective as a mixture of open-systems theory with humanistic values.Today, we can discern six essential characteristics of OD. These are: 1. A methodology informed largely by Action Research—a term coined by Kurt Lewin in the 1940s. 2. Interventions should only result from careful organizational diagnosis (Tichy, Hornstein, and Nisberg, 1976). 3. A recognition that effective change requires process consultation (Schein, 1995) rather than negotiation through an individual in order to achieve corporate social responsibility in change initiatives.It should be noted that this is in line with OD’s humanistic approach to change. 4. An awareness of barriers to personal growth and organizational change , championed largely by Elisabeth Kubler-Ross (1973). 5. An emphasis on personal and organizational learning in contrast to training, proposed by Reg Revans (1982). 6. A recognition that groups and culture will influence change initiatives, articulated by Lewin (1951) and Schein and Bennis (1965). OD emerged as a distinctive discipline for managing change.It did so initially by adopting experiential approaches such as T-groups (training groups) and Lewin’s Force Field Analysis as a technique for managing organizational transitions. Action Research encouraged employees to develop a collaborative approach to diagnosing problems and engaging in action learning. Argyris’s book on Intervention Theory and Method (1970) is a comprehensive review of process-consultation techniques articulated by Schein (1995) and intervention techniques that became associated with the idea of planned, organization-wide change.Such change strategies were ‘managed from the top’ in o rder to ‘increase organizational effectiveness and health’ through interventions in the organization’s processes using behavioural science knowledge (Beckhard, 1969). Lewin’s (1951) three stages of change—unfreeze, change, refreeze—reflects the essence of the traditional OD approach through which a clear goal or destination is identified and cascaded to the organization’s members. This has been described as a linear model of change (Marshak, 1993) that tends to omit the 23 24 UNDERSTANDING CHANGE untidy parts of the process that do not fit neatly into Lewin’s framework’ (Inns 1996: 23). Most critics of Lewin’s planned change model make this argument. However, we must be cautious about this since, as we will see in Chapter 3, Lewin did not apply this approach to organization-level change. Often, OD proceeds with problem identification through the application of Action Research at the individual, the group, or the or ganizational level. Following careful diagnosis, intervention strategies are designed to deal with an organizational problem by applying various techniques.At the individual level, behaviour modification theory is often used to encourage personal growth. At the group level, intervention strategies are informed by analysis of group dynamics, whilst at the organizational level, strategic interventions are designed to manage strategic change through the application of technology, structural change, or change to human resources. We can understand how these interventions work by exploring them in greater depth. 1. 5. 1 Intervention strategies at the individual level Strategies at the individual level were influenced by behaviour modification theory.The purpose of this technique is to increase the frequency of desired behaviours and reduce the frequency of undesired behaviours. Behaviour modification therefore seeks to modify the behaviours of individuals by training people to recognize a positive stimulus in order to provoke a desired response. It can also be used to change an individual’s reaction to fears and phobias. Intervention strategies used instead of behaviour modification theory include personal and management development techniques such as Lewin’s Force Field Analysis and learning interventions designed to improve personal learning. Stop and think 1. 4 We rarely remember modifying our own behaviour but we do this all the time. Think about the last time you learned a new skill. How difficult was this at first? During the learning process how did you modify your own behaviour or attitudes? How did evaluation lead to improvement? 1. 5. 2 Intervention strategies at the group level At the group level, intervention strategies originated from studies of group dynamics including armed forces personnel, industrial workers, and professional groups. Group dynamics was first defined by Kurt Lewin in the 1940s.Observations of groups led Lewin to note th at groups develop personalities as a result of their unique composition. Change was therefore more likely when the group as a whole made a collective decision to have its members change their behaviours. This was far more effective in producing the desired changes than more formal techniques such as lectures and PERSPECTIVES ON CHANGE instruction. Lewin’s work became the foundation for training in group skills, sensitivity training, teambuilding, and OD. Groups therefore can be a major influence on change, or can inhibit change.However, the capability of a group to respond flexibly to change will depend on the degree to which its members: †¢ Explore problem-solving alternatives. †¢ Are motivated to achieve the objectives of the group. †¢ Make an effort to learn how to change. †¢ Discover what specifically needs to be changed to meet current demands. †¢ Are prepared to experiment. 25 1. 5. 3 Intervention strategies at the organizational level At the or ganizational level, a greater depth was provided by a focus on planned change interventions.Planned change strategies, according to Chin and Benne (1976), emerged from the Enlightenment tradition with the application of rational thought to interventions in the modern world. In other words, changing things requires an application to reason. Associated with this was the pursuit of social progress. Chin and Benne describe a central element common to all planned change programmes as ‘the conscious utilisation and application of knowledge as an instrument or tool for modifying patterns and institutions of practice’ (1976: 22).Planned change interventions are therefore extremely varied but they fall under three broad headings: 1. Empirical–rational interventions, such as political interventions giving rise to new

A Strategy To Align Organization And Environment Essay

This paper analyzes the term ‘strategic fit’ exactly means, types of strategic fit, necessities to focus on strategic fit, and most importantly how well an organization can align its resources & capabilities with the opportunities that exist in the external environment so as to achieve peak performance in the business. Strategy of Nestle as an example to discuss how far it is true that effective strategic fit ensures organization’s resources & capabilities and what the environment exactly needs from it. Key Words Strategic, Fit, Strategy, Resource, Capabilities, Opportunities, Environment, Business Introduction It should be recognized that any strategy or management style is appropriate only in a particular set of circumstances. Strategic fit enables an organization to operate in its particular competitive situation at peak effectiveness. It expresses the degree to which an organization is matching its resources and capabilities with the opportunities in the external environment. The matching takes place through strategy and it is therefore vital that the company have the actual resources and capabilities to execute and support the strategy. Meaning of Strategic Fit The contingency theorist’s argument that performance outcomes are maximized when a firm achieves an alignment or â€Å"fit† between a firm’s external environment, its internal factors and its strategy has been well established in the literature (Burns & Stalker 1967; Lawrence & Lorsch 1967; Keats & Hitt, 1988). Nadler and Tushman (1979) theorized that the greater the total degree of congruence or fit between the various components, the more effective will be the organization, leading to higher levels of goal attainment, utilization of resources, and adaptation. Need for Strategic Fit Strategic fit is a quest to align the organization’s operation with the needs of the market. It also involves identification of the opportunities and the action to capitalize on the opportunities. Strategic fit can be used actively to evaluate the current strategic situation of a company as well as opportunities such as M&A and divestitures of organizational divisions. Strategic fit is related to the Resource-based view of the firm which suggests that the key to profitability is not only through positioning and industry selection but rather through an internal focus which seeks to utilize the unique characteristics of the company’s portfolio of resources and capabilities. Resources s Capabilities A unique combination of resources and capabilities can eventually be developed into a competitive advantage which the company can profit from. However, it is important to differentiate between resources and capabilities. Resources relate to the inputs to production owned by the company, whereas capabilities describe the accumulation of learning the company possesses. Types of Resources Resources can be classified as tangible resources and intangible resources. Tangible Resources The term tangible means capable of being touched, real or actual, rather than imaginary or visionary, definite; not vague or elusive, having actual physical existence, as real estate or chattels, and therefore capable of being assigned a value in monetary terms. Financial (Cash, securities) †¢ Physical (Location, plant, machinery) are some of the tangible resources Intangible Resources Resources that are not physical in nature are said to be Intangible resources. Corporate intellectual property (items such as patents, trademarks, copyrights, business methodologies), goodwill and brand recognition are all common intangible resources in business point of view. An intangible resource can be classified as either indefinite o r definite depending on the specifics of that resource. A company brand name is considered to be an indefinite resource, as it stays with the company as long as the company continues operations. However, if a company enters a legal agreement to operate under another company’s patent, with no plans of extending the agreement, it would have a limited life and would be classified as a definite resource. †¢ Technology (Patents, copyrights) †¢ Human resources †¢ Reputation (Brands) †¢ Culture, are some of the intangible resources. Capabilities Capabilities are what a firm does, and represents the firm’s capacity to deploy resources that have been purposely integrated to achieve the desired end state. Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage. Capabilities needed for strategic fit are 1. Coordination 2. Commitment 3. Competence (technology, management and leadership) 4. Communication 5. Creativity 6. Capacity management (allocation of resources) Benefits of Strategic Fit The extent to which the activities of a single organization or of organizations working in partnership complement each other in such a way as to contribute to competitive advantage. The benefits of good strategic fit include cost reduction, due to economies of scale, and the transfer of knowledge and skills (technological expertise, managerial know how), use of common brand name. The success of a merger, joint venture, or strategic alliance may be affected by the degree of strategic fit between the organizations involved. Similarly, the strategic fit of one organization with another is often a factor in decisions about acquisitions, mergers, diversification, or divestment. Types of Strategic Fit 1. Market related fit 2. Operating fit 3. Management fit Market Related Fit Market related fit arises when value chains of different businesses overlap so that the products can be used by same customers, marketed and promoted in similar ways, distributed through common dealers and retailers.

Immune System and Page Ref

Essentials of Anatomy and Physiology, 9e (Marieb) Chapter 12 The Lymphatic System and Body Defenses Short Answer Figure 12. 1 Using Figure 12. 1, identify the following: 1) A lymph capillary is indicated by letter __________. Answer: D Diff: 2 Page Ref: 404 2) A lymph node is indicated by letter __________. Answer: B Diff: 2 Page Ref: 404 3) The lymph duct is indicated by lettter __________. Answer: A Diff: 2 Page Ref: 404 4) Blood capillaries are indicated by letter __________. Answer: E Diff: 2 Page Ref: 404 5) Lymphatic collecting vessels are indicated by letter __________. Answer: C Diff: 2 Page Ref: 404 1 Figure 12. Using Figure 12. 2, identify the following: 6) The spleen is indicated by letter __________. Answer: C Diff: 1 Page Ref: 407 7) The tonsils are indicated by letter __________. Answer: A Diff: 1 Page Ref: 407 8) The thymus gland is indicated by letter __________. Answer: B Diff: 1 Page Ref: 407 9) The Peyer's patches are indicated by letter __________. Answer: D Diff: 1 Page Ref: 407 10) The lymphoid organ that destroys worn-out blood cells is indicated by letter __________. Answer: C Diff: 2 Page Ref: 407 2 11) The lymphoid tissues that trap and remove bacteria that enter the throat are indicated by letter __________.Answer: A Diff: 2 Page Ref: 407-408 Fill in the blank or provide a short answer:12) Lymph fluid and some plasma proteins originate (escape) from the _________ _. Answer: blood plasma Diff: 2 Page Ref: 403-40413) Excess accumulations of fluid, which impair the exchange of materials within the tissues, is called __________. Answer: edema Diff: 2 Page Ref: 40314) The fibrous capsule of lymph nodes contains strands called __________ that divide the node into compartments. Answer: trabeculae Diff: 3 Page Ref: 40615) Lymph exits the lymph node via the __________ vessels. Answer: efferent lymphatic Diff: 2Page Ref: 40616) The role of the __________ in the lymphatic system is to remove worn -out blood cells and return some of the products to the liver. Answer: spleen Diff: 2 Page Ref: 40717) Peyer's patches and the tonsils are part of the collection of small lymphoid tissues that p rotect the upper respiratory and digestive tracts from infection and are referred to as __________. Answer: MALT (mucosa-associated lymphatic tissue) Diff: 3 Page Ref: 40818) Harmful or disease-causing microorganisms from which nonspecific defenses protect the body are called __________. Answer: pathogens Diff: 1 Page Ref: 40919) The process by which WBCs and phagocytes migrate to an area experiencing acute inflammation is called __________. Answer: chemotaxis Diff: 3 Page Ref: 41120) The process by which neutrophils squeeze through capillary walls is called __________. Answer: diapedesis Diff: 2 Page Ref: 412 321) The binding of complement proteins to certain sugar or proteins on a foreign cell's surf ace is called __________. Answer: complement fixation Diff: 3 Page Ref: 41322) One effect of complement fixation that causes the cell membranes of foreign cells to become sticky so that they are easier to phagocytize is called __________.Answer: opsonization Diff: 3 Page Ref: 41323) C ells studded with protein molecules found on our own cells that do not trigger an immune response within us (but may within others) are called __________. Answer: self-antigens (autoantigens) Diff: 1 Page Ref: 41624) Troublesome small molecules or incomplete antigens that may mount an attack that is harmful rather than protective are called __________. Answer: haptens Diff: 3 Page Ref: 41625) When an antigen binds to B cell surface receptors, it becomes sensitized (activated) and undergoes __________. Answer: clonal selection Diff: 3 Page Ref: 41826) When B cells encounter antigens and produce antibodies against them, we exhibit __________. Answer: active immunity Diff: 2 Page Ref: 42027) Antibodies constitute an important part of blood proteins and are also referred to as __________. Answer: immunoglobulins Diff: 2 Page Ref: 42128) The five major immunoglobulin classes are __________. Answer: IgM, IgA, IdD, IgG, IgE Diff: 1 Page Ref: 42229) The binding of antibodies to specific sit es on bacterial exotoxins or viruses is called __________. Answer: neutralization Diff: 2 Page Ref: 42430) The clumping of foreign cells, a type of antigen-antibody reaction, is called __________.Answer: agglutination Diff: 2 Page Ref: 42431) Killer T cells, which kill virus-invaded body cells, are also called __________. Answer: cytotoxic T cells Diff: 3 Page Ref: 425 432) Antigens that produce abnormally vigorous immune responses whereby the immune system causes tissue damage as it fights off a perceived threat that would otherwise be harmless are called __________. Answer: allergens or hypersensitivities Diff: 2 Page Ref: 43033) Systemic (bodywide) acute allergic response caused by allergens that directly enter the blood, as with certain bee stings or spider bites, is called __________.Answer: anaphylactic shock Diff: 2 Page Ref: 43034) AIDS cripples the immune system by interfering with the activity of cells called __________. Answer: helper T cells Diff: 2 Page Ref: 43135) A tr opical disease that results when parasitic worms clog the lymphatic vessels is called __________. Answer: elephantiasis Diff: 2 Page Ref: 431Multiple Choice1) The fluid that is forced out of the capillary beds by hydrostatic and osmotic pressures and into the tissue spaces is called: A) arterial blood B) venous blood C) plasma D) interstitial fluid E) lymph Answer: E Diff: 1 Page Ref: 403-4042) Lymph flows: A) in a circular pattern within the tissues B) away from the heart only C) toward the heart only D) both toward and away from the heart E) into the capillaries Answer: C Diff: 1 Page Ref: 4043) Lymph from the left arm would return to the heart through the: A) inferior vena cava B) thoracic duct C) right lymphatic duct D) left subclavian artery E) aorta Answer: B Diff: 3 Page Ref: 404; 406 54) Which one of the following is NOT a mechanism that aids lymph return: A) milking action of skeletal muscles B) pressure changes within the thorax C) the pumping action of the heart D) smooth muscle contractions within the lymphatic vessels E) presence of valves within the larger lymph vessels Answer: C Diff: 1 Page Ref: 4045) Which one of the following is NOT true of lymph nodes: A) they remove foreign materials from the lymph fluid B) they have valves similar to those found in veins C) they contain lymphocytes D) they act as filters along the lymphatic vessels E) they contain macrophages Answer: B Diff: 2 Page Ref: 405-4066) Which lymphatic organ's major job is to destroy worn-out red blood cells and return some of the products to the liver: A) tonsils B) spleen C) thymus gland D) tonsils E) Peyer's patches Answer: B Diff: 2 Page Ref: 407 ) Which lymphoid tissues trap and remove bacteria entering the throat: A) axillary lymph nodes B) cervical lymph nodes C) tonsils D) Peyer's patches E) thymus gland Answer: C Diff: 2 Page Ref: 4088) Which one of the following is NOT a type of lymphoid organ: A) spleen B) thymus gland C) tonsils D) appendix E) Peyer's patches Answer: D Diff: 2 Page Ref: 407-408 69) The lymph organ that programs T cells and functions at peak levels only during youth is the: A) thymus B) spleen C) appendix D) tonsils E) Peyer's patches Answer: A Diff: 2 Page Ref: 40810) The lymph tissues found within the walls of the small intestine are called: A) tonsils B) appendix C) Peyer's patches D) thymus tissues E) intestinal nodes Answer: C Diff: 2 Page Ref: 40811) Which of these lymphoid organs is found along the left side of the abdominal cavity: A) spleen B) Peyer's patches C) thymus gland D) tonsils E) axillary lymph nodes Answer: A Diff: 1 Page Ref: 40712) Musoca-associated lymphatic tissue (MALT) includes: A) spleen B) thymus gland C) tonsils only D) tonsils and Peyer's patches E) tonsils and spleen Answer: D Diff: 3 Page Ref: 40813) The body's first line of defense against the invasion of disease -causing microorganisms is: A) phagocytes B) natural killer cells C) skin and mucous membranes D) inflammatory response E) fever Answer: C Diff: 2 Page Ref: 409 714) Compared to the nonspecific chemicals that cover body surfaces and mucous membranes, the specific body defense system is: A) faster B) slower C) the same speed D) sometimes faster and sometimes slower E) not comparable in speed Answer: B Diff: 2 Page Ref: 40915) Which one of the following is NOT one of the nonspecific body defenses: A) intact skin B) antibody production C) the inflammatory response D) fever E) natural killer cells Answer: B Diff: 2 Page Ref: 409-41516) The process by which neutrophils are squeezed through the capillary wall s during the inflammatory process is called: A) agglutination B) chemotaxis C) diapedesis D) coagulation E) antibody production Answer: C Diff: 2 Page Ref: 41217) Which one of the following is NOT one of the four most common indic ators of the inflammatory response: A) redness B) heat C) swelling D) fever E) pain Answer: D Diff: 1 Page Ref: 410-41218) The migration of phagocytes and white blood cells to an inflamed ar ea along a chemical gradient is called: A) diapedesis B) chemotaxis C) immunity D) perforins E) complement fixationAnswer: B Diff: 2 Page Ref: 411 819) The inflammatory process begins with release of chemicals, which do all of the following EXCEPT: A) dilate blood vessels B) attract phagocytes to the area C) stimulate release of lysozyme D) cause capillaries to become leaky E) activate pain receptors Answer: C Diff: 2 Page Ref: 411-41220) Tissues invaded by viruses, which attempt to replicate themselves by taking over cellular machinery, secrete small proteins called __________ to protect nearby cells and hinder further multiplication of the viruses. A) histamine B) interferon C) kinins D) interleukins E) pyrogens Answer: B Diff: 2 Page Ref: 413; 41521) The body's temperature-regulating â€Å"thermostat† that can be reset upward in response to pyrogens is located in the: A) hypothalamus B) thalamus C) pineal gland D) cerebellum E) medulla oblongata Answer: A Diff: 1 Page Ref: 41522) Fever has the effect of doing all of the following EXCEPT: A) denaturing (scrambling) proteins B) stimulating the liver and spleen to gather up iron and zinc C) increasing metabolic rate of tissue cells D) stimulating complement fixation E) speeding up repair processes Answer: D Diff: 3 Page Ref: 41523) The study of immunity is called: A) histology B) anatomy C) pathology D) immunology E) microbiology Answer: D Diff: 1 Page Ref: 415 924) Which of the following substances is NOT typically perceived as an antigen: A) pollen grains B) bacteria C) self-antigens D) fungi E) virus particles Answer: C Diff: 2 Page Ref: 41625) Which one of the following CANNOT be said about the history of immunity: A) the ancient Greeks knew something existed within the body to protect it from infectious disease B) scientists of the 1800s discovered â€Å"factors† now called antibodies C) scientists of the 1800s demonstrated that immune serum could protect another animal from diseaseD) scient ists of the mid-1900s discovered the viral origin of AIDS E) scientists of the mid-1900s discovered that injection of serum containing antibodies did NOT always protect a recipient from disease Answer: D Diff: 2 Page Ref: 41526) Regardless of whether it matures into a B cell or a T cell, a lymphocyte that is capable of responding to a specific antigen by binding to it is said to be: A) clonal B) incompetent C) immune D) immunocompetent E) complemented Answer: D Diff: 3 Page Ref: 41627) The specific foreign substances that an individual's immune system has the ability to recognize and resist is determined by: A) individual exposure to the specific foreign substance B) individual genetic makeup C) the total number of lymphocytes present at a given time D) the total number of macrophages at a given time E) the total number of self-antigens at a given time Answer: B Diff: 3 Page Ref: 41728) Which one of the following is NOT true of macrophages: A) they are considered the â€Å"big eate rs† of the immune system B) they engulf foreign particles C) they circulate continuously throughout the body D) they act as antigen presenters E) they secrete monokines Answer: C Diff: 2 Page Ref: 418 1029) B cells develop immunocompetence in the: A) thymus gland B) bone marrow C) spleen D) thyroid gland E) lymph nodes Answer: B Diff: 2 Page Ref: 41730) The specific type of acquired immunity that a fetus obtains from maternal antibodies that cross the placenta is called: A) naturally acquired active immunity B) naturally acquired passive immunity C) artificially acquired active immunity D) artificially acquired passive immunity E) artificially acquired natural immunity Answer: B Diff: 1 Page Ref: 42031) What specific type of acquired immunity do vaccines provide: A) naturally acquired active immunity B) naturally acquired passive immunity C) artificially acquired active immunity D) artificially acquired passive immunity E) naturally acquired artificial immunity Answer: C Diff: 1 Page Ref: 42032) Vaccines are NOT for: A) pneumonia B) tetanus C) measles D) snake bites E) polio Answer: D Diff: 2 Page Ref: 42033) Immune sera are used for all of the following EXCEPT: A) tuberculosis B) rabies C) snake bites D) botulism E) tetanus Answer: A Diff: 2 Page Ref: 421 1134) Which one of the following is NOT true of basic antibody structure: A) they consist of four amino acid chains B) they are linked together by disulfide bonds C) the heavy chains are identicalD) the heavy chains are about 400 amino acids long E) the light chains are often of differing lengths Answer: E Diff: 3 Page Ref: 421-42235) Which one of the following is NOT true of the constant (C) regions of antibodies: A) they are the same or nearly the same B) they form the â€Å"stem† of an antibody C) they determine the specific type of antibody class formed D) they form an antigen-binding site E) they determine how an antibody class will carry out its immune role Answer: D Diff: 3 Page Ref: 4223 6) Which one of the following is NOT one of the antibody classes: A) IgA B) IgB C) IgD D) IgG E) IgE Answer: B Diff: 1 Page Ref: 42237) IgA: A) is mainly found in mucus and secretions such as tears and saliva B) is passed from mother to fetus during pregnancy C) is the most abundant antibody in blood plasma D) can fix complement E) is involved in allergies Answer: A Diff: 3 Page Ref: 42338) Which one of the following is NOT a method by which antibodies inactivate antigen s: A) agglutination B) chemotaxis C) complement fixation D) neutralization E) precipitation Answer: B Diff: 2 Page Ref: 423-424 1239) The specific antibody class that has the ability to cross the placental barrier and provide immunity to the fetus is: A) IgM B) IgA C) IgD D) IgG E) IgE Answer: D Diff: 2 Page Ref: 422-42340) The process by which antibodies bind to specific sites on bacterial exotoxins (toxic chemicals secreted by bacteria) to block their harmful effects is called: A) agglutination B) chemotaxis C) co mplement fixation D) neutralization E) precipitation Answer: D Diff: 2 Page Ref: 42441) Antigen presentation is essential for the activation and clonal selection of: A) T cells B) B cells C) plasma cell D) antigen-presenting cells E) antibodies Answer: A Diff: 2 Page Ref: 42542) An isograft is a tissue graft donated by: A) an unrelated person B) a parent C) a different animal species D) the same person E) an identical twin Answer: E Diff: 2 Page Ref: 42743) Which one of the following is NOT a type of immunosuppressive therapy given after surgery to prevent rejection of a graft: A) corticosteroids B) radiation C) antiproliferative drugs D) gamma globulin E) immunosuppressive drugs Answer: D Diff: 2 Page Ref: 429 1344) With immediate hypersensitivy, the antibody class that binds to mast cells and basophils that trigger the release of histamine and other chemicals is: A) IgM B) IgA C) IgD D) IgG E) IgE Answer: E Diff: 2 Page Ref: 422-42345) Allergic contact dermatitis following skin co ntact with poison ivy would normally lead to: A) immediate hypersensitivity B) acute hypersensitivity C) delayed hypersensitivity D) anaphylactic shock E) immunodeficiency Answer: C Diff: 2 Page Ref: 43146) The relatively common autoimmune disease in which the thyroid gland produces excessive amounts of thyroxine is called: A) multiple sclerosis B) Graves' disease C) myasthenia gravis D) glomerulonephritis E) systemic lupus erythematosis Answer: B Diff: 2 Page Ref: 42947) Which one of the following is NOT an autoimmune disease: A) AIDS B) multiple sclerosisÃ'‚C) Graves' disease D) type I diabetes mellitus E) rheumatoid arthritis Answer: A Diff: 2 Page Ref: 429True/False1) The flaplike minivalves of the lymph capillaries act like one -way swinging doors that allow lymph fluid to enter the lymph capillaries but not exit. Answer: TRUE Diff: 2 Page Ref: 4042) The daughter cells of B cells, called plasma cells, release antibodies. Answer: TRUE Diff: 2 Page Ref: 418 143) Lymph in the ri ght arm is returned to the heart via the right lymphatic duct. Answer: TRUE Diff: 2 Page Ref: 4044) The thymus gland, found around the trachea, programs certain lymphocytes. Answer: FALSE Diff: 2 Page Ref: 4085) The tonsils, spleen, thymus gland, and Peyer's patches are referred to as mucosa-associated lymphatic tissue (MALT). Answer: FALSE Diff: 2 Page Ref: 4086) Natural killers are unique phagocytic defense cells that can kill cancer cells and virus infected body cells well before the immune system i s activated. Answer: FALSE Diff: 2 Page Ref: 4107) Some pathologists consider limitation of joint movement to be an additional fifth cardinal sign of inflammation. Answer: TRUE Diff: 1 Page Ref: 4128) The final disposal of cell debris as inflammation subsides is performed by neutrophils. Answer: FALSE Diff: 3 Page Ref: 4129) The nonspecific defense by which complement proteins attach to sugars or proteins on the surface of foreign cells is called complement fixation. Answer: TRUE Diff : 1 Page Ref: 41310) Chemicals secreted by white blood cells and macrophages exposed to foreign substances that can increase body temperature are called pyrogens. Answer: TRUE Diff: 1 Page Ref: 41511) Fever is a systemic response triggered by pyrogens. Answer: TRUE Diff: 2 Page Ref: 41512) Like all blood cells, lymphocytes originate from hemocytoblasts contained within red bone marrow. Answer: TRUE Diff: 3 Page Ref: 41613) Macrophages arise from monoctyes formed within the bone marrow. Answer: TRUE Diff: 2 Page Ref: 418 1514) Extremely weakened pathogens that are still alive are attenuated. Answer: TRUE Diff: 2 Page Ref: 42015) Artificially acquired passive immunity is conferred when o ne receives immune serum for poisonous snake bites. Answer: TRUE Diff: 3 Page Ref: 42116) Antibodies are also referred to as immunoglobulins. Answer: TRUE Diff: 1 Page Ref: 42117) There are three major immunoglobulin classes: IgM, IgA , and IgD. Answer: FALSE Diff: 2 Page Ref: 42218) The antibody a mo ther passes to her fetus is IgM. Answer: FALSE Diff: 3 Page Ref: 422-42319) The process that occurs when antibodies clump foreign cells is called agglutination. Answer: TRUE Diff: 2 Page Ref: 42420) Memory cells are descendants of an activated B or T cell. Answer: TRUE Diff: 3 Page Ref: 42721) An antibody is a substance capable of provoking an immune response. Answer: FALSE Diff: 2 Page Ref: 41622) Tissue grafts harvested from an unrelated person are called xenografts. Answer: FALSE Diff: 1 Page Ref: 42723) Allografts are tissue grafts taken from an unrelated person. Answer: TRUE Diff: 2 Page Ref: 42724) Allergies, or hypersensitivities, are normal immune responses. Answer: FALSE Diff: 2 Page Ref: 43025) Autoimmune diseases occur when the immune system loses its ability to tolerate self antigens while still recognizing and attaching foreign antigens. Answer: TRUE Diff: 3 Page Ref: 429 1626) Our immune system can be affected by severe stress. Answer: TRUE Diff: 1 Page Ref: 435 Matchi ng Match the following descriptions with the appropriate lymphoid organ or tissue:1) Located on the left side of the A) thymus gland abdominal cavity Diff: 1 Page Ref: 407 B) spleen2) Trap and remove bacteria and pathogens entering the throat Diff: 2 Page Ref: 408 C) Peyer's patches D) tonsils3) Located overlying the heart Diff: 1 Page Ref: 4084) Filters and cleanses the blood of bacteria, viruses, and other debris Diff: 2 Page Ref: 407-4085) Located in the wall of the small intestines Diff: 1 Page Ref: 4086) Located in the pharynx (throat) Diff: 1 1) B Page Ref: 408 2) D 3) A 4) B 17 5) C 6) D Match the following protective mechanism with its associated element:7) Traps microorganisms in A) nasal hairs respiratory and digestive tracts Diff: 1 Page Ref: 409 B) mucus C) acid mantle8) Inhibits growth of bacteria and fungi in female reproductive tract Diff: 1 Page Ref: 409 E) keratin ) Contains lysozyme Diff: 2 D) lacrimal secretions F) cilia Page Ref: 409 G) gastric juice10) Provides resistance against acids, alkalis, and bacterial enzymes Diff: 1 Page Ref: 40911) Filters and traps microorganisms within inhaled air Diff: 1 Page Ref: 40912) Contains concentrated hydrochloric acid and protein-digested enzymes that destroy pathogens within the stomach Diff: 1 Page Ref: 40913) Propels debris-laden mucus away from lower respiratory passages Diff: 1 7) B 13) F Page Ref: 409 8) C 9) D 10) E 18 11) A 12) G Match the following biological function with its antibody class:14) Believed to be cell surface A) IgD receptor of immunocompetent B cell Diff: 3 Page Ref: 422-423 B) IgG C) IgA15) First immunoglobulin class released to plasma by plasma cells during primary response Diff: 3 Page Ref: 422-423 D) IgM E) IgE16) Main antibody of primary and secondary responses Diff: 3 Page Ref: 422-42317) Bathes and protects mucosal surfaces from attachment of pathogens Diff: 3 Page Ref: 422-42318) Triggers the release of histamine Diff: 3 Page Ref: 422-42319) Potent agglutinating agent D iff: 3 Page Ref: 422-42320) Crosses placenta and provides passive immunity to fetus Diff: 3 14) A 20) B Page Ref: 422-423 15) D 6) B 17) C 18) E 19) DEssay1) Explain the origin and pathway of lymph. Answer: Lymph fluid arises from blood plasma that has been forced out of the capillary beds by osmotic and hydrostatic pressures. The fluid left behind is called interstitial fluid. The interstitial fluid is then picked up by lymph capillaries, after which it is called lymph. Lymph is routed up the lymphatic vessels until it is finally returned to the venous system through either the right lymphatic duct or the thoracic duct. Diff: 2 Page Ref: 403-404 192) Describe the methods the body uses to help return lymph to the heart.Answer: The return of lymph to the heart is aided by: 1. the milking action of the skeletal muscles, 2. pressure changes in the thorax during brea thing, 3. smooth muscles in the walls of the larger lymphatics contract rhythmically. Diff: 1 Page Ref: 404-4053) Describ e several of the protective chemicals produced by the skin and mucous membranes. Answer: Skin produces acid secretions that inhibit bacterial growth, and sebum contains chemicals that are toxic to bacteria. Vaginal secretions are highly acidic. The stomach mucosa secretes hydrochloric acid and protein-digesting enzymes, both of which can kill pathogens. Saliva and tears contain lysozyme, an enzyme that destroys bacteria. Mucus is a sticky mucous membrane secretion that traps microorganisms. Diff: 2 Page Ref: 4094) Identify the four most common indicators and major symptoms of an acute inflammatory response and explain their origins. Answer: The four most common indicators of the inflammatory response are redness, heat, swelling, and pain. Redness and heat are a result of dilation of blood vessels that increase blood flow to the injured area. Swelling occurs when increa sed permeability of the capillaries allows plasma to leak from the bloodstream into the tissue spaces. The excess f luid, or edema, triggers the activation of pain receptors in the area, accounting for the pain associated with an injury. Diff: 2 Page Ref: 410-4125) List and describe the cells and chemicals the body uses as its second line of defense. Answer: 1. Phagocytes, such as neutrophils or macrophages, engulf foreign particles. These cells are in nearly every body organ and confront pathoge ns that make it through the surface membrane barriers. 2. Natural killer cells, found in blood and lymph, are lymphocytes. They can lyse and kill cancer cells and virus-infected body cells. 3. The inflammatory response is a nonspecific response that occurs when body tissues are injured. Diff: 2 Page Ref: 409-4116) Describe the four major types of transplant grafts. Answer: Autografts are tissue grafts transplanted from one site to another within the same person. Isografts are tissue grafts harves ted from a genetically identical person (identical twin). Allografts are tissue grafts harvested from an unre lated person. Xenografts are tissue grafts harvested from different animal species. Diff: 2 Page Ref: 4277) Explain three current theories that attempt to explain why self-tolerance breaks down in autoimmune disorders.Answer: Inefficient lymphocyte programming is one theory that suggests self-reactive B or T cells escape to the rest of the body. Another theory is that self -proteins appear within the circulation that were not previously exposed to the immune system, thus initiating an immune response. These â€Å"hidden† antigens are found in sperm cells, the eye lens, and thyroid proteins. Another theory is that antibodies produced against fore ign antigens cross-react with self-antigens such as when streptococcal bacteria crossreact with heart antigens causing rheumatic fever. Diff: 3 Page Ref: 429 20

Mechanism of Locating the Client's DaTa in the Clouds Research Paper

Mechanism of Locating the Client's DaTa in the Clouds - Research Paper Example Owing to the current rapid prevalence of Cloud computing many clients are increasingly using the clouds to store sensitive information and this necessitates encrypting the data so as to protect the stored data against unsolicited access (Lasica, 76). A major challenge of data encryption in the clouds is that it makes it difficult for the Clients to locate their data. This is particularly with regard to the fact that the encryption of data in cloud computing significantly limits the ability of clients to use the traditional keyword searches in locating their data. Additionally data in the clouds usually require protection of their key word privacy to enhance the security of the stored data. This paper explores the potential use of string matching algorithms as a mechanism to enable clients using cloud computing effectively locates their stored data within the cloud. String matching (Fuzzy keyword) algorithms Generally cloud data systems usually consist of the client, data service prov ider and the cloud server. Advances in computing technology have enabled the use of networks and data identifier algorithms to build a mechanism that allows the clients to locate their data in the clouds based on string matching of the any data. ... data identifiers algorithms are usually designed to enable clients determine the location of their data in the cloud using the infrastructural network. These algorithms are also used to track and monitor the movement of data within the servers. Many methods can be used to determine the string familiarity of the cloud data. For example the edit distance measures string match of the given keywords. This not only allow the clients depending on cloud storage services to locate their data but it also help them to effectively correct potential errors and problems in their stored data. Additionally the similarity of the located data and the intended search may also reveal potential problems such as duplicate data and lack of uniformity in the content and format (Armbrust, 56). String matching algorithm as a data identifier mechanism also enhances the search correctness of the data being searched by the client. For example if the client needs to locate some data using an input that matches t he data in the clouds, then the server will accurately locate the file using the keywords search request. The clients are therefore able to determine the location of their data within the virtual cloud network. On the other hand, any errors in spelling or inconsistencies in the format of the search keyword for the data being searched often bring the possible closest result based on the similarities of the keywords. How string matching data identifier algorithms work String matching algorithms function by allowing clients to locate data within the clouds using exact matching words. According to Abadi (33), the closeness of the match of the data being located is usually measured using the possible number of operations needed to convert the string into the exact match. The number is usually

M2 Disease Frequency Paper Assignment Example | Topics and Well Written Essays - 1250 words

M2 Disease Frequency Paper - Assignment Example For example, the incidence of dental caries in the U.S. during the second half of the 20th century was significantly less than the incidence of dental caries in the first half of the 20th century. This can be attributed to the fact that public health authorities began fluoridating community drinking water in the middle of the 20th century (Centers for Disease Control and Prevention [CDC], 2001). 2. Prevalence: It measures the occurrence of existing cases of a disease in a population for a specific period of time (Aschengrau & Seage, 2003). For example, researchers in India have found that the prevalence of oral cancer (especially squamous cell carcinoma) is extremely high among the poor (Yada, 2008). In fact, the prevalence of tobacco consumption increased up to the age of fifty years after which it leveled or declined (Yada, 2008). 3. Cause-specific mortality rate: It measures the number of deaths from a specific cause per 100,000 people per year (Aschengrau & Seage, 2003). Tobacco use can cause premature death from lung and other cancers, coronary heart disease, stroke and chronic respiratory diseases. In this context, smoking-attributable mortality rate (SAM) can be defined as the number of smoking related deaths per 100,000 people per year. For example, a recent study in Minnesota has revealed that the smoking attributable mortality rate in the state for adults aged 35 years and above is 215.1/100,000 people (CDC, 2011a). 4. Years of potential life lost: It refers to the estimated number of years that an individual would have lived if he or she had not died (Aschengrau & Seage, 2003). Cigarette smoking has been found to be responsible for one in every five deaths which is approximately 438,000 deaths each year (CDC, 2008). Therefore, cigarette smoking results in 5.5 million years of potential life list in the United States each year (CDC, 2008). 5. Case fatality rate: It is the number of deaths due to a specific disease as compared to the total number of

The effect of using Treadmill on patients with cardiovascular diseases Research Proposal

The effect of using Treadmill on patients with cardiovascular diseases - Research Proposal Example Blood is carried back and forth through the capillaries, veins and arteries, from the heart to the lungs, known as (pulmonary circulation) and from the heart to the rest of the body (systemic circulation). World Health Organisation (WHO), the United Nations body on health has recently come out with the findings that heart disease is the number one killer disease all over the globe, followed by infectious diseases and cancer. The findings of a detailed study on the subject indicate that cardiovascular diseases claim about 29 percent of lives each year1. Once cardiovascular disease grips the individual, a number of precautions are advised for improving the diet schedule, exercises etc. Treadmill is one such option, which helps in performing the exercises of running and walking. While working out with a treadmill, it is often noticed that the heartbeat of the individual goes up with brisk walking or running. Under normal circumstances, such a machine helps in walking or running, even when the individual is not able to go out owing to the busy schedule or a rainy day. But, in case the individual is suffering from cardiovascular disease, then he or she might like to know as to how safe it is to do the work outs on a treadmill. Doctors often come out with the recommendation that regular aerobic exercise can lower the blood pressure and help in controlling the weight. But in general it is easier said than done. Maintaining the regularity and discipline often becomes a big casualty in the way we end up spending our time. Objectives of the Study This study is primarily being undertaken to study the different aspects of cardiovascular diseases in general and what type of precautions need be taken particularly while doing work outs with a treadmill. The study will try to seek answers to the following key objectives; i. Analysing the rising number of heart ailment cases around the world ii. Analysing the different aspects of cardiovascular diseases and the early signals. iii. Analysing some of the practical difficulties being faced by the person suffering from cardiovascular disease iv. Studying some of the physical fitness exercises being endorsed by the doctors for people suffering from cardiovascular diseases v. Studying the effect of treadmill in particular on persons suffering from heart ailments vi. Finding out how best an individual can use the treadmill in such a manner that instead of becoming a health risk, it becomes a tool for healthy living Research Methodology Research approaches and methods radically influence research content and, consequently, the policies designed in response to that content. Research philosophy is a belief about the way in which data about a phenomenon should be gathered, analyzed and used. This dissertation is a qualitative case study which focuses on an analysis of the cardiovascular diseases in general and studying the impact of using a treadmill for health reasons. To carry out such a study in general we resort to two main approaches; Deductive reasoning, which works from the more general to the more specific subjects. Sometimes this is informally called a "top-down" approach. In such approach we take up the 'theory' and then try to apply it to the hypotheses that we intend to test.