The Architecture of the Library of Congress Essay -- Architectural Str

The Architecture of the Library of Congress Constructed between 1888 and 1897, the Library of Congress is located in Washington, D.C. at the intersection of 1st St. and Independance Avenue. It's beautiful, large-scale building is comprised mainly of marble, granite, iron, and bronze. The Library's architectural style is reminiscent of that of ancient Greece. It's typical Greek characteristics include columns of the Ionic order, relief sculpture, and statues of Greek god figures, such as Poseidon, god of the sea. These attributes are significantly comparable to those of the altar of Pergamon located in present day Turkey. Housing thousands of books, music, and art collections, the Library of Congress contains numerous reading rooms used by the public people. It is not restricted to use by special officials, but welcomes everybody as it was constructed specifically to serve as the American national library. The present Library of Congress had a difficult time getting started in its early stages. Originally located in the United States Capitol building between 1806 and 1814(U.S. Government, 1), a fire caused the Library to be relocated to a temporary hotel location. Soon it was replaced into the north wing of the Capitol, and then into the center of the west front (U.S. Government, 2). Unfortunately, another disastrous fire burned the Library and yet again it had to be repaired. The Librarian of Congress at this time in 1865, Ainsworth Rand Spofford, realized the Library was expanding to the point where it would soon need it's own separate building from the Capitol. He drew up an architectural plan in 1872 and presented it to Congress who authorized it. The new structure, named the Jefferson Building, was elaborately deco... ...nce is that the Library of Congress celebrates mental values while the altar of Pergamon celebrates physical values. The architecture of the Library of Congress expresses a modern presence of the past. It's similarities to the altar of Pergamon lie in physical appearances and in deeper meanings. Both reflect the beauty of Greek architecture and the values of the people who designed them. Bibliography Schwartz, Nancy B. District of Columbia Catalog. Charlottesville: University Press of Virginia, 1974. Stokstad, Marilyn. Art History. New York: Harry N. Abrams, Inc., 1995. United States Government. "Jefferson's Legacy: A Brief History of the Library of Congress." http://lcweb.loc.gov/loc/legacy/bldgs.html. (1996): 1-12. Allen, William C. The Dome of the United States Capitol: An Architectural History. Washington: U.S. Government Printing Office, 1992.

Sales Report Example

Table of Contents Executive Summary3 Part 1: GSM Personnel Specification4 1. Experience4 2. Qualifications4 3. Required skills5 Part 2: Key issues and Recommendations6 1. Introduction6 2. Key issues6 2. 1 Motivation and job satisfaction6 2. 2 Recruitment and selection7 2. 3 Training and development7 2. 4 Key account management8 2. 5 Sales team structure8 3. Conclusion9 4. Recommendations10 4. 1 Change the reward system10 4. 2 Set up the formal recruitment and selection process11 4. 3 Set up a standardized training11 4. 4 Restructure the sales team with the new role of KAM13 . 5 Action Plan15 4. 6 Expected Outcomes16 5. Limitations17 6. Bibliography18 7. Appendices19 7. 1 The recruitment process19 7. 2 Sales people calculation19 Executive Summary The report is divided in two parts. The first part ‘Personnel Specification’ is aimed to identify the required main skills areas of the new GSM. Those are: * Five to eight years sales experience and management; * University degre e of business or marketing management; * Excellent and proven communication skills and interpersonal skills; * Ability to reate a work environment and culture to stimulate individual’s development and motivation; * Ability to negotiate and high levels in numeracy and literacy skills; * Personal traits: high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure. The second part, which is the most important part of this report, consists two main sections: key issues and recommendations. The key issues have been identified through analyzing our current company’s situations and related theories.Those key issues are: * Low motivation and decreasing job satisfaction; * The lack of formal recruitment and selection process; * The lack of quantity and quality in training and development; * The missing role of Key Account Management in the sales operation; * The inappropriate sales team structure. Based on the analysis of key issues, the fully detailed recommendations are provided in the end of this report, following with an Action Plan and expected outcomes. Part 1: GSM Personnel SpecificationAccuClean is in crucial need of a new General Sales Manager, who will be in charge of the sales team in all regions and report directly to the Managing Director, Peter Ward. Our company is facing several leadership problems and lack of focus in sales team. The new GSM is expected to bring the new fresh leadership style and able to manage the sales team in all regions to achieve the highest performance and long-term development. The personnel specification of GSM will be illustrated in details. Experience The new GSM is expected to have at least 7 to 8 years sales experience, preferably in B2B market (CPSA, 2012; Myjobs, 2012; Reed, 2012).The experience in B2B sales market is very important for our company since our customers are ranging from small to large sized companies, and many of them are with us more than ten years. He/she has a minimum of 5 years experience in business management, marketing and sales strategies and planning, and financial oversight (Inc, 2012; Myjobs, 2012). With these experiences, the new GSM is able to diagnose the management problems within our sales operation, and bring in his/ her new approach in leadership style, in order to improve sales team’s performance as well as increase the motivation and satisfaction of sales people.However, we should be very flexible in selecting candidates based on experience. If a candidate had excellent qualifications regarding his/ her education and 2-3 years experienced, we should not exclude him/ her from our shortlist. The requirement of sales experience is likely to cause a problem of excluding potential candidates (Jobber and Lancaster, 2006). Qualifications The candidate needs to have Bachelor degree of Business or Marketing Management (CPSA, 2012). The university degree is necessary since the good educational background will h elp the new GSM a lot in management.Besides, the combination of education and experience for the GSM position is ideal for long-term development of our sales force. Required skills The new GSM is required to have excellent and proven oral communication skills (Inc, 2012). In addition, the candidate needs to prove his/ her skills in exceptional customer facing and interpersonal skills to enable difficult situations to be overcome successfully (JCT600, 2012). Communication skills are the most crucial qualities of sales people, especially sales manager (Jobber and Lancaster, 2006).Furthermore, the new GSM should be able to create a workplace environment and culture that allows all the sales people in the team to develop and excel their jobs (JCT600, 2012). This requirement is essential since the current leadership style in our sales operation does not seem to work very well and need a crucial change and improvement. The potential candidate is able to negotiate effectively and at the hi ghest level together with excellent numeracy skills and literacy skills (JCT 600, 2012). For both short-term and long-term development of our sales force, these skills are necessary.Besides, the most two important basic qualities that a good sales person must have are empathy and ego drive (based on the study of Mayer and Greenberg, 1964, cited in Donaldson, 2007). Empathy is defined as â€Å"the important central ability to feel as the other fellow does in order to be able to sell a product or service† (Donaldson, 2007, p. 60). Ego drive is a desire to want and need to make a sale (Donaldson, 2007). Both of these basic qualities are a must for our potential GSM since in order to be a good sales manager, he/ she should be a good sales person.Last but not least, we are looking for a new GSM with high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure (Mathews and Redman, 2001, cited in Jobber and Lancaster, 2006). Part 2: Key is sues and Recommendations 1. Introduction Part 2 is aimed to illustrate the key issues regarding our sales operation in AccuClean. The analysis based on our current situation and theory is presented for every issue. Recommendations are coming in the end of this report, followed by the Action Plan and expected outcomes.All the key issues and recommendations are ordered according to its priority of taking urgent actions. Key issues 1. 1 2. 1 Motivation and job satisfaction Motivation is â€Å"the amount of effort that a salesperson expends on each activity or task associated with the job† (Donaldson, 2007, p. 230). Many factors are believed to cause positive motivation, such as monetary reward, workload, promotion, degree of recognition, supervisory behaviour, targets, and tasks (based on Adams’s inequity theory, Jobber and Lancaster, 2006).In AccuClean, the first factor that causes the low motivation in the sales team is bonus system, which is perceived by many staffs as unfair. The bonus system in AccuClean is set based on achieving a sales figure above the individual sales target, starting from 5% above target sales with a bonus of 5% basic salary. Last year, only nine sales people out of 71 have been able to achieve the bonus, which gives the evidence about the inappropriate bonus system. In addition, the salary is based on individual negotiations when they joined the company, which might lead to unfairness between individual sales people in the team.According to Vroom’s expectancy theory, it is assumed that â€Å"people’s motivation to exert effort is dependent upon their expectations for success† (Jobber and Lancaster, 2006). It means to what extent AccuClean sales people believe by working harder (increase effort), they will achieve 5% above target sales (high expectancy), and that higher sales will lead to higher salary – bonus of 5% of basic salary (high instrumentality), and higher salary is very important for t hem (high valence).Moreover, during the merger, there were several sales staffs left to join competitors, which may result from the lack of motivations. According to Herzberg’s motivation- hygiene theory, working conditions and company policies are two of the hygiene factors, which cause dissatisfaction, thus, lead to low motivation (Donaldson, 2007). Bonus as money is the only type of rewards that is used in AccuClean, nevertheless, there are many more types of rewards that could also be applied, in order to motivate various types of sales people.The suggested bonus system will be illustrated in the recommendation part in the end of this report. 2. 2 Recruitment and selection Bob Carter is in charge of the selection process for new sales people. However, he has no formal system for recruitment and selection as well as no job description. Formal selection process is crucially important to ensure the quality of sales persons, which can have a substantial effect on sales turnov er (Jobber and Lancaster, 2006). Furthermore, hiring a sales person is very costly, much more than the basic salary.Therefore, selecting the right person for the right position is essential, and can be achieved through setting up a formal selection procedure. Another problem is Carter’s way of selection – ‘he knows a good sales person as soon as he sees one’. This bias can harm the screening process, which is part of the recruitment process (see Appendix 5. 1). Either selecting the wrong person or dropping good persons is costly (Donaldson, 2007). Donaldson defines job description as the roles and duties attached to a specific position in the organization (2007).It is necessary for AccuClean to prepare job descriptions for any new positions in the sales team, to ensure the responsibility of each team members, thus, no role ambiguity can occur. 2. 3 Training and development Training is one way for sales managers to improve the performance of the sales peopl e under their controls, broadly to meet the company objectives (Donaldson, 2007). Training and development for sales people in AccuClean are lacked due to several reasons. Any trainings or development relies on the management style and differs in every ASM.There is no formal training process since Carter believes that sales people learn best ‘on the job’. Indeed, there are many kinds of training, which includes individual on-the-job training as Carter’s opinion (Donaldson, 2007). However, good trainings can also be achieved through company-specific programs that are organized in a standardized and professional manner. The irregular and occasional training sessions, usually occur when introducing new products (currently in AccuClean), might lead to the lack of knowledge about products and new skill practices.As the merger of one cleaning chemicals and the other in cleaning machinery, training should have been taken at the early stage of the merger, in order to sup port sales people in both companies about the company objectives and targets, the knowledge of different and new products, competitors and their products, selling procedure and techniques (Jobber and Lancaster, 2006). 2. 4 Key account management Area sales teams are responsible for all accounts regardless their size and importance.The treatment for key accounts, medium-size accounts or small accounts is much dependent on each ASM’s view, its current mix of accounts in the area and experience. There are in fact 21 customers; each has accounts worth over ? 4 million. Those customers are important to our business and need to be prioritized as key accounts since the loss of even one of them would significantly cause a radical drop in sales and profits (Jobber and Lancaster, 2006). Key account management seems currently necessary, in order to serve our key customers with special treatment in all areas of marketing, administration, and service (Jobber and Lancaster, 2006).In additi on, key account management will help to develop a close relationship between our company as supplier and our customers, in order to enhance the communication and co-ordination between us, thus, create more in-depth penetration of DMU, which includes push and pull opportunities for buying decisions (Jobber and Lancaster, 2006). 2. 5 Sales team structure The sales territories of AccuClean, which are merely geographic based, have not been changed since the merger. Geographic structure is traditional and the most widely used type of sales organization in the UK.It has several advantages such as simplicity, shorter journey times, low travel costs, and less potential for conflicts over responsibility (Donaldson, 2007). However, geographic structure has some drawbacks, which might influence to the effectiveness of the sales team and its management. Examples of disadvantages are the need to sell full range, broad expertise needed, and overhead costs for more layers of management evolved (Do naldson, 2007). In order for the sales team to work more productively and better management, it is necessary to make some changes concerning our sales team structure (see Recommendations, section 4).The number of sales people in AccuClean is currently more than necessary, compared to the number of customers. Figure 1 illustrates the current sales people in each ASM as well as the actual needed sales people based on the number of customers in each area. Territory| Number of customers| Current number of sales people| Actual number of sales people| Spare sales people| Midlands| 1973| 26| 18| 8| South| 1545| 22| 14| 8| North| 1196| 16| 11| 5| Scotland/ North Ireland| 499| 7| 5| 2| UK total| 5264| 71| 47*| 24*|Figure 1: Number of Sales people (* approximate number) 1 2 Conclusion Five key issues that have been listed and analyzed above are low motivation and decreasing job satisfaction, informal recruitment and selection process, unstandardized and the lack of regular training, the lack of key account management, and the ineffective sales team structure. Those issues are the most urgent in AccuClean that need to be solved as soon as possible, in order to improve the sales team to work more effectively. Recommendations 4. 1 Change the reward systemBonus (monetary reward), which is the only form of reward using in AccuClean, shows its limitation, therefore, improving the bonus system is crucial. The starting point of 5% should be set lower and dependent on different products and accounts. There should also be other chances to get commission, which can be based on the annual sales revenue and profits. In addition to the monetary reward, AccuClean can apply many other types of rewards such as promotion or workload (based on Adam’s inequity theory, Jobber and Lancaster, 2006).Not all sales people highly value money; some of them might place higher value on promotion, responsibility or recognition. Thus, the variable of rewards will motivate different type of sale s people, in order to maximize the expectancy and value of reward (Vroom’s expectancy theory, Jobber and Lancaster, 2006). A study of sales force practices by Chartered Institute of Marketing showed that sales people are mostly motivated by individual meetings with supervisor to discuss career, job problems, etc. The second ranked motivating factors is ‘regular accompaniment in the field by the sales manager’ (Jobber and Lancaster, 2006).These methods of improving leadership style should be aware by ASMs and higher management. 4. 2 Set up the formal recruitment and selection process The formal recruitment process is proposed as below (according to Jobber and Lancaster, 2006, p. 384). Bias in selecting applicants should be minimized by carefully preparing job description and personal specification. Of course, the experience of employer should be used during the selection process. However, those five steps above should be strictly followed to avoid any mistakes dur ing recruitment. 4. Set up a standardized training Good training programs will help to equip our sales people with sufficient knowledge and skills. Besides, it plays as a motivation factor for sales people and positively influences the job satisfaction. 4. 3. 1 When should our company train our sales employees? According to Donaldson (2007, p. 208), the training should be held properly when: * New sales person is recruited * A sales person takes on a new territory * New products * New business, new market segments * Company new policies or procedure * Selling habits are poor or inappropriate An individual is being considered for promotion The sales techniques are very important to train all sales people in the organization (69% of North European firms providing sales techniques training). The market and customer knowledge is also essential in training (42% of firms providing this, based on Roman and Ruiz, 2003, cited in Donaldson, 2007). 4. 3. 2 Who should do the training? Sales tra iner can be senior managers (i. e. ASMs, GSM), technical specialists (from Production department), external specialists, or inside experienced sales people (i. e. from other ASMs).In many cases, training is more likely to be provided by inside company specialists, who not only have the best understanding about the organization and individual needs, but also can tailor training programs to suit both internal and on-the-job requirements (Donaldson, 2007). 4. 3. 3 Where should training be done? The training can be organized in internal single location (different ASMs), a centralized external location or a decentralized location (on the job). It depends on the purpose of training and variable factors to decide where to hold the training.Below is the nine possible options that are proposed by Donaldson (2007, p. 210). 4. 3. 4 What methods of training should be used? Lectures, films, role playing, case studies, or in-the-field training are options of training methods (Jobber and Lancaster , 2006). Each has its advantages and limitations. The point is how to use them properly for different training purposes, in order to achieve the best results and highest satisfaction of participants. 4. 4 Restructure the sales team with the new role of KAM New proposed sales team structure is presented in Figure 2 with two radical changes. ASM North and ASM Scotland will be combined into Regional Sales Manager of North and Scotland * Key Account Manager is added to our sales team structure as one independent function Figure 2: Sales Team Structure (proposed) The Regional Sales Managers are formed to ensure the number of sales people is interrelated to the number of customers in each region. The number of customers in the North and Scotland, which is 1196 and 499 respectively, is much fewer than the number of customers in Midlands and South (1973 and 1545 respectively).Therefore, it is appropriate to merge two ASMs North and Scotland together, in order to enhance the performance in t he broader area, and increase the influence on organization’s decision-making of sales people in the North and Scotland area. The Key Account Manager is added to be in charge of all key accounts in the whole UK. KAM’s responsibility is to manage all sales people, who are managing those key accounts in different regions. Moreover, KAM is also responsible for potential key accounts and complex DMUs. The communication and leadership style are crucially important to be successful in managing sales people in different areas.Monthly meeting can be organized and the advanced record system (computer based) should be built up to develop the whole sales team’s communication flows in long-term. This proposed sales team structure is based on all forms of selling simultaneously: KAM for very big accounts, general territory representatives (Regional Sales Managers) for the medium and small- sized accounts (Jobber and Lancaster, 2006). The number of sales people in AccuClean i s currently more than necessary, as calculation based on the current number of customers. In fact, it is difficult to get rid of 24 sales people at once, and should not be done in that way.AccuClean can evaluate sales people in the whole company by their performance, motivation and achievement in past years. In a period of 12 months, it is expected to dismiss six sales people. After two years, 12 sales people in total will be fired. AccuClean may attract more customers in the future and need more sales people; therefore, it is dependent on the situation at the time to decide how many more sales people have to leave. 4. 5 Action Plan 4. 6 Expected Outcomes Limitations The merger of two ASMs North and Scotland into one Regional Sales might cause problem in the span of control.The new RSM will manage 20-23 sales people, which might lead to the role ambiguity and lack of coaching and supervision. The Action Plan illustrates many tasks that need to complete in the first year, thus, it mi ght be very challenging in the first year for the new GSM. It is a tough decision to fire some sales people in the next two years. It might cause several problems within the sales team concerning rumours or miscommunication. Therefore, it is necessary to have a serious evaluation based on a formal checklist and consultancy from different people in the team.Furthermore, the training needs to be held at the beginning of the year, to inform the sales team about new changes, thus, reduce miscommunication. Bibliography CPSA (2012) Sales Manager Job description [Online]. Available from :< http://www. cpsa. com/pdf/src/tools/Sample%20Sales%20Manager%20Job%20Description. pdf> [Assessed 16 December 2012]. Donaldson, B. (2007) Sales Management. 3rd ed. NewYork: Palgrave MacMillan. Inc (2012) General Manager Job description [Online]. Available from :< http://www. inc. com/tools/general-manager-job-description. html> [Assessed 16 December 2012].JCT 600 (2012) General Sales Manager Job descripti on [Online]. Available from :< http://www. jct600. co. uk/data/cm/careers/1028. pdf> [Assessed 16 December 2012]. Jobber, D. And Lancaster, G. (2006) Selling and Sales Management. 7th ed. England: Pearson Education Limited. Myjobs (2012) Senior Sales Manager (Oil Machinery) [Online]. Available from :< http://myjobs. classifiedpost. com/index. php/Job-Search/ENGINEERING-GENERAL-BUSINESS-DEVELOPMENT-ACCOUNT-MANAGEMENT-Job-Description/SENIOR-SALES-MANAGER-OIL-MACHINERY/597925> [Assessed 16 December 2012]. Reed (2012) General Manager – Milton Keynes [Online].Available from :< http://www. reed. co. uk/jobs/general-manager-milton-keynes/22306659#/jobs/general-sales-manager-in-milton-keynes> [Assessed 16 December 2012]. Appendices 3 4 7. 1 The recruitment process 7. 2 Sales people calculation The Figure 1 calculation will be illustrated in details as below. Based on: Number of sales people = (Number of customers x Number of call pa) / (number of calls per day x Number of working day s per year) Suppose there are 225 work days per year, 12 times calling per customer per year (once a month) Each sales person supposes to make 40 calls per week, 10 of those are to be made to prospects.Therefore, each sales person has to make: (40-10)/5 = 6 calls per day. * Number of sales people in Midlands = (1973 x 12) / (6 x 225) = 18 * Number of sales people in South = (1545 x 12) / (6 x 225) = 14 * Number of sales people in North = (1196 x 12) / (6 x 225) = 11 * Number of sales people in Scotland/ North Ireland = (499 x 12) / (6 x 225) = 5

Playboy of the Western World

The Playboy of the Western World gains its title from the scene in which Christy can't be beaten in play at any of the village sports, hence he becomes the â€Å"playboy. † The phrase â€Å"of the Western World† leads the way into Synge's theme of Irish mythmaking, then still especially noticeable in unsophisticated peasant groups. With the inclusion of this phrase, the myth of the playboy encompasses the whole world. Mythmaking deviates from reality, as is made clear by the stretch of the title: Irish village game championship can't possibly trump an entire world of athletes. Synge isn't discussing a universal theme but rather exposing a particularly Irish theme, that of mythmaking. The play opened in January of 1907 at Yeats's Irish Literary Theatre to outraged indignation and riots but over the course of the twentieth century has gained ever greater currency among critics. Had Yeats not held a public debate on the concept of artistic freedom, The Playboy may have died an ignoble death. As it happens, though, the play has by later critics been called â€Å"the most rich and copious store of character since Shakespeare’’ (P. P. Howe) and a play â€Å"riotous with the quick rush of life, a tempest of the passions† (Charles A. Bennett). These seem to be the reasons that The Playboy of the Western World has current appeal. Whereas original audiences cared about morality and decorous representations of peoples and countries, the increasing and ever increasing reach for realism, ethnic diversity and authentic representations has brought The Playboy into vogue because it was the avant garde and the precursor of what is presently valued and sought after: unveiled realism. Incidentally, one might argue that this unveiled realism, which is the idol of the present milieu, has been carried so far that â€Å"realism† is now a fancy in that it is a reality beyond reality and that it carries such clout that it is creating new reality (of questionable benefit) in its wake, which is a divergent reality from the realism that Synge depicted after living with, studying and capturing in three acts the cultural and psychological realities on the Aran Islands, from which he derived The Playboy of the Western World.

Dwarf Elephant Facts and Figures

Dwarf Elephant Facts and Figures Name: Dwarf Elephant; genus names include Mammuthus, Elephas, and Stegodon. Habitat: Small islands of the Mediterranean Sea Historical Epoch: Pleistocene-Modern (2 million-10,000 years ago) Size and Weight: About six feet long and 500 pounds Diet: Plants Distinguishing Characteristics: Small size; long tusks About the Dwarf Elephant Few prehistoric mammals have been as baffling to paleontologists as the Dwarf Elephant, which didnt comprise just one genus of prehistoric elephant, but several: the various Dwarf Elephants that lived on various Mediterranean islands during the Pleistocene epoch were made up of stunted populations of Mammuthus (the genus that includes the Woolly Mammoth), Elephas (the genus that includes modern elephants), and Stegodon (an obscure genus that seems to have been an offshoot of Mammut, aka the Mastodon). Further complicating matters, its possible that these elephants were capable of interbreedingmeaning the Dwarf Elephants of Cyprus may have been 50 percent Mammuthus and 50 percent Stegodon, while those of Malta were a unique blend of all three genera. While the evolutionary relationships of Dwarf Elephants are a matter of dispute, the phenomenon of insular dwarfism is well understood. As soon as the first full-sized prehistoric elephants arrived on, lets say, the small island of Sardinia, their ancestors began evolving toward smaller sizes in response to limited natural resources (a colony of full-sized elephants eats thousands of pounds of food every day, much less so if the individuals are only one-tenth the size). The same phenomenon occurred with the dinosaurs of the Mesozoic Era; witness the shrimpy Magyarosaurus, which was only a fraction of the size of it continental titanosaur relatives. Adding to the mystery of the Dwarf Elephant, it hasnt yet been proved that the extinction of these 500-pound-beasts had anything to do with the early human settlement of the Mediterranean. However, there is a tantalizing theory that the skeletons of dwarf elephants were interpreted as Cyclopses (one-eyed monsters) by the early Greeks, who incorporated these long-gone beasts into their mythology thousands of years ago! (By the way, the Dwarf Elephant shouldnt be confused with the Pygmy Elephant, a smaller relative of African elephants that exists today in very limited numbers.)

Hyphenating More + Adjective

Hyphenating More + Adjective Hyphenating More + Adjective Hyphenating More + Adjective By Maeve Maddox A reader questions the standard advice that the adverb more should not be linked to an adjective by a hyphen: I find that most style guides do not favor hyphenating phrases starting with more (e.g., more honest). I find the following phrase in the manuscript that I am currently editing: â€Å"more explicit predictions.† This could mean predictions that are more explicit or more predictions that are explicit. From the context, I believe the author means the former. For clarity, shouldnt this be hyphenated as more-explicit predictions? Most style guides do advise against linking more to an adjective with a hyphen, but most also recognize that sometimes a hyphen may be necessary for clarity. For example, The Chicago Manual of Style prefers â€Å"a spare hyphenation style.† The guide provides numerous examples, but recognizes that writers will encounter punctuation puzzles for which they can find no examples or analogies. In that case, CMOS gives this common sense advice: if no suitable example or analogy can be found either in this section [7.85] or in the dictionary, hyphenate only if doing so will aid readability. Adding a hyphen is a quick solution, but not the only one. Another option is to rewrite the sentence with a qualifying clause: There is a need for predictions that are more explicit. The reader who posed the question rejects the clause solution as â€Å"rather stilted.† It does require more words, but calling it stilted is a matter of opinion. I see it as a practical solution. Another way to avoid ambiguity with more is to use a different word. Here are some synonyms for more: additional further added extra increased new other supplementary These words may or may not be appropriate substitutes for more in a specific context. Sometimes the only way to avoid ambiguity is to take the time to rethink the sentence. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:20 Computer Terms You Should KnowFlier vs. Flyer5 Keys to Better Sentence Flow

Hobbes (15 88-1679) on the right to all Essay Example | Topics and Well Written Essays - 750 words

Hobbes (15 88-1679) on the right to all - Essay Example And therefore, as long as this natural right of every man to everything endureth, there can be no security to any man (how strong or wise so ever he be) of living out the time which nature ordinarily allowith men to live." (Leviathan, Chapter XIV). Hobbes supposes that liberty is a matter of political self-government. For Hobbes liberty and equality was connected with non-obstruction, and with some form of sell-mastery. Liberty and equality is described as that a personal reedom is a matter of the range of things a person may do without being stopped or punished by others. Hobbes supposes that "I find yet a greater equality amongst men than that of strength. For prudence is but experience, which equal time equally bestows on all men in those things they equally apply themselves unto (Leviathan, Chapter XIII). Someone who does not engage in elaborate calculations before acting may be said to be excessively irrational. Irrationality of value to the pursuit of self-interest is prudence, which is similarly a virtue that it is possible to have too much of. Each has the right to all because, according to Hobbes, there was nothing natural about the state; in the 'state of nature' men lived without law, without authority, and without any means of curbing one another's aggression. Each man is a self-governed and can do anything. In "Leviathan" Hobbes describes that it is irrational of anyone to lay down the means of his own preservation unless he can be sure others will do so too. The state of nature is also is the state of war which means absence of established agreement for peace. For Hobbes force is the main quality during war and people are foolish to expect anything better from foreign states. The state of nature is a social and developed state. It can be characterized as war of all against: "war...of every man, against every man" (Leviathan, Chapter XIV). Each will be an enemy to all the rest. Human beings as they were not equipped with speech, with reason, with a sense of time, with any morality; they were lonely. In the Chapter XIV Hobbes claims that there was one fundamental right of nature, and one equally fundamental law: the right was 'the Liberty each man hath, to use his own power, as he will himselfe, for the preservation of his own Nature', while the law was 'every man, ought to endeavour Peace, as farre as he has hope of obtaining it; and when he cannot obtain it... he may seek, and use, all helps, and advantages of Warre' (Leviathan, Chapter XIV). The concept of subjectivism is closely connected with individuality. Hobbes emphases qualitative variation among uniqueness, a conception of the cumulative and permanent, but not predetermined, development of larger contexts as a source for development, and an insistence on the irrationally founded subjective designs of historically particularized human actors as the principal plane upon which variation and development take place (subjectivism). Knowledge of the reality must be concrete and descriptive hermeneutic, It will avoid the search for universal natural laws, and it will recognize itself as an historical occurrence. Also subjectivism for Hobbes means obligations in individuality. Hobbes supposes that Irrationality can be predicated in the first instance of human beings and of human beliefs and actions. Absence of rationality is taken to warrant a diminution of legal

Advancements in Molecular Imaging Research Paper

Advancements in Molecular Imaging - Research Paper Example r imaging involves many processes, hence, it encompasses many fields; target discovery, cell biology, chemistry, disease modeling, data processing, imaging and clinical research. The field is undergoing a lot of advancements that would enable it perform other tasks. Currently, further research efforts have been concentrated towards ensuring that the technology can bring about discovery of newer and more efficient ways to treat diseases and various pathologies in living organisms. With emergency of new tools, researchers are now able to solve problems that were previously difficult to solve. There are now different various molecular imaging tools that have enabled scientists to experiment on gene products in vivo. Notable technological advancements in this field include the discovery of new optical imaging techniques which is a forward step in molecular imaging in that, researchers are now able to work efficiently and proficiently (Baldwin, 2010). Some latest advancement in molecular imaging includes MRI, PET and optical imaging. Pet has ensured that there is an improvement in tumor detection so that tumors are treated and managed early and better. New MRI systems that have been developed have an improved field strength and enhanced radiofrequency. Tumor detection and management has also been made moirà © efficient through the technology of monoclonal antibody imaging. This is one of the latest discoveries in the field, and it has ensured that researchers of tumors are able to come up with better ways of discovering and treating tumor cases. This has revolutionalised clinical diagnosis of tumors (Baldwin, 2010). This is also referred to as radioimmunoscintigraphy (RIS) and it involves the use of laboratory developed molecules (monoclonal antibodies) that are able to attach themselves to particular cancer cells. From this, it is possible to visualize the pictures of the cancer cells inside the body. The monoclonal antibody is usually labeled with a radioactive atom