Natural Disasters Essay Example for Free

Natural Disasters Essay There is certain order in the world. The planets move in their orbit around the sun. The disasters which occur naturally are known as natural disasters. There are infinite natural disasters. Some of them are landslides, floods and volcanic eruptions. By taking the example of planets orbiting around the sun, the question rises that how do these devastating disasters occur? Floods occur in those areas which are closer to seas. Due to heavy rain, the sea water increases and spills out over the area with speed and destroying everything. Flash floods are another example of floods which occur suddenly. All the land and fertile soil is destroyed. Landslides occur in mountains. They occur by a number of reasons in which earthquake is the main reason. It causes the mountainous slopes to weaken the saturated soil which run down the hill and kills every thing in the way. It blocks the way for people to travel. Volcanoes are fractured structured located on the crust which fall within the mass of the definition of planet. The earth allows hot lava to escape from the magma which is below the surface. This occurs when the earths crust breaks in some major parts. Erupting volcanoes cause many hazards such as volcanic ash, which is a threat to aircraft, mainly in jet engines where ash particles are melted due to high temperature. This destroys the turbine blades. After a lot of research it is still not known how volcanic eruption can be prevented. Researchers have stopped looking for prevention of volcanic eruptions.Mans defences are too weak in comparison to nature. It is often expected that natural disasters are natures way of keeping human population in check. Are any of these disasters caused by man Man is not the cause of volacanic eruptions, but he plays a role in weather related disasters as floods. Everyone knows that weather is being affected by clearing of forests on earth. This is within our control. Hence some disasters can be controlled. All we have to do is to hope for a day to come when we could control all  natural disasters. Till then we have to remain at the mercy of nature.

Othello vs. Iago :: essays research papers

In this thesis I will explain the reasonings behind Iago . Iago is obviously the "bad apple" in this book and I will explain several reasons for this behavior. Iago is the whole reason there is any conflict in Othello. If he never had entered the play Othello would have married Desdemona and they would have lived happily ever after. Right from the beginning of the play to the very end he causes conflicts. He is directly or indirectly responsible for the deaths of: Othello Desdemona, Emilia, Cassio, and Roderigo. In the very beginning of Act 1 Iago displays his hatred for Othello. He is angry at him for making Cassio the lieutenant. He then tells Roderigo that Othello and Desdemona are getting married. The two of them then go tell Desdemona's father, Brabantio, that Othello and his daughter had gotten eloped. This infuriates Brabantio. Soon after Brabantio gets a gang after Othello. Iago's treachery is first displayed hear. Iago was the person who insighted the whole ordeal. As soon as everyone arrives in Cyprus, Iago puts his plan in effect. He gets Roderigo to believe that Cassio and Desdemona are in love. This is a very significant part in showing Iago's evil. He gets Roderigo to develop a hatred for Cassio who just happens to be a victim of circumstance. He gets Cassio drunk then has Roderigo provoke a fight. Soon after Cassio stabs a man named Montano. Othello comes out and dismisses Cassio from lieutenancy. Iago is still not satisfied with his treachery. He still wants to be lieutenant. He convinces Cassio to arrange a meeting to talk with Desdemona about re-instating him as lieutenant. Cassio doesn't really know why Iago wants him to meet with Desdemona. At the end of this act Cassio says: "I never knew a Florentine more kind and honest." This line shows Cassio is not in the wrong, Iago is masterminding all of it. Othello sees Cassio talk with Desdemona and Iago comments on how that is suspicious.

Stock and Long Term Trend

Team 1 Monmouth Case 1. Is Robertson a good candidate for Monmouth (assuming the price is right)? Why? Yes. Robertson Tool Company had been going through a few years of low sales and profit, and, coupled with conservative financial and accounting practices, was far behind the normal growth rate for companies in its industry. Robertson’s 50% control of the market for clamps and vises, along with its good position in the scissors and shears’ $200 million market, let it compliment the diverse holdings of Monmouth.These are attractive attributes of Robertson, but the selling point lies in the distribution network consisting of 2,100 wholesalers and 15,000 retail outlets. The Robertson products are sold in 137 countries worldwide. This avenue to market Monmouth and Robertson products across resources could lead to above average growth and profits. 2. Estimate a WACC for the acquisition. Invested Capital| ? | $37,696,000 | ? | ? | ? | Debt| | $12,000,000 | | | ? | Equity| | $ 25,696,000 | | | ? | ?| | | | | ? | Current market price| | $44 | | | ? |Shares outstanding| | 584,000| | | ? | ?| | | | | ? | Unlevered Beat of Comparables| | 0. 725| | | ? | Debt/Capital of Comparables| | 32%| | | ? | Levered Beta| | 0. 86| | | ? | Risk free rate| | 4. 10%| | | ? | MRP| | 6. 0%| | | ? | ?| | | | | ? | Cost of equity| | 9. 28%| | | ? | ?| | | | | ? | Sources of capital| | | Weights| | After-tax cost| Debt| | | 31. 83%| | 3. 64%| Equity| | | 68. 17%| | 9. 28%| ?| | | | | ? | YTM| 6. 070%| Tax Rate| 40%| WACC| 7. 5%| 3. Discuss whether you think the forecast prepared by Vincent and Rudd is reasonable. Why? Be specific.We think the forecast is not reasonable since they forecast was too optimistic and subject of their sales growth. a) The growth rate estimate in the future they use is approximately 6%. The current growth rate is just 2% that cannot be increased as 2 times as large in a short time, although it might increase due to the sales increase after the merge and acquisition of the Monmouth and Robertson. b) NWC should be as a percentage of sales. c) Terminal Growth rate shouldn’t be zero but around 2%. d) The estimations of SG&A cost and COGS are reasonable.The merger and acquisition will result the percentage SG&A and COGS of sales respectively gradually decrease by increasing the manufacture efficiency and inventory turnover. Therefore, we decided to change the growth rate from 6% to 3% in the pro-forma, we will have the value of the firm calculated out from the pro-forma is $50 million instead of $56 million. 4. Prepare a value estimate for Robertson equity using the DCF method and info from steps 2 and 3 above. ?| Actual| Forecasts| ?| 2002| 2003| 2004| 2005| 2006| 2007| ?| | | | | | ? | NOPAT| 1. 8| 2. 4| 3. 1| 3. 8| 4. 2| 4. 4|Plus: Depreciation| 2. 1| 2. 3| 2. 5| 2. 7| 2. 9| 2. 9| Less: CAPEX| | -4| -3. 5| -3. 6| -3. 8| -2. 9| Less: Change in NWC| -1. 4| -1. 5| -1. 6| -1. 6| 0. 0| Firm Free Cash Flow| -0. 7| 0. 6| 1. 3| 1. 7| 4. 4| ?| | | | | | ? | ?| | | | | | 81. 9| Firm Value (millions)| 85. 95| | | | Terminal g| 2%| Less: Debt| 12| | | | | ? | Equity Value| 73. 95| | | | | ? | Shares Outstanding| 584000| | | | | ? | Price per share| 12. 66| ? | ? | ? | ? | ? | 5. Estimate a value for Robertson equity based on the comparables approach. | Actuant Corp. | Briggs & Stratton| Idex Corp. | Lincoln Electric| Snap On Inc. Stanley Works| Robertson Tool Co. |   | | | | | | |   | Collection Period (days)| 55| 77| 47| 61| 96| 77| 53| Inventory % Sales| 12%| 18%| 13%| 17%| 18%| 16%| 33%|   | | | | | | |   | Operating Margin % Sales| 17%| 13%| 20%| 15%| 10%| 15%| 5%| Return on Capital| 21%| 9%| 10%| 12%| 11%| 14%| 4%|   | | | | | | |   | Times Interest Earned| 3. 8| 3. 2| 7. 1| 11. 5| 7. 8| 9. 3| 3. 5| Debt % Capital| | | | | | |   | ?  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   balance sheet values| 98%| 52%| 30%| 27%| 29%| 40%| 28%| ? market values| 29%| 37%| 20%| 17%| 19%| 24%| 37%| Bond Rating| BB-| BB+| BB B| -| A+| A| -| | | | | | | |   |Value of Firm ($ mil)| $ 712| $ 1,443| $ 1,191| $ 1,145| $ 1,861| $ 3,014| $ 29| EBIAT ($ mil)| 55| 119| 98| 90| 129| 234| 1. 80| EBIAT Multiple| 12. 8| 12. 1| 12. 2| 12. 7| 14. 4| 12. 9| 16. 1|   | | | | | | |   | Share Price| $ 42| $ 42| $ 29| $ 22| $ 26| $ 27| $ 30| Earnings Per Share| 2. 80| 3. 20| 2. 00| 1. 78| 1. 80| 2. 32| 2. 32| Price/Earnings| 15. 0| 13. 1| 14. 5| 12. 4| 14. 4| 11. 6| 13. 5| Average p/e multiple is 13. 5 Use the p/e multiple to multiply Robertson’s earning per share=13. 5*2. 32=31. 32 Now Robertson issued 584,000 shares So the equity value is 18,290,880 6.What price will be necessary to gain the support of the Robertson family, Simmons, and the majority of shareholders? What are the interests, concerns, alternatives for each group? . | Robertson| Simmons| Majority of SHs| Price| $32. 82| $50| $30| Interest| Distribution system| Interested in electrical equipment, tools, nonferrous metals, and rubber products| To improve the EPS of Monmouth in the next five years. | Concerns| A relatively poor sales and profit performance| NDP Stock price fluctuates| Poor company Performance Relative to the Industtry| Alternatives| NDP, Simmons, Monmouth| 133000 shares| NDP vs Monmouth| . Does Monwouth have an advantage over NDP in the bidding contest? Do you think NDP will raise its offer in response to Monmouth offer? The synergies created by a merger between Monmouth and Robertson are clearly greater than that of NDP. As a publisher and manufacturer of auto parts, the benefits would not be as many as that of Monmouth. NDP must consider how much it is willing to spend or borrow in order to make a bid greater than Monmouth. If Simmons receives his $50/share, he will be accepting of the merger, and support Monmouth.This will turn the favor to Monmouth, as an acquisition by NDP would surely devalue the resources of Robertson instead of using synergies created by mixing markets and offering new, complimenting , product lines. In fact, as Robertson is undervalued in the market because of unsystematic latencies and inefficiencies, the $50/share price demanded by Simmons might be less than the long-term gain inherent in the merger of Robertson and Monmouth. 8. What price can Monmouth pay without harming its long term trend in earnings per share ? Finance texts focus on net present value of cash flow to make investment decisions.Are companies therefore foolish if they make acquisitions based at least in part on earnings per share impact? First, we need to forecast Robertson’s net income if it is acquired by Monmouth, assuming its interest expenses will be $0. 8 million for the next five years. Second, we will forecast Monmouth’s total net income after acquisition of Robertson. Monmouth must raise funds to make this acquisition. The company anticipated making the acquisition by issuing stocks. Thus, we will calculate how many shares Monmouth should issue without harming its long term trend in earnings per share, and total shares outstanding after acquisition.We know that currently stocks of Monmouth and Robertson closed at $24 and $44, respectively; therefore, we can calculate the exchange ratio as $44/$24=1. 83x. If Monmouth acquired the entire Robertson by an exchange of stocks at a price of $44 per share, the shares that Monmouth needs to issue is 1. 07 (1. 83*0. 584) million. As a result, Monmouth’s total shares outstanding after acquisition would increase to 5. 28 (4. 21+1. 07) million. Now we know the total net income and total shares outstanding after acquisition, we can then calculate the after-merge earnings per share of Monmouth.According to the table below, the row in green shows that the after-merge EPS is lower than the before-merge EPS during the first two years, but will become higher in the following three years. Therefore, if we paid $44 per share for Robertson’s stocks, we can acquire the entire Robertson’s stocks wit hout harming Monmouth’s long term trend in earnings per share. Using the same techniques, we can estimate the price range that Monmouth can pay without harming its long term trend in earnings per share.We can use the Goal Seek function in Excel to estimate the highest exchange ratio. As you will see in the table below, the exchange ratio can increase up to 1. 98x without harming Monmouth’s long term trend in earnings per share. Therefore, using the exchange ratio of 1. 98x, we can estimate the per share price paid for Robertson’s stocks. The estimated price would be $47. 52 (1. 98*24) per share, higher than Robertson’s current trading price of $44, therefore will attract the shareholders of Robertson’s to sell; but still on’t harm Monmouth’s long term trend in earnings per share. However, EPS plays very little role in deciding whether an acquisition is good or not, since a company’s net income after acquisition and total shares outstanding can be affected by many factors. Acquisition will bring synergies to the acquiring company, such as cost savings and efficiency. Also, the acquiring company may not need to buy the entire target company’s outstanding stocks to gain control. As a result, EPS could also change due to these factors. Thus, NPV is a better alternative to value an investment.

Flat organization Group Essay

Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical power structures to industrial structures and today’s post-industrial structures. The typical hierarchical arrangement for lines of authorities, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A structure depends on the organization’s objectives and strategy. In a centralized structure, the top layer of management has most of the decision making power and has tight control over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions may have different degrees of independence. A company such as Proctor & Gamble that sells multiple products may organize their structure so that groups are divided according to each product and depending on geographical area as well. The Importance of Organization Structure A number of writers have pointed out the importance of an organization’s structure and the relationship between it and an organization’s size, strategy, technology, environment and culture. Mintzberg (1989) has written extensively and significantly on the importance of organizational structure. Miller (1989) has explored the importance of configurations of strategy and structure. Burns and Stalker (1961) concluded that if an organization is to achieve maximum performance then its structure must fit with or match the rate of change in its environments. Handy (1990, 1993) has discussed the importance of culture in relation to organizational design and structure and the need for new organizational forms. Pascale, Milleman and Gioja (2000, p.197) consider ‘design is the invisible hand that brings organizations to life and life to organizations.’ Further, organizational structure and design are closely entwined (Mabey, Salaman & Storey, 2001) with many aspects of human resource management. Thus structure has a key role in the all important human dimension of an organization. Too often the importance of Organization structure is overlooked and Miller (1989) points to a gap in the literature whereby the content of corporate or business strategies has not been widely considered in relation to structure. One of the most important aspects of a manager’s role is the design of Organizational structures, yet this is often a neglected responsibility (Senge, 1994). McMaster (1996) argues that Organizational design is not well understood and traditional management education does not include the development of any understanding of the principles of corporate design. The impact of the floury of corporate restructures that took place in the 1980s and 1990s, discussed later in this paper, supports this view. I would suggest that this lack of genuine understanding is a serious shortcoming. Definition of Structure Mullins (1993) and Mabey, Salaman & Storey (2001) describe the structure of an Organization as the pattern of relationships between roles in an Organization and its different parts. They see the purpose of this structure as serving to allocate work and responsibilities in order to direct activities and achieve the Organization’s goals. Structure enables managers to plan, direct, organize and control the activities of the organization (Mullins, 1993, Mabey, Salaman & Storey, 2001). Here is a traditional view of Organizational design that uses principles derived from classical and scientific Management. A non traditional approach is taken by Pascale, Milleman and Gioja (2000, p.197). They consider the role of architects and the principles they use to create buildings that provide ‘(1) structural integrity (sound buildings), (2) functionality (space appropriate for its intended use), and (3) aesthetic appeal.’ Using these principles an architect is able to work with the client in order to create a structure that is an integral and facilitating aspect of the life of the people who move in and around it. Thus architectural approaches can offer us a good model with which to consider Organization design principles. I would define an Organization’s structure as the architecture both visible and invisible which connects and weaves together all aspects of an Organization’s activities so that it functions as a complete dynamic entity. One simple approach is to consider how an Organization’s structure is described when represented diagrammatically, which most is often shown in the Organization chart. This provides useful insights into the underlying design principles. It will not show informal structures, but this is not the focus of this paper, except where they are an integral part of the design, as in for example, design Principles derived from complexity. The 20th Century –Traditional way Henri Fayol is credited by many as being the founder of modern management theory and practice. Writing at the beginning of the 20th century he advocated an Organization structure that was centralized, functionally specialized and hierarchical, in which everything had its specific place. Management was viewed as being all about planning, organizing, forecasting, co-coordinating and controlling. Others built on Fayol’s work, which Morgan (1986) claims provided the foundation of management theory in the first half of the last century, and which is still much in use up to the present day. Also in the early 20th century Frederick Taylor drawing on his understanding of traditional science and scientific method devised a theory of management – scientific management. He advocated the use of ‘scientific’ methods of measurement and analysis and broke all tasks down into small repetitive components. This was considered the most effective way of operating a production process and his methods achieved their apogee in the Ford motor car production line process. Thus the basic structure of many large Organizations in the 20th century was founded on linear, segmented, hierarchical design principles as typified by Figure 1. The larger the Organization the larger the structure and the more sub divisions. It was an approach to Organization design that reflected the classical scientific worldview as did the early management theorists Figure 1. Traditional Organization Chart / Structure During the mid 20th century there was a trend for Organizations to create huge corporate structures, often composed of many varied and different businesses, for example, the Hanson Trust, Trafalgar House, Unilever, and GKN in the UK and General Electric in the USA (Mabey, Salaman & Storey, 2001). In the public sector too, huge bureaucracies were created with the nationalization of the public utilities after World War II and the creation of the NHS in 1948. The management of these huge Organizations required a complex multilayered structure with many sub divisions. ‘Tall structures were created with as many as 20 plus levels between the chief Executive and the shopfloor operative. Managerial control of employees at all the Multiple levels was based on a mixture of direct command and budgetary Responsibility. Hierarchy, command and control were the governing principles of Employee management.’ But by the last decades of the 20th century, however, the trend for larger and larger structures was over. Almost every Organization experimented with some kind of structural change process (Ashkenas et al, 1995). Large conglomerates were broken up and large bureaucracies slimmed down as Organizations sought to become more effective and flexible (Mabey, Salaman & Storey, 2001). Companies merged and demerged, made acquisitions or sold them off and experimented with a range of approaches designed to make them more effective and responsive to a rapidly changing world. During this period Organizations were awash with notions of delayering, right / downsizing and business process re-engineering and for a time returns to shareholders were at record levels (Willis,2001). Downsizing was used by many companies as a way of adjusting their structures in order to be fitter and more effective. Large Organizations with many bureaucratic aspects like Kodak, IBM and General Motors restructured in this way (Mabey, Salaman & Storey, 2001). This and the often accompanying trend for outsourcing resulted in a wave of new problems particularly with employee insecurity and loss of expert knowledge. Coulson- Thomas and Coe (1991) report that in many of these slimmer Organizations there were issues of work overload, increased work stress, lack of vision, poor decision making, corporate in fighting and so on. Further, this approach proved to be an unsatisfactory one, not only because of the immediate social costs and the loss of experience and valuable skills, but because many Organizations failed to capitalize on the restructuring and implement new supportive systems (Mabey, Salaman & Storey, 2001). They changed the structure of the Organization but not in such a way as to improve its overall long term effectiveness. This apparent lack of insight concerning the importance of the relationship between structure and internal and external systems and human behaviours displays a restricted understanding of the principles of Organization design. Business process re-engineering was another approach which many adopted during this period as an effective way of improving efficiency and removing bureaucratic structures. But, Mumford and Hendricks (1996) point out, many companies became obsessed with cost cutting and associated staffing reductions and did not consider how best to reorganize and restructure. Also some chief executives used the process to rid themselves of cumbersome bureaucratic chains of command but failed to cede control Mabey, Salaman & Storey (2001, p.158) describe this period as one of ‘apparent chaos’ as Organizations also tried out approaches based on networking, outsourcing and notions of virtual forms of Organization. However, they provide an analytical framework which I shall use to describe the different types of structure that still redominate. It offers four main types of structure: bureaucracy, divisionalized structures, strategic business units and ‘de-structured’ forms. Organizational – 21st Century At the end of the 20th century some less traditional forms of organization structure beganto emerge as evidenced by the ‘de-structured’ forms described by Mabey, Salaman & Storey (2001). Handy (1990) observes that the old mechanistic systems are everywhere breaking down. Mabey, Salaman & Storey (2001) talk of the emergence of a new paradigm for organizational form which seeks to replace the rigidity and cumbersome nature of the traditional form. Ashkenas et al (1995) report on a change in design principles that amounts to a major shift.

Counseling essays

Counseling essays Jane appears to suffer from a number of personality disorders due to her family situation. Her parents and her siblings all appear, both to her and to the world in general, to find success without effort. Their physical attributes furthermore contribute, or seem to contribute, and to work in concomitant with their drive towards success. In other words; they are driven because they are beautiful and therefore attain success; and their beauty gives them drive. When any of Janes four family members therefore attempt something new, success is almost inevitable. Not being endowed with the same physical beauty of her parents or siblings, it is to be expected that Jane would feel somewhat left behind by the success that her family achieved. Expecting the same level of success from Jane as from their other children, Janes parents achieve the opposite by giving her negative feedback. Rather than being supportive, they are abrasive even when Jane tries her best to reach their seemingly i mpossible demands for success. As her therapist, I have therefore chosen the person-centered paradigm of therapy. I believe that this type of therapy will help Jane not only to begin taking responsibility for her own life, but also to feel less powerless and guilty in doing so. This therapy is best for Jane particularly, as I do believe that she has a vast well of untapped potential, which her parents are unable to unlock. Janes parents are used to success coming easily, and they may therefore be expected to regard Jane in the same light as the other siblings. Jane is however not the same type of person with the same talents as they are. She needs encouragement in order to pursue her own passions and talents, and to become a person in her own right. This is what I will attempt to help her with by using person-centered therapy. In terms of background, person-centered therapy was developed by Carl Rogers during the 1930s. The mo...

Biography of Emmett Chappelle, American Inventor

Biography of Emmett Chappelle, American Inventor Emmett Chappelle (born October 24, 1925) is an African-American scientist and inventor who worked for NASA for several decades. He is the recipient of 14 U.S. patents for inventions related to medicine, food science, and biochemistry. A member of the National Inventors Hall of Fame, Chappelle is one of the most distinguished African-American scientists and engineers of the 20th century. Fast Facts: Emmett Chappelle Known For: Chappelle is a scientist and inventor who received over a dozen patents while working for NASA; he devised ways for scientists to measure plant health and detect bacteria in outer space.Born: October 24, 1925 in Phoenix, ArizonaParents: Viola Chappelle and Isom ChappelleEducation: Phoenix College, University of California at Berkeley, University of WashingtonAwards and Honors: National Inventors Hall of FameSpouse: Rose Mary PhillipsChildren: Emmett William Jr., Carlotta, Deborah, and Mark Early Life Emmett Chappelle was born on October 24, 1925, in Phoenix, Arizona, to Viola White Chappelle and Isom Chappelle.  His family farmed cotton and cows on a small farm. As a child, he enjoyed exploring the desert environment of Arizona and learning about nature. Chappelle was drafted into the U.S. Army right after graduating from Phoenix Union Colored High School in 1942 and was assigned to the Army Specialized Training Program, where he was able to take some engineering courses. Chappelle was later reassigned to the all-black 92nd Infantry Division and served in Italy. After returning to the United States, he went on to study electrical engineering and earn his associates degree from Phoenix College. He then earned a B.S. in biology from the University of California at Berkeley. After graduating, Chappelle went on to teach at the Meharry Medical College in Nashville, Tennessee, from 1950 to 1953, where he also conducted his own research. His work was soon recognized by the scientific community and he accepted an offer to study at the University of Washington, where he received his masters degree in biology in 1954. Chappelle continued his graduate studies at Stanford University, though he did not complete a Ph.D. degree. In 1958, Chappelle joined the Research Institute for Advanced Studies in Baltimore, Maryland, where his research on single-celled organisms and photosynthesis contributed to the creation of an oxygen supply system for astronauts. He went on to work for Hazelton Laboratories in 1963. Innovations at NASA In 1966, Chappelle began working at NASAs Goddard Space Flight Center in Greenbelt, Maryland. His work as a research chemist supported NASAs manned space flight initiatives. Chappelle pioneered a way to develop the ingredients ubiquitous in all cellular material. Later, he developed techniques that are still widely used for the detection of bacteria in urine, blood, spinal fluids, drinking water, and foods. Chappelles research helped NASA scientists develop a way to remove soil from Mars as part of the Viking program. In 1977, Chappelle turned his research efforts toward the remote measurement of vegetation health through laser-induced fluorescence (LIF). Working with scientists at the Beltsville Agricultural Research Center, he advanced the development of LIF as a sensitive means of detecting plant stress. Chappelle was the first person to identify the chemical composition of bioluminescence (the emission of light by living organisms). Through his studies of this phenomenon, he proved that the number of bacteria in water can be measured by the amount of light given off by that bacteria. He also showed how satellites can measure luminescence levels to monitor the health of crops (growth rates, water conditions, and harvest timing) and enhance food production. Chappelle used two chemicals produced by fireflies- luciferase  and  luciferin- to develop a technique for detecting adenosine triphosphate (ATP), an organic compound found in all living organisms: You  start out  with the fire fly  which you  have to obtain by the way. Either you catch it yourself or you pay the little kids to run around  catching  them for you. Then you  bring  them into the lab. You chop off their tails, grind them up and get a solution out of these ground-up tails...You add adenosine triphosphate to  that  mixture and you get  light. Chappelles method for identifying ATP is unique in that it works outside of earths atmosphere- meaning it could, in theory, be used to identify extraterrestrial life. The field of exobiology- the study of life beyond the planet Earth- owes much to Chappelles work. The scientist himself, in an interview with The HistoryMakers, said he is inclined to believe there is life beyond Earth: I  think its  likely. Its not life as we know it here on Earth. But I think its likely that theres, there are organisms up there that reproduce. Chappelle retired from NASA in 2001 to live with his daughter and son-in-law in Baltimore, Maryland. Along with his 14 U.S. patents, he has produced more than 35 peer-reviewed scientific or technical publications and nearly 50 conference papers. He has co-authored and edited numerous other publications on a variety of subjects. Accolades Chappelle earned an Exceptional Scientific Achievement Medal from NASA for his work. He is a member of the American Chemical Society, the American Society of Biochemistry and Molecular Biology, the American Society of Photobiology, the American Society of Microbiology, and the American Society of Black Chemists. Throughout his career, he has mentored talented minority high school and college students in his laboratories. In 2007, Chappelle was inducted into the National Inventors Hall of Fame for his work on bioluminescence. He is often included on lists of the most important scientists of the 20th century. Sources Carey, Charles W. African Americans in Science: An Encyclopedia of People and Progress. ABC-CLIO, 2008.Dunbar, Brian. â€Å"Goddard Scientist Inducted Into National Inventors Hall of Fame.† NASA, NASA.â€Å"Emmett Chappelle.† The HistoryMakers.â€Å"Fireflies Light Gains New Uses in Medical and Technical Research.† The New York Times, The New York Times, 25 Aug. 1975.Kessler, James H. Distinguished African American Scientists of the 20th Century. Oryx Press, 1996.

Muslims in Myanmar Research Paper Example | Topics and Well Written Essays - 3750 words

Muslims in Myanmar - Research Paper Example Subsequently, it analyzes and proves the existence of religious and ethnic cleansing and explores its impacts on the stability of and democracy in Myanmar. Moreover, it considers counter-arguments against helping minority Muslims and provides responses to apathy and lack of international solidarity against human rights abuses all over the world. The paper argues that Muslims in Myanmar are experiencing oppression because of ethnic and religious discrimination from Burmese Buddhists that results to continuous violence that rocks national stability and challenges national democracy. While Buddhists are traditionally known for their peaceful nature, a radical, violent face of Buddhism in Myanmar (formerly known as Burma) indicates how it can be used as a political platform for marginalizing and conducting widespread religious and ethnic cleansing against minority Muslims.1 The Myanmar government and several radical Burmese Buddhists have had a long history of human rights violations against the Burmese Muslim minority. The Islamic Human Rights Commission (ISHR) commissioned humanitarian aid worker, Rianne Ten Veen, to give testimony and to bring international attention to the ethnic and racial cleansing of Muslims in Myanmar in the report, Myanmar’s Muslims: The Oppressed of the Oppressed.2 The report used data compiled in 2004 regarding the abuses against Muslims. Ten Veen asserts that the history of Muslim oppression â€Å"is believed to have started in 1784 when Burman Buddhists invaded Arakan.†3 She demonstrates through evidence gathered in her report that though ethnic and religious minorities suffer in general under the repressive regime of the government, â€Å"it seems to be the Muslims of Arakan who have borne the brunt of the resentment.†4 Arakan Muslims consist of Rohingya Muslims, among other ethnic Muslim groups, and the latter has continuously experienced various forms and degrees of prejudice and discrimination, at times,