Network Security Essay Example for Free

Network Security Essay You are interested in starting your own Music Store, QualitySounds, in a suburban area of your town. You need to design and build a network and computing solution for your stores. You have done some initial planning and you will start with two stores (but you plan to add two more stores across town within one year). Your store will sell new and used music and allow customers to get â€Å"online† in your stores and download music. You also will offer classes on how to setup music downloads and configure MP3 devices. You took computer networking courses in college and you feel you can tackle this solution yourself. Upon initial planning, you have identified the following requirements for your network: * Connects three office computers and one computer used for Point-of-Sale (POS) services at each of your stores. You also want six (6) computers in the lobby/store where patrons can download music and you can run â€Å"training classes† for people to learn about using MP3 players and get other basic information. The two offices have to be connected into one cohesive network, sharing POS services and other critical company information. You also need to provide a â€Å"hand out† casual area for people to stop in and discuss music and connect wirelessly to the Internet (you might even offer free coffee to entice people to come in to your store). * Provides adequate security for all of the company communications and documents (especially sensitive sales documents). All POS services must be protected. All general network access should be segmented from the company POS services. * Fast and have additional capacity as the company grows * Provides for centralized printing * Supports the eventual addition of other stores to the network * Provides customers with a general information Website and a secure Website where clients can buy services, and products * Provides for limited downtime (24 hour downtime maximum) * Provides for centralized management and control of the computers in the two stores, so that you can maintain the network from off-site * Provides for long-term cost effectiveness * Provides a suite of software tools for the employees to effectively communicate and a POS solution for the stores The company does not have any equipment. Your plan should include a complete network and computer system that meets these requirements and future expansion plans. The two store locations will (eventually) be within a five-mile radius of each other. The locations are within a suburban area that has current technological infrastructures and related technology offerings. The stores will need a sales system and print services for invoices. Complete your proposal including costs for computing equipment, network infrastructure, network servers, printers, and related hardware, software, and accessories. Include as much detail as possible as well as justification as to your selections. Diagram and explain your physical network and computer design as well as the logical network design (server installation, domain layout, etc.). As you are a small business, cost is a major factor and should be minimized.

Analysis of VP28 Gene in White Spot Syndrome Virus Infection

Analysis of VP28 Gene in White Spot Syndrome Virus Infection Temporal analysis of VP28 gene in White spot syndrome virus infected fresh water crabs Chiin Nei Chinga, Mansi Parihara, R. Sudhakaranb* aSchool of Bioscience and Technology, VIT University, Vellore – 632 014, Tamil Nadu, India. *bAssistant professor, SBST, VIT University, Vellore – 632 014, Tamil Nadu, India. ABSTRACT Aquaculture is the farming of aquatic organisms such as fish, crustaceans, molluscs and aquatic plants. Disease emergence is a concern in wild fisheries due to environmental pressures, the direct impact of human activities and the risk of pathogens spread from aquaculture. Common viruses are Taura syndrome virus (TSV), white spot syndrome virus (WSSV), and the necrotizing hepato pancreatitis bacterium (NHP-B). The White Spot Syndrome Virus is the most economically devastating viral pathogen to global shrimp aquaculture production and has been proposed to be capable of infecting all decapod crustaceans. WSSV is an enveloped ellipsoid virus, which belongs to the genus Whispovirus of the family Nimaviridae. VP28 is one of its major envelope proteins, and plays a crucial role in viral infection. In this study, the proteins of the infected crab were purified using SDS page and then Western Blotting was performed to extract that particular protein. The VP28 protein will appear as specific bands in the blot. Keywords:Â  Aquaculture, White spot syndrome virus, VP28, SDS-Page, Western blotting. 1. INTRODUCTION White spot syndrome virus (WSSV) is one of the major shrimp pathogen that causes a high mortality rate of 90-100% within 3-10 days of infection (Lightner, 1996). Natural WSSV infections have been found in captured and cultured specimens of the mud crab. WSSV is an enveloped ellipsoid virus, which belongs to the genus Whispovirus of the family Nimaviridae. In addition, WSSV can also infect a wide range of hosts including both decapod and non-decapod animals with more than hundred species described to date. So far, the genome from three different WSSV isolates has been sequenced. Sequence analysis showed that WSSV contains approximately 500 putative open reading frames (ORFs), most of which have no homology with any known genes or proteins in public databases. Till now, more than 50 structural and non-structural proteins were identified. Tools such as polymerase chain reaction (PCR) and nested PCR, originally developed by Lo etal., have been widely used and recommended by the Office of International Epizootics (OIE) to be used as standard diagnostic methods for the detection of WSSV. Despite their excellence in specificity and sensitivity, these methods were not suited in some circumstances due to their complications, the requirement of thermal cycler, time-consuming, and labor-intensive. Moreover, the classical agarose gel electrophoresis with ethidium bromide staining, following the visualization under the ultraviolet (UV) transilluminator required to analyze the result of PCR products. Western blotting identifies with specific antibodies proteins that have been separated from one another according to their size by gel electrophoresis. The blot is a membrane of nitrocellulose or PVDF (polyvinylidene fluoride). The gel is placed next to the membrane and application of an electrical current induces the proteins in the gel to move to the membrane where they adhere. The membrane is then a replica of the gel’s protein pattern, and is subsequently stained with an antibody. Therefore, these features could be limited their applications, particularly in the resource-limited areas and non-laboratory environments such as at the pond or station sites. 2. MATERIALS AND METHODS 2.1. Tissue homogenate preparation: Gills, muscle, hepato pancreas and Head soft tissue from the crab infected with WSSV were homogenized in 1:10 suspension with NTE Buffer. It was then freeze and thaw for three times then centrifuged at 5000 rpm for 5min. The supernatant were collected separately in a tube and stored at -20Â °C. This supernatant was used for protein analysis. 2.2. Protein estimation: Lowry’s method was performed for the estimation of protein in order to know its concentrations (Lowry et al., 1951). 2% sodium carbonate in 0.1N sodium hydroxide (Reagent A) 0.5% copper sulphate in 1% potassium sodium tartrate (Reagent B) Alkaline copper solution: Mixed 50 ml of solution A and 1 ml of B prior to use (reagent C) Folin Ciocalteau reagent (Reagent D) Protein standard stock: 50 mg of bovine serum albumin (fraction V) was weighed and dissolved in distilled water and made up to 50 ml (1 mg/ml) Working standard- diluted 1ml of stock solution to 5 ml with distilled water. (200 Â µg of protein/ml). 2.3. SDS-PAGE: SDS-PAGE is currently used to determine the molecular masses, and also to investigate the subunit composition and the domain structure of proteins. TAE Buffer (1X) was poured in tank which maintain the temperature and pH of the gel. Gel was prepared and protein sample is mixed with bromophenol blue which act as a tracking dye. Then it was loaded into the well and electric current of 50V is applied into the tank which is later on increase to 100V when the dye contacts the resolving gel. When the dye reach the end of the resolving gel it was taken out and stain with the help of Coomassie Brilliant Blue R-250 (methanol-50 ml, distilled water 40 ml, glacial acetic acid 10 ml) for 1 hour and de-stain the gel by immersing in the de-staining solution (65 ml of distilled water, methanol 10 ml and 25 ml of glacial acetic acid). 2.4. Western blotting: Transferring of the protein into a membrane The membrane can be either nitrocellulose or PVDF. PVDF requires activation with methanol for one minute and is then rinsed with transfer buffer before preparing the stack. After stacking, the electro transfer is carried out for 90 minutes at a constant current of 150 mA set by maintaining the voltage at maximum. Transfer to the membrane and checked using Ponceau Red staining before the blocking step. (PVDF cannot be stained). After ponceau staining, wash the nitrocellulose membrane with TBST for 1 min at room temperature. Blocking and Antibody incubation Block the membrane for 1 hour at room temperature in blocking buffer (10 % milk in TBST). After blocking, incubate the membrane in primary antibody (1:1000 dilutions) in 2.5% milk in TBST overnight at 4Â °C. Wash the membrane for three washes using TBST for 5 minutes each. Incubate the membrane with secondary antibody (1:2000 dilutions) in 2.5% milk in TBST at room temperature for 1 hour. Wash the membrane in three washes of TBST, 5 minutes each. Add ECL reagent (Solution A and B in 1:1 ratio) on to the membrane and spread it thoroughly on to it using a pipette. Remove the excess reagent and place the membrane on to the x-ray cassette and expose to x ray film in the dark room. An initial 10 sec exposure should indicate the proper exposure time because due to the kinetics of the detection reaction, signal is most intense immediately following incubation and declines over the following 2 hrs. 3. RESULTS AND DISCUSSION 3.1. SDS-PAGE: Fig.1 SDS-PAGE which shows different bands under white light. Lane 1- Gill; Lane 2- HST; Lane 3- Muscle; Lane 4-Hepatopancreas. The polypeptides of purified virus were resolved by SDS-PAGE using discontinuous buffer system. In 12.5% acrylamide gel, the purified virus yielded different polypeptides base on their molecular mass in which lower molecular weight will elute faster as compared to those having higher molecular weight, which were Visualized on Coomassie brilliant blue R 250 staining. 3.2. Western blotting: Fig 2. Western blotting Viral polypeptides separated by SDS-PAGE were electrophoretically transferred to nitrocellulose membrane (0.22 ÃŽ ¼m) in transfer buffer (192 mM glycine, 25 mM Tris and 20% methanol, pH 8.3), at 0.8 mA/cm2for 1 h. it was later on view by using film to visualize the relative abundance of proteins Discussion By performing SDS-PAGE, (fig.1) we can determined the different molecular weight of polypeptide. The difference in the number of the polypeptide may be attributing due to the difference in concentration of the resolving and other physical conditions. The western blot analysis of proteins of semi-purified white spot syndrome virus separated on 12.5% gel (fig.2) showed different number of immunogenic proteins based on its molecular weight. Out of these, those proteins, which stained more intensely, were considered as major immunogenic proteins. However, further studies are needed to establish its immunogenic nature and feasibility for its use as vaccine. Because electrophoretic separation of proteins is always carried out under denaturing conditions, the problem of solublization, aggregation and co-precipitation of target proteins with adventitious proteins are eliminated. REFERENCES [1] Lowry, O. H., N. J. Rosebrough, A. L. Farr and R. J. Randall (1951): Protein measurement with the Folin phenol reagent. J. Biol. Chem., 193(1), 265-275. [2] van Hulten, M. C., J. Witteveldt, S. Peters, N. Kloosterboer, R. Tarchini, M. Fiers, H. Sandbrink, R. K. Lankhorst and J. M. Vlak (2001): The white spot syndrome virus DNA genome sequence. Virology, 286(1), 7-22. [3] Seetang-Nun Y, Jaroenram W, Sriurairatana S, Suebsing R, Kiatpathomchai W (2013)Â ­: Visual detection of white spot syndrome virus using DNA-functionalized gold nanoparticles as probes combined with loop-mediated isothermal amplification. Mol Cell Probes, 27(2):71-9. [4] Maurice Pagano (1999): Application of electrophoresis and related methods, such as western blotting and zymography to the study of some proteins and enzymes. Analytica Chimica Acta, 83(1–2): 119–125. [4] Lightner, D. V. (1996): A Handbook of Shrimp Pathology and Diagnostic Procedures for Diseases of Cultured Penaeid Shrimp. World Aquaculture Society.

Huawei Human Resource Management (HRM)

Huawei Human Resource Management (HRM) The Human Resources Challenge of Huawei - Cultural clash Introduction Background of Huawei In 1987, Ren Zhengfei, then 44 years old, founded a telecom equipment-trading firm in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in more than 170 countries and regions, serving more than one-third of the world’s population, and leading the world in international patent applications. Over 30 years, it has grown to become the largest telecom company in the world. As well as that, it has operations and representative offices in more than 100 countries and serves over 1 billion users worldwide. Huaweis success boils down to two fundamental elements: the changing technology environment and the creativity of its people, so we can realize that employees play a very important role in Huawei and the human resources management is very crucial to Huawei Human resources challenges of Huawei According to Fang Lee Cooke (The International Journal of Human Resource Management, 2012, p.1845), there are several challenge to HRM in host countries and management responses of Huawei. First, because salaries are based on performance levels, inexperienced local new hires may have lower wages. Second, unlike local employment laws, as foreign companies, they need to comply more strictly with these laws than China. Third, how to strike a balance between employee development and cost-effective employee disbursement is sometimes a dilemma because HCN employees need training and development opportunities and then leave more famous Western multinationals. Fourth, multiculturalism and diversity management is another issue. Huawei may be one of the few Chinese companies that actively adopt the concept of multiculturalism and diversity management. Fifth, the lack of approval from local employees and their employers and the lack of acceptance of the corporate culture of Chinese enterprises are a double challenge to the issue of retention. The key challenge Cultural clash is one of the key human resources aspects that affected Huawei. Huawei as a multinational company, the objective existence of the companys internal cultural differences, is bound to cause cultural conflicts in the enterprise. As the process of global integration accelerates and the flow of human resources in multinational enterprises like Huawei continues to accelerate, this cultural friction will increase day by day and gradually begin to manifest itself in the internal management and external operation of transnational corporations, resulting in the loss of market opportunities for transnational corporations and the inefficiency of the organizational structure and make the implementation of the global strategy in trouble. Therefore, this essay will attempt to demonstrate how the Huawei can solve this problem and develop better for its brighter future using human resources management practices. Main discussions Huaweis problem of human resources While Huawei successfully achieved its trans-national development, Huawei also encountered many challenges in its human resources management. The transnational management practice of Huawei shows that one of the important factors that affect transnational management is that various cultural conflicts arise from the differences in value orientation and behavior among people from different cultural backgrounds. How to realize the absorption and integration of culture has become a problem that Huawei constantly solves in transnational management. How to solve the cultural conflict of human resource management in Huawei With the continuous expansion and development of overseas affiliates of Huawei, Huawei conducts cross-cultural human resources management mainly through the following tactics: Localization strategy Localization strategy which means the concept of global adaptation is the business trying to integrate into the target market, and strive to become a target market strategy adopted. The essence of localization is the process of multinational corporations integrating production, marketing, management and personnel into the economy of the host country in an all-round way. Generally, they conduct a series of surveys to understand the actual local economy, culture and customs. At Huaweis overseas offices, everyone strives to create an atmosphere in which everyone, regardless of nationality and race, is a Huawei employee. Both Chinese and foreign cultures constantly collide and merge with each other. Under the influence of Huaweis culture, Huawei is gradually presenting its diversified and international characteristics. With the gradual implementation of localization business strategy, the ratio of Chinese and foreign employees in overseas institutions of Huawei continuously changes. Culturally compatible strategy Culturally compatible strategy is also the most important thing which need to understand the differences between different cultural concepts. Therefore, Huawei needs to integrate cultural differences into the overall marketing strategy to ensure that the realization of business goals will always be a major issue. For instance, Huawei’s employees in Uzbekistans offices regularly attend local weddings, travel to cities on holidays, watch ballets and learn about local culture and customs. Whenever an employee is on his birthday, everyone congratulates on sending a gift collectively. Cross-cultural training strategy Huawei implements cross-cultural training strategy. As international enterprises become the most important intercultural organizations in the world, the source of human resources is increasingly showing an international trend among a considerable number of enterprises. More and more people of different colors become colleagues. The employees from different countries and nations have different cultural backgrounds. Employees values, needs, attitudes and behaviors are quite different. Such cultural differences within the enterprise inevitably lead to cultural conflicts. At the same time, due to cultural differences, the human resources management concepts, human resources management systems and methods of different countries vary. As a result, the human resources management concepts and management methods among the managers in the enterprises also continuously impact and collide. In the daily operation of enterprises and foreign exchanges, if employees are lack of the knowledge and skills of intercultural communication, the differences between cultures will create misunderstandings and unnecessary friction, which will affect the work efficiency and reduce the competitiveness of enterprises. Therefore, the cultural difference is also an obstacle that must be overcome in the internationalization and transnational management of human resources. Huawei employees will receive relevant training in the training department before leaving the country, such as the local cultures and related products. Daily training also includes seminars, language training, books, websites, discussion and simulation exercises and more. These trainings enhance the adaptability of employees with different cultural backgrounds and promote communication and understanding among people of different cultural backgrounds. Through continuous cross-cultural training, cross-cultural awareness has gradually developed among employees and learned to regard cultural differences as differences without distinction between good and bad, helping employees to be good at standing with people of different cultural backgrounds considering each others point of view, cross-cultural conflicts are greatly reduced. Common values management. A reason why a company can become a good company, a very important reason is that it has successfully created a kind of core values ​​and mission to enable all employees heartfelt identity, as the core values ​​of the enterprise culture once being all staff sincerely agree or share, it will affect peoples thinking and behavior patterns. HuangWeiwei (dedication – the Huawei Philosophy of Human Resources Management) claims that Huawei doesn’t like to make too much money. And the profits are not its motive – growth is. This aspect of the enterprise culture is what drives its HRM policies and approaches. In addition to regulating and managing overseas institutions under Huaweis business conditions, Huaweis corporate culture restricts every employees behavior in an invisible ideology. Even away from overseas, the militarized management style from Huawei headquarters is still not diminished. Huawei believes that only those who persist in fighting unjustly for the collective can form a united community. Therefore, Huawei advocates desire-driven, decent means, so that the formation of a group of vigorous, good management style. Huawei believes that unity and cooperation, collective struggle is the soul of Huawei. No one in Huawei has the privilege, and everyone shares the common aspiration and hardship, equality for all. Any individual interest must serve the collective interests and integrate individual efforts into the enterprise. Huawei integrated this common value, the entire enterprise burst out of the incredible combat effectiveness. So we could realize that in human resources management, only understanding cultural differences and respecting multi-culture can improve the ability of cross-cultural management. Suggestions for Huawei Cross-cultural Human Resources Management Under the multi-cultural background, the core of human resource management lies in how to integrate the scattered and isolated functions, responsibilities and activities in human resource management. By coordinating the operation of human beings and creating the competitive advantage of enterprises. In order to give play to this advantage of enterprises, Huawei can consider the following aspects in implementing cross-cultural human resources management: Firstly, Huawei should strengthen cross-cultural selection and training. Cross-cultural selection and training can enhance peoples responsiveness and adaptability to different cultural traditions, promote communication and understanding among people of different cultural backgrounds, mitigate cultural conflicts and enhance teamwork and corporate cohesion. The specific measure is that Huawei should try to select those who have the skills and qualities of a global manager. They should love the new culture, have the adventurous spirit, have strong interpersonal skills and work hard with people from different cultures to understand their opinions and attitudes. Such a global manager can adapt to the requirements of cultural integration and they also have to attend a series of trainings about the language, culture and personal occupation of so as to better adapt to the future work. Huawei should also adopt some new cross-cultural training methods, such as setting up intercultural communication programs, setting up global service projects and setting up business institutes. Secondly, based on the common understanding of culture, Huawei should establish the strong corporate culture according to the requirements of the external environment and the strategic development of the company. It helps Huawei not only to reduce cultural conflicts, so that each employee can put their thoughts and behavior with the companys business operations and objectives together, but also to make the subsidiary and the parent company closer. At the same time, it can establish a good reputation in the international market and enhance the transnational corporations ability of cultural change. Thirdly, Huawei should enhance cross-cultural communication. In order to ensure the effective implementation of effective communication in cross-cultural enterprises, Huawei must establish a culture of mutual understanding and mutual respect between management, management and employees as well as between the company and the outside. In addition, Huawei must actively establish a variety of formal and informal, effective and invisible cross-cultural communication organizations and channels, so that every employee in the enterprise have more opportunities to express their opinions. Some successful companies often organize seminars, classes and language training within the enterprise and enhance the role of managers by effectively promoting communication with people, teams and organizations through the use of media such as books, bulletin boards, websites, videos and television. As a result Huawei could improve business efficiency and maximize the effectiveness of cross-cultural human resources management. Fourthly, Huawei should enhance the localization of employees. As local managers have a deep understanding of local culture, they are easily accepted by employees and at the same time provide a promotion channel for local employees. Therefore, they have strong incentives. Local employees are familiar with the local customs, market dynamics and government regulations, hiring local employees will undoubtedly facilitate cross-cultural enterprises in the local market development and gain a firm foothold. In the development of intercultural human resources, most large multinational corporations have proposed the strategy of employees’ localization and continuously raised the proportion of senior and middle-level managers in the country. The management concept of local affairs managed by local people is being gradually realized. To some extent, the implementation of this concept can make cross-cultural enterprises eliminate cultural friction, develop their own adaptability to local culture, and its unique foreign culture affect the host countrys cultural environment, showing a companys great tolerance to multiculturalism , So Huawei could attract more outstanding employees and enhance their competitiveness. Through the above measures, the effectiveness of cross-cultural human resources management at Huawei will be greatly enhanced so that enterprises can implement effective and strategic personnel planning in a multicultural environment. Conclusions With the continuous expansion and development of Huaweis overseas subsidiaries, Huawei, as the leading telecom solution provider in the world, has faced the challenge which is cultural conflicts in the implementation of human resources management. In order to solve the conflicts caused by cultural differences, Huawei implement cross-cultural human resources management, mainly through the implementation of localization strategies, cultural compatibility strategies, cross-cultural training and common values management strategies. Huawei mainly implements localization strategy when implementing cross-cultural human resources management, including staff localization, localization management, R & D localization and localization of partners. There are more than 100 countries around the world applying their products. International markets have become the main source of Huawei’s sales. In all countries and regions, Huawei has set up hundreds of branches and dozens of research institutes. More than half of its employees are local employees, and more and more local employees have become local technical backbone. Huawei has established training centers around the world, which greatly enhance Huaweis ability to provide high-quality training in these regions. While maintaining sound management, Huawei persists in its localized operation globally and has made great contributions to its countries and regions. As well as that, Huawei has established branches in more than 100 countries around the world, investing locally, setting up sales and service offices, research and development centers, training centers, technical support centers and factories, and hiring local staff. This not only deepens Huaweis understanding of the local market, but also raises the local employment rate, enhances the technical level of local engineers and promotes the development of the local economy. In addition, Huawei regards employee training as the most basic level of cross-cultural management. Cross-cultural training for employees, including training on basic knowledge of culture, training on cultural conflicts, and training on cultural adaptability, has been conducted. In terms of value management, Huaweis corporate culture affects every employee as an invisible ideology. Huawei creates the unique wolf corporate culture and it requires employees to develop the habit of learning, to have a good learning ability and a unique sense of innovation and awareness. In summary, cross-cultural human resources management has an important impact on the survival and development of Huawei and also plays an important role in the productivity of Huawei. A successful human resources management will bring a value-added effect of 1 + 1> 2 to the enterprise, otherwise, it will have a negative impact and hinder the development of the enterprise. References Fang Lee Cooke The International Journal of Human Resource Management, 2012, p.1845 Huang Weiwei Dedication the Huawei Philosophy of Human Resources Management Huawei The startup that became the largest telecom company in the world

Images of the People for the Ethical Treatment of Animals :: Essays Papers

Images of the People for the Ethical Treatment of Animals It all makes good sense so long as animals exist. Humans are not so different from nonhuman animals, yet through a vast array of often mutually supporting structures of domination – from food to fashion and psychology to war, â€Å"the suffering that we inflict on nonhuman beings can be extreme, and the numbers involved are gigantic†[1]. From this, People for the Ethical Treatment of Animals (PETA) branches out. A next step, a necessary path, a biological outgrowth or a wandering extension of a moral â€Å"circle† of consideration of nonhuman animals. The slogan: â€Å"Animals are not ours to eat, wear, experiment on or use for entertainment†[2]. But more than a slogan to march to, the pithy philosophy also guides, unifies, and activates the media presence that makes up the fundamental faces of PETA. PETA is also other than a cadre for animal revolution, â€Å"we are complete press sluts†[3]. For animals, the revolution will be televised vigo rously. Whereas this struggle might be understood as the instrumental use of media to effect an outside end for real world concerns (more TV makes less animals die), how PETA’s images have worked can be understood on an alternate screen of anti-aliased renders and widescreen projection. A programming of simulation, nature, and animal. PETA’s internet enabled zoo of images, photos for every block of words and text for every block of pixels, both addresses and symbiotically supports the habitat and survival of the animals they hope to strategically aid. For, while ‘the cause’ would be served as well by the sudden disappearance of animal cruelty, what is advocated is precisely inclusive and referential of itself. These animals, whose kind is to be saved, live inside of html formatted rectangles in Photoshop blended subtlety and complexity. It all makes sense so long as animals exist, and the premise is hard to deny. Animals have been, as PETA is no doubt aware, consistently and progressively devastated, impacted, displaced, conquered, enslaved, caught, captured, killed, boxed in and eliminated. The activist may tell you that this process is by no means inevitable or necessary and must be ended now. But the images sear a different mark: animals, as we once knew them, may have already passed through their disappearance, ascension, and resurrection. Bruce Friedrich, PETA’s director of vegan outreach, has said of meat eating, â€Å"feeding plants to animals then eating the animals is like filtering water through a sewer then drinking it†[4].

Its Time to Reform the Endangered Species Act Essay -- Argumentative

It's Time to Reform the Endangered Species Act In 1973, Congress passed the Endangered Species Act. The Act was passed in response to findings by Congress that growth and development were responsible for the extinction of species of fish, wildlife and plants. This Act was to provide programs to protect species identified as either endangered or threatened. It also mandated Federal agencies and departments to protect endangered and threatened species in their own operations, as well as work with State and local agencies to further promote conservation and protection of identified species. By the definition of the Endangered Species Act, a species covered by the legislation is either classified â€Å"Endangered† if threatened with extinction, or â€Å"Threatened† if in a state of decline that might place it on the endangered list. As of 23 March 2003, 1262 species of plants and animals were listed as endangered or threatened by the Endangered Species Act, with thirty-three species proposed for listing. To date, twenty-six species have been removed from the list, either due to recovery or the discovery of new information about their status, while seven were removed due to becoming extinct. THIRTY YEARS LATER: NEW LOOKS AT THE SUCCESS OF THE ACT There are concerns about the Endangered Species Act upon business, industry, and property owners, as well as Wildlife groups, about the effectiveness of the Act in protecting and restoring listed species. A report from the Ecological Society of America entitled â€Å"Strengthening the Use of Science in Achieving the Goals of the Endangered Species Act†, calls upon the Federal government to adopt a more-proactive approach in species preservation. They note that by the time a species... ... important. But anything worth doing is worth doing right. The Act should be reformed in a manner which will increase cooperation by all interested parties, and in doing so, help us reach the ultimate objective of the Endangered Species Act. SOURCES: Ecological Society of America, The. â€Å"Strengthening the Use of Science in Achieving the Goals of the Endangered Species Act† http://www.esa.org/publications/esarpt.htm National Endangered Species Act Reform Coalition http://www.nesarc.org/ National Wildlife Institute. â€Å"Conservation Under the Endangered Species Act: A Promise Broken† http://www.nwi.org/SpecialStudies/ESAstudy.html U.S. Fish & Wildlife Service. â€Å"Endangered Species Information† U.S. Fish http://endangered.fws.gov/wildlife.html U.S. Fish & Wildlife Service. â€Å"The Endangered Species Act of 1973† http://endangered.few.gov/esa.html It's Time to Reform the Endangered Species Act Essay -- Argumentative It's Time to Reform the Endangered Species Act In 1973, Congress passed the Endangered Species Act. The Act was passed in response to findings by Congress that growth and development were responsible for the extinction of species of fish, wildlife and plants. This Act was to provide programs to protect species identified as either endangered or threatened. It also mandated Federal agencies and departments to protect endangered and threatened species in their own operations, as well as work with State and local agencies to further promote conservation and protection of identified species. By the definition of the Endangered Species Act, a species covered by the legislation is either classified â€Å"Endangered† if threatened with extinction, or â€Å"Threatened† if in a state of decline that might place it on the endangered list. As of 23 March 2003, 1262 species of plants and animals were listed as endangered or threatened by the Endangered Species Act, with thirty-three species proposed for listing. To date, twenty-six species have been removed from the list, either due to recovery or the discovery of new information about their status, while seven were removed due to becoming extinct. THIRTY YEARS LATER: NEW LOOKS AT THE SUCCESS OF THE ACT There are concerns about the Endangered Species Act upon business, industry, and property owners, as well as Wildlife groups, about the effectiveness of the Act in protecting and restoring listed species. A report from the Ecological Society of America entitled â€Å"Strengthening the Use of Science in Achieving the Goals of the Endangered Species Act†, calls upon the Federal government to adopt a more-proactive approach in species preservation. They note that by the time a species... ... important. But anything worth doing is worth doing right. The Act should be reformed in a manner which will increase cooperation by all interested parties, and in doing so, help us reach the ultimate objective of the Endangered Species Act. SOURCES: Ecological Society of America, The. â€Å"Strengthening the Use of Science in Achieving the Goals of the Endangered Species Act† http://www.esa.org/publications/esarpt.htm National Endangered Species Act Reform Coalition http://www.nesarc.org/ National Wildlife Institute. â€Å"Conservation Under the Endangered Species Act: A Promise Broken† http://www.nwi.org/SpecialStudies/ESAstudy.html U.S. Fish & Wildlife Service. â€Å"Endangered Species Information† U.S. Fish http://endangered.fws.gov/wildlife.html U.S. Fish & Wildlife Service. â€Å"The Endangered Species Act of 1973† http://endangered.few.gov/esa.html

Immigration to the United States and America

Immigration Jennifer Lippert ENG/102 March 12, 2012 Dr. Kimberly Stanley In the United States of America, we live in a sea of opportunity. Many people come from other countries to live in America to explore those opportunities, but the laws governing immigration have failed to change with the ever-increasing immigrant population. We watch as Border States deal with the rising costs to support immigrants and wonder whether this was what the founding fathers had in mind when the first Immigration Laws were passed.We wonder about the effects on America’s economy as our immigrant population work in this country then send these U. S. dollars to their home country to support their families. We observe an ever-changing landscape continually affected by the legal and illegal immigrants who land in our great country. We contemplate whether America is the land of opportunity and the land of the free, or simply a place for immigrants to land and live for free. As citizens, it is not only our right, but also our duty, to question our leaders and our laws particularly when those laws no longer appear to fit America’s vision.Immigration laws have remained stagnant for far too long and, although immigrants were the founding fathers of our nation, it is time to examine America’s position before the social and economic costs become insurmountable. America’s founding fathers believed that immigration was necessary to increase the population of our country, but also believed that they must prove a loyalty only to America to become citizens. Beginning with George Washington, in the late eighteenth century, a statement was made that immigrants should be integrated into American life so that Fonte  Ã‚  (n. . ) â€Å"by an intermixture with our people, they, or their descendants, get assimilated to our customs, measures, laws: in a word soon become one people. â€Å"This then became a new basis for immigration. In this case, the term â€Å"assimilates † means to conform to a way of life. In a 1790 speech to Congress about immigration, James Madison argued that America should welcome those immigrants who could be incorporated into our society, but exclude those immigrants that could not readily assimilate.Thomas Jefferson was convinced that immigrants were not prepared for the new society America was building and thought the country should wait another 27 year before opening its shores. In fact, when addressing immigration in Notes on the State of Virginia, Thomas Jefferson wrote: Fonte  Ã‚  (n. d. ) They will bring with them the principles of the governments they leave, imbibed in their early youth; or, if able to throw them off, it will be in exchange for an unbounded licentiousness, passing, as is usual, from one extreme to another. It would be a miracle were they to stop precisely at the point of temperate liberty.These principles, with their language, they will transmit to their children. In proportion to their number s, they will share with us the legislation. They will infuse into it their spirit, warp and bias its direction, and render it a heterogeneous, incoherent, distracted mass. In other words, by allowing a mass immigration into such a new society, America could be allowing the immigrant population to distort the principles established by our new laws and policies. To some degree, Alexander Hamilton echoed the thoughts of Thomas Jefferson, but his emphasis was on the threat to national safety.His concern was in granting citizenship to every immigrant upon arrival in the country. He believed that there should be some proof of allegiance to America before any rights were given to new immigrants. However, both Jefferson and Hamilton shared the same beliefs that immigrants should conform to the ways of America and leave their old government attachments behind. After much debate, it appeared that Jefferson and Hamilton could claim a small victory. The Naturalization Law of 1795 was passed, wh ich required that before becoming American citizens, immigrants would have to â€Å"renounce under oath† all previous sovereign allegiances.This â€Å"renunciation clause† remains part of the naturalization law and part of the oath to the U. S. Constitution that all new citizens must take. (Fonte,  n. d. ). Changes in immigration laws over the past two centuries have certainly contributed to the overall rise in U. S. immigration statistics, but it would take almost a century before the first amendment to that law would take shape. The Naturalization Law of 1795 required five years of residence and a three-year waiting period before citizenship was granted. This allowed new immigrants the opportunity to assimilate and demonstrate allegiance to America. However, by 1868, with he end of the Civil War, the population was burgeoning with ex-slaves and their descendants who had been brought to this country without the rights of citizenship. In fact, in 1857, the Supreme Co urt ruled that African Americas were not citizens and were not entitled to the rights and privileges of citizenship. In order to rectify the situation, the Fourteenth amendment was passed which granted citizenship to all persons born or naturalized in the United States of America. Interestingly enough, it would take another war and its devastation to bring about a new amendment to U. S. immigration law in 1921 with the Emergency Quota Act.Following World War I, the country faced widespread unemployment and an anti-immigration uprising. This Act limited the number of immigrants allowed to enter America from any country on an annual basis to three percent of the number of residents from that same country according to the 1910 census with the hope of maintaining the ethnic composition of America. While the quota system remained in effect until 1965, there was one additional revision to the Emergency Quota Act in 1952 with the Immigration Act of 1952, which revised the quotas and elimin ated racial distinctions from immigration policy.National quotas were eventually abolished entirely in the Immigration and Nationality Act Amendments of 1965 at the height of the Civil Rights movement, changing the face of America, as it was then known. According to 2011 Census statistics, the U. S. immigrant population continues to change the face of America. Not only do non-whites account for ninety two percent of the U. S. population growth in the past ten years, but also forty million foreign-born individuals now reside in the United States, making up almost thirteen percent of our population.Most of this population lives in metropolitan areas rather than the suburbs, with estimates as high as fifty percent of the population in twenty-two large cities across America. In fact, nine metropolitan areas saw their immigrant population double in the last ten years, but the five cities with the largest immigrant populations (New York, Los Angeles, Chicago, Miami and Houston) actually d ecreased their share of this part of the population over the last ten years dropping to a total of 38 percent of the population in 2010 compared to 43 percent in 2000.In some areas of the country, rapid growth in immigration population may create policy backlashes, which could ultimately threaten these places’ long-standing economic comfort. Given the current economic climate and high unemployment rates, do the most recent census figures show any relationship with rising immigration levels? The best available evidence suggests that neither legal nor unauthorized immigration is the cause of high unemployment, and that the higher wages and purchasing power which formerly unauthorized immigrants would enjoy were they to receive legal status would sustain new jobs (American Immigration Council,  2012).In order to make informed decisions regarding immigration reform, however, we cannot limit our assessment to the changing face of our nation; we must also examine the economic cos t to the United States. Recent studies have shown that the United States spends $113 billion annually to support both legal and illegal immigrants, but much of the total U. S. burden is borne by only a few Border States. California, for example, reports spending close to ten billion dollars a year to support its immigration population, which now accounts for almost forty three percent of its total population.Texas reports spending $4. 5 to $6 billion per year sustaining its illegal immigrant population and Arizona drops $2. 7 billion on its immigrant population. While Border States would likely argue for more stringent laws to limit the number of immigrants allowed to enter the country in order to lessen their burden, there are also States that would argue against reform to the immigration system due to its projected adverse effect on their economy. For instance, Kansas has reported that it could possibly lose up to $57. 3 million in their income if stricter immigration laws come in to affect.They claim that with change in immigration laws only comes a higher tax for their state. Kansas also claims that the State will lose millions of dollars in court costs alone if the law makes it difficult for immigrants to live and work in their State. As staggering as these numbers are, other studies show that immigrants have actually boosted the U. S. economy by bringing in $245 million to the gross domestic product. This estimate, however, is nothing compared to estimated wages of foreign employees working in the United States for less than one year which grew from $550 million in $1980 to $8. billion in 2003. These earnings, in turn, are partially returned to immigrant workers’ home countries to help support families in the form of remittances out of the United States. In fact, a study by the Bureau of Economic Analysis in 2003 reported that â€Å"a considerable share of all immigration is motivated at least in part by the opportunity to send home remittances. à ¢â‚¬  According to the study, workers’ remittances from the United States went from $4. 1 billion in 1981 to $25. 5 billion in 2003. While these reported numbers sound staggering, remittances are not considered to have a negative impact on the U.S. economy. In fact, the study also notes that remittances exceed U. S. government provided development assistance to developing countries and may be partially responsible for keeping the cost of such assistance down. America is the land of opportunity. When we look at current immigration laws, our founding fathers’ vision for growth in this country remains intact. In fact, the ideas brought forth by Jefferson and Hamilton for allegiance to the country is still a part of the renunciation oath taken by all new citizens.By the numbers, there is evidence to support immigration reform and there is evidence that the influx of immigrants to the United States actually help our economy. Until the country can come together as a whole t o fully support immigration reform, it is likely that it will take another catastrophic event to catapult immigration to the forefront of American policy reform. References Kerwin, D. (2011). Fixing Immigration. (cover story). America, 205(18), 12. Fonte, J. (n. d. ). To â€Å"Possess the National Consciousness of an American†. Retrieved from http://www. cis. org Frey, W. H. , Berube, A. , Singer, A. & Wilson, J. (2011, December). Five things the census revealed about America in 2011. State of Metropolitan America, 48, 3-4. Retrieved from http://www. brookings. edu Shackleton, R. , Palriwala, A. , & Gordon, A. (2005, May). Remittances: International Payments by Immigrants. The Congress of the United Stated congressional budget office. Retrieved from http://www. hsdl. org Bad for Business: How Anti-Immigrant Laws Can Hurt the Kansas Economy. (2011). Retrieved from http://immigrationpolicy. org American Immigration Council. (2012). Immigration Reform and Growth. Retriev ed from http://immigrationpolicy. org

Herbal Market

MALAYSIA HERBAL MARKET Currently, the value of global herbal market for nutraceuticals is at USD 70 billion and USD 20 billion for phytomedicines with an average growth rate between 15 to 20 percent annually. While the Malaysia herbal market is valued at RM 4. 55 billion 0f which 90 percent of the raw material used was imported. It is with this potential in mind that Malaysia’s herbal industry can be one of the agriculture Entry Point Projects under the National Key Economic Areas in the Economic Transformation Programme.According to the Agriculture and Agro-Based Industry Minister Datuk Seri Noh Omar, Malaysia's fast growing herbal industry is expected to contribute about RM2. 2 billion to Gross National Product (GNP) by 2020. While the world market for herbal products is expected to exceed RM2 trillion by 2020 from RM777 billion in 2009, the local herbal market was likely to grow 15 percent annually from RM7 billion in 2010 to about RM29 billion by 2020. Moreover, Malaysia h as been listed as the 12th most biodiversity nation in the world and ranks fourth in Asia.We have over 15,000 flowering plants and over 3000 species of medicinal plants in our rich biodiversity tropical rainforest. Of these about 200 are being used as herbal remedies and approximately 50 species are commonly used in traditional medicine preparation. Furthermore, Malaysians quite familiar for the uses of herbal products as our multi-ethnic communities have been practicing traditional medicine with herbal plants for centuries. In rural area, some of them still use poultices, myriad brews and pastes derived from herbal plants or used it for the purpose of physical ailments and beauty treatments.Therefore, upon realize the significance of herb, our government had given financial support to research work related to herbs in term of Intensified Research in Priority Areas (IRPA) grants, the focus areas by the National Biotechnology Directorate, as well as other grant schemes. For example, RM25 million had been allocated by the government for a local company to conduct clinical research on Tongkat Ali in order to securing approval from the US Food and Drug Administration (USFDA).Our government also support the effort that try to make halal pharmaceutical products being proved by the Halal standard for the pharmaceutical industry in order to protect the interests of Muslim consumers and all consumers in general the world over. Not only these, certain implementations also have been taken in view of turning Malaysia into a global herbal producer. World Health Organization (WHO) consistently reported that 80% of the world’s population depends on herbal medicine. There also a growing trend of people moving from synthetic allopathic drugs to herbal cures.This is because consumers realize the importance of health versus diseases, the changes in lifestyle, the growing of synthetic medical cost, and the growing knowledge of consumers about traditional medicines. Many co nsumers have known that the effective of herbal cures are the results of thousands years of herbal healing framework development through practise and error, observation, analysis and study. Moreover, there have been some high profile natural based cures such as Taxol plant for breast cancer and the Bintangor plant for AIDS.In order to achieve the goal stated in the previous paragraph, the highest standard of manufacturing should be included to be able to compete in terms of quality, safety, efficacy, pricing, and branding of products, as well as efficient distribution network and meeting international health certification standards. We also need to increase the domestic consumption by strengthen the domestic demand for Malaysian health foods and medicine besides reduce reliance on imported medicine, according to the speech by TAN SRI NOR MOHAMED YAKCOP.The ministry of health also has been diligently monitoring the herbal products in the market as well as conducted random sampling of herbal products to ensure that the standards of these products remain the same as the specified standards registered by the manufacturers. Notable markets for Malaysians herbal producer are USA, Europe, China, Japan and the Middle-east countries. This is important to ensure that our herbal product to penetrate the global export market.