Is male more aggressive than female? Essay

It is for the most part imagined that human guys will in general act more brutally and forcefully than human females †and it appears to be valid. In United States, the greater part of the crimes during 1980 to 2008 are guys, speaking to 90% of the all out number (United States Department of Justice, 2010), and it is additionally the pattern in the entire world. The explanation of the contrast among man and female in viciousness is constantly clarified organically †the testosterone level of grown-up guys is multiple times to females, as testosterone would make individuals progressively forceful (Terburg and Aarts and Honk, 2011). Be that as it may, it's anything but an appropriate clarification to the inquiry as the testosterone level of young men and young lady are same until they are around eight years of age and young men really acting all the more savagely and forcefully since four-year-old. An increasingly dependable clarification would be the diverse of size of corpus callosum, which is the part that associates the privilege and the left side of the equator in the cerebrum. As young men are having a littler corpus callosum than young ladies, they are increasingly hard to work under injury and disregard contrasting with young ladies. In this manner, young men needs to get more love and caretaking than young ladies so as to keep their corpus callosum. In the event that their guardian couldn't give them enough consideration, their prefrontal cortices, which are simply the piece of cerebrum related control and compassion would be harmed. The amygdala, which is the piece of cerebrum shaping the sentiment of dread, would likewise be energized, and fears would be framed. Accordingly, their serotonin levels would be diminished and item more corticosterone, and these would prompted the lessening of quieting capacity and the expansion of stress hormone. In this manner, young men are all the more effectively to have more fragile selves, lower sympathy, lower control on keep away from to act savagely and more feelings of trepidation. Notwithstanding, the general public is well on the way to give less mind and love to guys as the general public solicitations guys to be valiant, solid and autonomous. Guys are difficult to pick up adoration and mindful as they have to fit in a picture of male in the general public. The circumstance increment the forceful of male further. These elements prompted the distinction of brutal conduct and forceful level among young men and young ladies (Demause, 2010). In different species, predominantly warm blooded creatures, for example, rodent, would have a comparable sexual orientation contrast which male is more viciously and forcefully than females. As per an investigation (Adams, 1991), guys are significantly more effectively to dismay with another male than female while during the rearing season while in theâ presence of females. Be that as it may, the sexual orientation distinctive of vicious would just happen at this time. Male and female are having no distinction on forceful level and carrying on savage in other circumstance, for example, guarding and insulting as per the investigation. The explanation of this distinction is that guys need to crush different guys to mate with female during the rearing season so as to recreate the people to come. The rough of male during this period is base on the hereditary setting, which animal needs to duplicate ceaselessly. Despite the fact that there are comparative sexual orientation contrasts of rough conduct among creature and human, they clearly don't having comparable hypotheses. The sex distinction of fierce of human is a direct result of the distinction of cerebrum structure and the constrain expected to hold up under. The thing that matters isn't simply happened a direct result of biosocial reason, yet in addition fake explanation. In spite of the fact that the cerebrum structure couldn't be changed, the most significance motivation to expand the rough conduct and forceful degree of male is as yet base on how the family and society treat them. By and large, individuals won't fault and rebuff non-human creatures for their terrible conduct including slaughtering individuals since individuals consider that the conduct of creatures are hereditary and couldn't be constrained without anyone else. Albeit a portion of these creatures might be slaughtered as they are viewed as perilous to human, the greater part of them would not be viewed as blameworthy. Some may believe that piece of human character had been additionally structured in the DNA before birthing, so it isn't reasonable for accuse human who had accomplished something incorrectly as the character had before long planned how the person would carry on and the individual is compelled to do the terrible conduct by the DNA. In any case, human is contrasting from other non-human species since human can control their conduct. Human can figure out how to act great by thinking about the others and accomplish something that would not hurting and irritating others. All things con sidered, hereditary isn't very significance for influencing human’s character. For instance, despite the fact that the distinction of fierce conduct and forceful level among male and female is halfway identified with the hereditary diverse as referenced, it could be changed by appropriate nurturance. Male could develop a static and quiet character on the off chance that they had gotten enough love and care from the general public and family. The later and prior age of criminal are not acquiring the character the hereditary of carrying on severely. It is evident thatâ nurture assumes a more significance job of forming one’s character than hereditary factor. Subsequently, human can and ought to abstain from carrying on seriously. Human have built up a great deal of way and framework so as to train human abstain from accomplishing something which would hurt others and accomplishing something that would profit others and the general public. Development and instruction are normal approach to show individuals how to control their conduct and accomplishing something that would be useful for the general public. Human develop moralities so as to set guidelines of how human act and act. Human could figure out how to carry on great through good training and taking the conduct of the ir relatives, companions and society as guide to figure out how to act great. It is additionally a major diverse to creatures as creatures would just living after their natural response. They don't be able to perceive what is correct and what's going on. They additionally don't be able to figure out how to carry on great and think about the circumstance of other.

Socio-Cultural Turn in Public Relations Scholarship Essay

Socio-Cultural Turn in Public Relations Scholarship - Essay Example Because of this reality, the social world has not had a considerable amount of this examination undoubtedly . Organizations do work in the social world loaded with social assorted variety and any correspondence or choice that doesn't consider the interests of the socio-social measurement is incapable. This is on the grounds that such advertising may not go down well with a segment of people in the social scene . Advertising grant has thus taken another measurement to meet the rising interests by the general public and culture. It has become clear that advertising grant can't be the save of associations alone yet should consolidate such part of life as human studies, narrating, social examinations, and realism all in all . These methodological methodologies incorporate both the down to earth and the hypothetical parts of different controls running from post-pilgrim life, humanism, political economy, social, and biological examinations . Ongoing examinations have demonstrated that when researchers take part in the better approaches for advertising like separating interviews particularly from the individuals who spend significant time in that specific field, they will in general grow their correspondence knowledge and increase more motivation . This empowers them to confront the social world with certainty and another point of view of taking care of differing characters as these additionally, exist on the planet where associations work. Notwithstanding different correspondence channels and systems, it has become obvious that advertising and advertising grant ought not endure requirements and cutoff points. This reaches out to the way that right now associations are the main organizations that get the acknowledgment of dealing with their undertakings to the extent advertising are concerned9. Advertising society and foundation Public relations, when seen from the social point of view, must give due consideration to the general just as the particular regional parts of the way of life. The fundamental segments of the regional foundation of the advertising are the common society, the political and monetary framework, the media framework, and the socio-social system10. Both culture and advertising are an element of the presence of people in that the man is the originator of culture and maker advertising in this manner the two can work better if man consolidates them to

Cloudera

Cloudera INTRODUCTIONMartin: So this time we are in Palo Alto in the Cloudera office. Amr, who are you and what do you do?Amr: So I am one of the founders of Cloudera and I serve as the chief technology officer for the company.Martin: Great. What is your background and what did you do before you started this company?Amr: So let me go back a little bit actually. So, Im from Egypt originally and I came to the US in 1995, so its about twenty years ago, to get my PhD degree from Stanford University. And my goal was to get my PhD and then go back to Egypt to teach. I really liked to teach, that was my dream when I was young is I’m going to be a professor and teach and thats what I wanted to do. But then I frequently would say when I learned in Stanford, the entrepreneurship bug infected me and I got corrupted and I cared more about building companies than teaching, per se.So a few years into Stanford I dropped out from my PhD program and I made my first start-up, which got acquired by Yahoo. So I end up at Yahoo and that was a small company, were about five people. And we were acquired for nine million dollars within one year, which was not bad. And then I spent eight years at Yahoo before I left Yahoo and joined a VC firm called the Accel Partners as was called an Entrepreneur in Resident, EIR. This is kind of a transition role where you go with the VC, and you spend some time researching what should be the thing you should do next. And then after three months with them they give us funding and Cloudera was started. So thats briefly my history before Cloudera.Martin: And two questions. What did you study at Stanford? What kind of topic? And then, the second thing is, in this entrepreneurial residence program, how did you get in touch with Accel? Did you know these guys before or just by accident?Amr: Both are very good questions. So the first question, I was in the computer engineering department and I was studying essentially distributed large scale distributed systems. And I was doing my PhD with Professor Mendel Rosenblum and Mendel Rosenblum actually is one of the founders of the VMware. Hes a very nice guy, I can introduce you to him if you want to interview him as well.Martin: Sure, thank you.Amr: Hes an amazing guy. So I did my PhD. I actually did go back to Stanford and finished my PhD while I was working at Yahoo. So I had dropped out but I go back and finished. So virtual machines and distributed systems is the main topic.And then on the other question about EIR and how do you get to be an entrepreneur residence. So usually, you dont apply to be an entrepreneurial residence. Like VCs dont open like, ‘Hey, we are hiring EIR’. Usually, the EIR thing happens because of connections and because the VC knows you from before and they want you to become and work with them before you do your next company. So in my specific situation, one of my previous managers at Yahoo, he had left Yahoo and joined that Firm as a VC. So he was there, he knew m e very well because he was my manager at Yahoo. So when I was leaving, he said, ‘You have to come here and be in EIR’. My co-founder, Jeff Hammerbacher, who is the my co-founder at Cloudera, he comes from Facebook, a very similar story. So he was one of the early employees at Facebook. Excel Partners was one of the very early investors at Facebook, so same thing, they knew of him and when they heard he was leaving, they said, hey, come to Excel and work as an EIR. And thats how I connected with Jeff, whos my co-founder.Martin: Ok, great. So you met over there at Accel?Amr: Yes.Martin: Ok, great. And how did you come up with this idea of Cloudera?Amr: So it came from my work experience. From my own work experience and Jeffs work experience. And we have two other co-founders, Mike Olsen, who is our chairman of the board and the chief strategy officer. And then a fourth co-founder from Google, his name is Christophe Bisciglia though he left Cloudera two years and hes now doing othe r company. Hes also kind of an interesting guy, I could connect you with him if you want to chat with him. So what was the question again?The idea. Where did the idea come from? Yes. So, the idea essentially In my work at Yahoo, I was responsible for doing BI and data analytics and the data science for Yahoo News, Yahoo Sports, Yahoo finance, Yahoo search, all the different products that Yahoo has. And I had to do a lot of analysis of whats working, whats not working, new features when they launch, how effective they are at retaining their users, etcetera, etcetera. And I had a bunch of challenges in my existing business intelligence data technologies I was using and at the same time, when I was at Yahoo, I was lucky as there was this other open source technology was being built, which is called a Hadoop, the name of technology. And being built inside of Yahoo for Yahoo search, how to build web index at scale.But when we talked to the team, it was very clear that the technology solv es a lot of problems that we had. So I tried the technology in my team, and then very quickly within a year, it just changed everything I do. And for me that was a very clear signal that this is a very good aspirin for anybody that has the headache of how do I manage big amounts of data or big data as its known today. Same thing happened with my co-founder Jeff Hammerbacher at Facebook. He used the Hadoop on his own infrastructure and he saw how effective it was in solving problems for him.Martin: Ok, great.BUSINESS MODELMartin: Lets talk about the business model of Cloudera. How does it work right now?Amr: So first it’s important to note that business models evolve over time as the function of the company and its maturity. The more you understand your customers, the more you understand your business. So at the beginning, when we were first forming Cloudera, our business model was more structured around doing training and doing consulting or professional services for our customers . But then it was very clear that while you can make a lot of money when youre doing training and consulting, its not high margin money because its a people business, you have to go and hire more people to be able to do more consulting and more training, so the margins are limited, how big your margins can be.So we changed our business model to be a combination of still training and professional services but also having a software subscription business model as well. So right now we charge our customers as a function of how many servers our software is running on per year. So it’s a subscription per server per year. Thats how they contract with us today. And I should also note that we had a pivot-shifting Cloudera in our history and thats why our name is Cloudera, by the way. So our name is Cloudera, its because initially, we were going to build this cloud platform where we put our software on the cloud, our customers upload their data, do their number crunching and then download the results. But within six months of doing that, it was clear that all of the big banks we want to work with, the big retailers, they were not comfortable giving out their data.So we shifted company from being a cloud company to being a software company. So we give them software that they can then deploy within their organization or in the cloud if they want to, but most of them choose to deploy within, right now. So that was a big shift for us from being a cloud company to being a software company. But we kept the name Cloudera because it was a cool name.Martin: Okay. What problem that the software solve for your clients?Amr: It’s a very simple value proposition. So if you look at most of the legacy data technology, legacy systems like for example Teradata or Oracle or standard databases, standard databases are very good handling what we refer to as structured data. So its very well defined data where you have columns and the columns have types like that string for names and the n date for date of birth, and then decimal for an amount, for a salary or something. Very well-defined, very well structured. And these systems were very good at doing that.But the reality of the world today is we have multiple types of data. We have structured data that comes from databases but we have a lot of semi-structured data that comes from web servers, that come from mobile devices, and then we have unstructured data like PDF documents or emails or even images and videos. So future data systems which is what our system represent have the capability to absorb any data, whether they be structured, semi-structured or unstructured and then allow you to process that data in many different ways. So in a nutshell, our value proposition is we allow our customers to extract value for their business from all the data that they have and then use that data to ask bigger questions than theyre able to ask today.Martin: And in terms of this unstructured data like form PDF files, do you ne ed to teach your algorithm to extract this data and put them from an unstructured into a structured way or is it manually done by, for example, by the client who is teaching the algorithm? How does it work?Amr: All of the above. So in some cases there are some standard format where we have really have parsers that know how to parse out the content and read out the content from these documents. So in this case there is a library, you just pick the parser that applies to the type of document that youre trying to parse. But then you could have a more sophisticated document where youre trying to extract the sentiment, an email and from that email, youre now trying to extract, maybe that email somebody sent to the support team for a given company. And then, you want to extract was that customer upset? Was the customer happy? Was that customer neutral, when that email exchange took place? So that is more involved, for that you have to write codes that do whats called sentiment. And thats to extract that.And then, theres an ecosystem of partners that we work with now, other companies that are building tools around our platform that make it easier to do that. So for example theres a company called Trifacta, its a very young start-up. Theres another one called Timr, T-I-M-R. Theres a number of one now, trying to make it easier to do that.Martin: Ok. Assuming I have all the data and put it into a data warehouse, what else can the client do then with this data? Are there any kind of pre-defined reports I can generate or does the clients have to connect all the data so we can get some analysis insights on that?Amr: So we are the platform. We are not a front-end application, we are the platform and think of us just like a database, except unlike a database like Oracle, our platform is much more flexible. So it can take data at any time, it is much more scalable, it can really scale to massive amounts of data. And its much more agile in terms of, its not just sequel, you ca n do sequel with it but you can also do search, you can do machine learning and there is many other types of workloads that it can run.But still, its a platform, so now how do you connect that platform to applications? There is a lot of existing applications that just integrate with our platform. So companies like Click Track, Tableau, Microsage and Informatica, theres a lot of companies out there that built applications that do visualizations and do that analysis that then connect into our platform using the APIs that we provide.Martin: And are you also promoting in this type of ecosystem where you have different kinds of apps that once clients subscribe to Cloudera that they can choose from different types of apps, how they can analyze the data that you generated using Cloudera?Amr: Ultimately we will want to have an equivalent of like App Store of big data. Where you just have an App Store and you go and you click on the icon of the app you want. Were not there yet. Today, its st ill an enterprise software sale where well have to go and talk to that company and sign a contract with them and then get the software and deploy it. So its a bit more heavy. But hopefully in the future, yes it will be a simple app within the Cloudera management interface, you’re going to see a bunch of icons for different apps and you just tick the app that you want but were not there yet.Martin: How did you acquire the first customer and convince them to buy with you or try you?Amr: We are lucky in the sense that our business model is also open source in nature. So our core product that we release, which is called the Cloudera distribution for Hadoop is 100% open source as also free. So what that helps do is it helps see the market where developers they look at it, they see its very powerful, they download it, they start to build apps on it and then once they build an app which is viable for their business then they come and they talk with us say, ‘Hey, can we have a relations hip with your company to maintain that software, for us going forward’. And so for us, because of the open source nature of Hadoop, the initial customers were coming to us. And there was no other vendor out there when we started Cloudera that was supporting the Hadoop platform, we were the only one. So we got a lot of our initial kind of growth in the company was organic, just coming from customers that deployed our software.Martin: Okay. What have been your thoughts on when you started out between bootstrapping the company and taking external money?Amr: Thats a very good question. So in our case we, if you follow Clouderas history, we took a lot of money. At Cloudera we actually raised to date more than one billion dollars in funding which is a lot of money for a software company. But that comes because of the fact that this is an exploding market. Like, very quickly, we saw that this market is going so quick that technology is important but having that sales force that can reall y sell this technology worldwide is even more important. And you have to realize that when you are hiring sales, when you are hiring sales people, you have to pay their salaries for the first six, even twelve months before they start making any deals or bringing any money in, you cannot bootstrap when youre doing that, you have to have money to be able to pay their salaries. So from day one, we have been raising money in Cloudera.Almost every year, like in 2008, we raised five million from our Accel partners, which I mentioned earlier. At 2009, we raised another six million. 2010, I think we raised like double that, and just like every year we are raising double what we raised the year before. And mainly doing it as a function of; we want to continue to grow very, very quickly to capture this opportunity because we see this as a massive opportunity. And the one who captures the full opportunity will get the most value in the long term.Martin: Amr, what is a typical customer lead tim e?Amr: So it depends. So in some cases there are customers who already have downloaded our software, as I said its open source and free. So they already downloaded, they already built an app, its already running inside the company and they come to us and they say, ‘Okay its great, we love it, where do we sign?’ And usually that would take like a week until we get them to sign and they pay us, and its great. So that is the case in the early days when this technology was still kind of in the beginning, and there were lots of earlier doctors. Now, in the latest stages where were moving with this technology into very, very large companies and part of what were doing is convincing these large companies of, ‘Hey, your old way of doing things is not going to work for you going forward. You need to have this platform’, and in this case you have to go in and do whats called a proof concept and show them that this platform truly will deliver the scalability, the flexibility of working with any data and the agility of being able to build new projects very quickly. So that process can take anywhere from four weeks to even four months until we can convince them that this is a valuable system for them. And then thats when they do the first purchase. But our technology is not about the first purchase. Our technology is about how we get that first purchase but then grow it. Because once we get inside of a company and they have ten servers running or software and they see what these ten servers can do in terms of scalability and economics of storing the data effectively. Then, they start to grow it from there and thats where our potential is much bigger from that, from the expansion that we get from these customers once we land them.CORPORATE STRATEGYMartin: Amr, Lets talk about corporate strategy. So I mean you have some kind of technology part in your company and then you have this kind of distribution part. What other part would you think or consider in terms of com petitive advantage that is needed for your business model? And which one is the most important?Amr: We actually have four pillars that underlie our strategy of how we win in this market, both win for ourselves intrinsically but when against competition as well. And these four pillars are:the technology,the team that we have,the track records andthe ecosystem.So let me talk about these briefly. So technology simply, our technology needs to be more superior. And in open source its tricky, how do you make your technology superior when everything you do you put it back into open source? So what were doing at Cloudera is not everything were putting back into open source. Were putting roughly maybe 85% of what we do into open source but were keeping 15% proprietary to us. And that is very important to maintain uniqueness for our solution compared to other vendors out there. So theres other companies out there, small companies and even big companies like, IBM for example that can come in a nd just take everything that we do and say, Hey, we can do everything Cloudera can do, the software is all open source. But by keeping 15% of what we do proprietary, we maintain that uniqueness, not only unique, were different. If you go with IBM, or go with some other player, youre not going to get the full value that youll get if you come with Cloudera. So thats number one, where we differentiate ourselves.Number two, is the team that we have. So in open source, it is very important for customers that they see that you have in your company some of the open source project leaders that created this technology. So in our case for example, the Hadoop technology was created by Doug Cutting. And Doug Cutting he works at Cloudera. And there are nineteen other open source projects, and most of these other projects were either founded by Cloudera or the creators of these projects we eventually hire them to work at Cloudera. So that gives us a lot of value in our customers. they now believe that we can control that open source artifact, we can add the features they care about, we can fix it when it breaks, and so on. So thats number two.Number three is the track record, like I mentioned. So we use our own Hadoop technology, our own data technology, we collect data from all of our customers. When our customers are running a cluster, we are collecting data from them into our Hadoop cluster. And that data is not the data that their data. Thats how theyre operating, the telemetrics, the telematics of how the cluster is operating. We have that. We can see that from them and from all of our other customers that we had from the last six years. So now, whenever anybody of them experiences a failure, we can very quickly correlate that across all the other traces that we have and resolve that failure much quicker than any of our competition. Furthermore, we also do whats called predictive maintenance. Thats where we can even predict that the customers going to have failure. We call them up and say, youre going to have a failure if you dont change this, or change that, youre going to fail. So track record is our third advantage.And then fourth advantage is the ecosystem. When youre building a platform technology, like the one that we have, if you look at companies like Oracle or VMware or Windows or any company who is building a platform, their success comes from how big of an ecosystem do they have around them. So we have been very focused on building a very big ecosystem. We have more than one thousand partners that work with us right now. Some of these partners are building software applications that run on our platform and some of them are building hardware that underlies our platform. So for example Dell, is one of our largest partners and their also investor. Intel is our largest investor, actually. And some of these are SI, solution integrator vendors, like Capgemini or Accenture that go inside of large companies and implement these solutions. So we have the largest ecosystem right now among the other players in the space.Martin: What is your recommendation for software service start-up that tries to find some distribution channels? Like youve talked about Capgemini, which is I guess one of Hadoop distribution channels because they are consulting other companies. Would this be one of your recommendation for a SaaS company to partner with? Whether its Capgemini, or ErnstYoung, or whoever?Amr: Yes, absolutely. I mean, when you want to sign big deals with the large corporate organizations, many of these large enterprises, unlike typical enterprises, unlike for example Google or Facebook. If you look at a big bank, or a big retailer, or a big telecommunication companies, they have massive, massive engagements with these large SI’s and they use them to do the implementation. So its very important. One of the very important strategies for any company in the enterprise software space, which is the space that we are in to establish these types of channel partnership where they can come in and help you sell your software much more efficiently and effectively. I will not however that we right now are not software service.Again, despite our name being Cloudera, we are not software that you go and get as a service, we are software that you deploy inside of your organization. One of these deployment options is to deploy from the cloud, which kind of looks like a service but its not really the same, as for example a box of net or equivalent.MARKET DEVELOPMENT In Palo Alto (CA), we talked with entrepreneur Amr about the business model and history of the highly successful company Cloudera.In the second part of the interview, Amr shares 7 key advices to entrepreneurs.The transcription of the interview is included below.INTRODUCTIONMartin: So this time we are in Palo Alto in the Cloudera office. Amr, who are you and what do you do?Amr: So I am one of the founders of Cloudera and I serve as the chief technology officer for the company.Martin: Great. What is your background and what did you do before you started this company?Amr: So let me go back a little bit actually. So, Im from Egypt originally and I came to the US in 1995, so its about twenty years ago, to get my PhD degree from Stanford University. And my goal was to get my PhD and then go back to Egypt to teach. I really liked to teach, that was my dream when I was young is I’m going to be a professor and teach and thats what I wanted to do. But then I frequently would say when I learn ed in Stanford, the entrepreneurship bug infected me and I got corrupted and I cared more about building companies than teaching, per se.So a few years into Stanford I dropped out from my PhD program and I made my first start-up, which got acquired by Yahoo. So I end up at Yahoo and that was a small company, were about five people. And we were acquired for nine million dollars within one year, which was not bad. And then I spent eight years at Yahoo before I left Yahoo and joined a VC firm called the Accel Partners as was called an Entrepreneur in Resident, EIR. This is kind of a transition role where you go with the VC, and you spend some time researching what should be the thing you should do next. And then after three months with them they give us funding and Cloudera was started. So thats briefly my history before Cloudera.Martin: And two questions. What did you study at Stanford? What kind of topic? And then, the second thing is, in this entrepreneurial residence program, how d id you get in touch with Accel? Did you know these guys before or just by accident?Amr: Both are very good questions. So the first question, I was in the computer engineering department and I was studying essentially distributed large scale distributed systems. And I was doing my PhD with Professor Mendel Rosenblum and Mendel Rosenblum actually is one of the founders of the VMware. Hes a very nice guy, I can introduce you to him if you want to interview him as well.Martin: Sure, thank you.Amr: Hes an amazing guy. So I did my PhD. I actually did go back to Stanford and finished my PhD while I was working at Yahoo. So I had dropped out but I go back and finished. So virtual machines and distributed systems is the main topic.And then on the other question about EIR and how do you get to be an entrepreneur residence. So usually, you dont apply to be an entrepreneurial residence. Like VCs dont open like, ‘Hey, we are hiring EIR’. Usually, the EIR thing happens because of connections and because the VC knows you from before and they want you to become and work with them before you do your next company. So in my specific situation, one of my previous managers at Yahoo, he had left Yahoo and joined that Firm as a VC. So he was there, he knew me very well because he was my manager at Yahoo. So when I was leaving, he said, ‘You have to come here and be in EIR’. My co-founder, Jeff Hammerbacher, who is the my co-founder at Cloudera, he comes from Facebook, a very similar story. So he was one of the early employees at Facebook. Excel Partners was one of the very early investors at Facebook, so same thing, they knew of him and when they heard he was leaving, they said, hey, come to Excel and work as an EIR. And thats how I connected with Jeff, whos my co-founder.Martin: Ok, great. So you met over there at Accel?Amr: Yes.Martin: Ok, great. And how did you come up with this idea of Cloudera?Amr: So it came from my work experience. From my own work experience and Jeff s work experience. And we have two other co-founders, Mike Olsen, who is our chairman of the board and the chief strategy officer. And then a fourth co-founder from Google, his name is Christophe Bisciglia though he left Cloudera two years and hes now doing other company. Hes also kind of an interesting guy, I could connect you with him if you want to chat with him. So what was the question again?The idea. Where did the idea come from? Yes. So, the idea essentially In my work at Yahoo, I was responsible for doing BI and data analytics and the data science for Yahoo News, Yahoo Sports, Yahoo finance, Yahoo search, all the different products that Yahoo has. And I had to do a lot of analysis of whats working, whats not working, new features when they launch, how effective they are at retaining their users, etcetera, etcetera. And I had a bunch of challenges in my existing business intelligence data technologies I was using and at the same time, when I was at Yahoo, I was lucky as there was this other open source technology was being built, which is called a Hadoop, the name of technology. And being built inside of Yahoo for Yahoo search, how to build web index at scale.But when we talked to the team, it was very clear that the technology solves a lot of problems that we had. So I tried the technology in my team, and then very quickly within a year, it just changed everything I do. And for me that was a very clear signal that this is a very good aspirin for anybody that has the headache of how do I manage big amounts of data or big data as its known today. Same thing happened with my co-founder Jeff Hammerbacher at Facebook. He used the Hadoop on his own infrastructure and he saw how effective it was in solving problems for him.Martin: Ok, great.BUSINESS MODELMartin: Lets talk about the business model of Cloudera. How does it work right now?Amr: So first it’s important to note that business models evolve over time as the function of the company and its maturity. The more you understand your customers, the more you understand your business. So at the beginning, when we were first forming Cloudera, our business model was more structured around doing training and doing consulting or professional services for our customers. But then it was very clear that while you can make a lot of money when youre doing training and consulting, its not high margin money because its a people business, you have to go and hire more people to be able to do more consulting and more training, so the margins are limited, how big your margins can be.So we changed our business model to be a combination of still training and professional services but also having a software subscription business model as well. So right now we charge our customers as a function of how many servers our software is running on per year. So it’s a subscription per server per year. Thats how they contract with us today. And I should also note that we had a pivot-shifting Cloudera in our hi story and thats why our name is Cloudera, by the way. So our name is Cloudera, its because initially, we were going to build this cloud platform where we put our software on the cloud, our customers upload their data, do their number crunching and then download the results. But within six months of doing that, it was clear that all of the big banks we want to work with, the big retailers, they were not comfortable giving out their data.So we shifted company from being a cloud company to being a software company. So we give them software that they can then deploy within their organization or in the cloud if they want to, but most of them choose to deploy within, right now. So that was a big shift for us from being a cloud company to being a software company. But we kept the name Cloudera because it was a cool name.Martin: Okay. What problem that the software solve for your clients?Amr: It’s a very simple value proposition. So if you look at most of the legacy data technology, legac y systems like for example Teradata or Oracle or standard databases, standard databases are very good handling what we refer to as structured data. So its very well defined data where you have columns and the columns have types like that string for names and then date for date of birth, and then decimal for an amount, for a salary or something. Very well-defined, very well structured. And these systems were very good at doing that.But the reality of the world today is we have multiple types of data. We have structured data that comes from databases but we have a lot of semi-structured data that comes from web servers, that come from mobile devices, and then we have unstructured data like PDF documents or emails or even images and videos. So future data systems which is what our system represent have the capability to absorb any data, whether they be structured, semi-structured or unstructured and then allow you to process that data in many different ways. So in a nutshell, our value proposition is we allow our customers to extract value for their business from all the data that they have and then use that data to ask bigger questions than theyre able to ask today.Martin: And in terms of this unstructured data like form PDF files, do you need to teach your algorithm to extract this data and put them from an unstructured into a structured way or is it manually done by, for example, by the client who is teaching the algorithm? How does it work?Amr: All of the above. So in some cases there are some standard format where we have really have parsers that know how to parse out the content and read out the content from these documents. So in this case there is a library, you just pick the parser that applies to the type of document that youre trying to parse. But then you could have a more sophisticated document where youre trying to extract the sentiment, an email and from that email, youre now trying to extract, maybe that email somebody sent to the support team for a given company. And then, you want to extract was that customer upset? Was the customer happy? Was that customer neutral, when that email exchange took place? So that is more involved, for that you have to write codes that do whats called sentiment. And thats to extract that.And then, theres an ecosystem of partners that we work with now, other companies that are building tools around our platform that make it easier to do that. So for example theres a company called Trifacta, its a very young start-up. Theres another one called Timr, T-I-M-R. Theres a number of one now, trying to make it easier to do that.Martin: Ok. Assuming I have all the data and put it into a data warehouse, what else can the client do then with this data? Are there any kind of pre-defined reports I can generate or does the clients have to connect all the data so we can get some analysis insights on that?Amr: So we are the platform. We are not a front-end application, we are the platform and think of us just like a database, except unlike a database like Oracle, our platform is much more flexible. So it can take data at any time, it is much more scalable, it can really scale to massive amounts of data. And its much more agile in terms of, its not just sequel, you can do sequel with it but you can also do search, you can do machine learning and there is many other types of workloads that it can run.But still, its a platform, so now how do you connect that platform to applications? There is a lot of existing applications that just integrate with our platform. So companies like Click Track, Tableau, Microsage and Informatica, theres a lot of companies out there that built applications that do visualizations and do that analysis that then connect into our platform using the APIs that we provide.Martin: And are you also promoting in this type of ecosystem where you have different kinds of apps that once clients subscribe to Cloudera that they can choose from different types of apps, how they can analyze the data that you generated using Cloudera?Amr: Ultimately we will want to have an equivalent of like App Store of big data. Where you just have an App Store and you go and you click on the icon of the app you want. Were not there yet. Today, its still an enterprise software sale where well have to go and talk to that company and sign a contract with them and then get the software and deploy it. So its a bit more heavy. But hopefully in the future, yes it will be a simple app within the Cloudera management interface, you’re going to see a bunch of icons for different apps and you just tick the app that you want but were not there yet.Martin: How did you acquire the first customer and convince them to buy with you or try you?Amr: We are lucky in the sense that our business model is also open source in nature. So our core product that we release, which is called the Cloudera distribution for Hadoop is 100% open source as also free. So what that helps do is it helps see the market where developers they look at it, they see its very powerful, they download it, they start to build apps on it and then once they build an app which is viable for their business then they come and they talk with us say, ‘Hey, can we have a relationship with your company to maintain that software, for us going forward’. And so for us, because of the open source nature of Hadoop, the initial customers were coming to us. And there was no other vendor out there when we started Cloudera that was supporting the Hadoop platform, we were the only one. So we got a lot of our initial kind of growth in the company was organic, just coming from customers that deployed our software.Martin: Okay. What have been your thoughts on when you started out between bootstrapping the company and taking external money?Amr: Thats a very good question. So in our case we, if you follow Clouderas history, we took a lot of money. At Cloudera we actually raised to date more than one billion dollars in funding which is a lot of money for a software company. But that comes because of the fact that this is an exploding market. Like, very quickly, we saw that this market is going so quick that technology is important but having that sales force that can really sell this technology worldwide is even more important. And you have to realize that when you are hiring sales, when you are hiring sales people, you have to pay their salaries for the first six, even twelve months before they start making any deals or bringing any money in, you cannot bootstrap when youre doing that, you have to have money to be able to pay their salaries. So from day one, we have been raising money in Cloudera.Almost every year, like in 2008, we raised five million from our Accel partners, which I mentioned earlier. At 2009, we raised another six million. 2010, I think we raised like double that, and just like every year we are raising double what we raised the year before. And mainly doing it as a functio n of; we want to continue to grow very, very quickly to capture this opportunity because we see this as a massive opportunity. And the one who captures the full opportunity will get the most value in the long term.Martin: Amr, what is a typical customer lead time?Amr: So it depends. So in some cases there are customers who already have downloaded our software, as I said its open source and free. So they already downloaded, they already built an app, its already running inside the company and they come to us and they say, ‘Okay its great, we love it, where do we sign?’ And usually that would take like a week until we get them to sign and they pay us, and its great. So that is the case in the early days when this technology was still kind of in the beginning, and there were lots of earlier doctors. Now, in the latest stages where were moving with this technology into very, very large companies and part of what were doing is convincing these large companies of, ‘Hey, your old way of doing things is not going to work for you going forward. You need to have this platform’, and in this case you have to go in and do whats called a proof concept and show them that this platform truly will deliver the scalability, the flexibility of working with any data and the agility of being able to build new projects very quickly. So that process can take anywhere from four weeks to even four months until we can convince them that this is a valuable system for them. And then thats when they do the first purchase. But our technology is not about the first purchase. Our technology is about how we get that first purchase but then grow it. Because once we get inside of a company and they have ten servers running or software and they see what these ten servers can do in terms of scalability and economics of storing the data effectively. Then, they start to grow it from there and thats where our potential is much bigger from that, from the expansion that we get from these custom ers once we land them.CORPORATE STRATEGYMartin: Amr, Lets talk about corporate strategy. So I mean you have some kind of technology part in your company and then you have this kind of distribution part. What other part would you think or consider in terms of competitive advantage that is needed for your business model? And which one is the most important?Amr: We actually have four pillars that underlie our strategy of how we win in this market, both win for ourselves intrinsically but when against competition as well. And these four pillars are:the technology,the team that we have,the track records andthe ecosystem.So let me talk about these briefly. So technology simply, our technology needs to be more superior. And in open source its tricky, how do you make your technology superior when everything you do you put it back into open source? So what were doing at Cloudera is not everything were putting back into open source. Were putting roughly maybe 85% of what we do into open sourc e but were keeping 15% proprietary to us. And that is very important to maintain uniqueness for our solution compared to other vendors out there. So theres other companies out there, small companies and even big companies like, IBM for example that can come in and just take everything that we do and say, Hey, we can do everything Cloudera can do, the software is all open source. But by keeping 15% of what we do proprietary, we maintain that uniqueness, not only unique, were different. If you go with IBM, or go with some other player, youre not going to get the full value that youll get if you come with Cloudera. So thats number one, where we differentiate ourselves.Number two, is the team that we have. So in open source, it is very important for customers that they see that you have in your company some of the open source project leaders that created this technology. So in our case for example, the Hadoop technology was created by Doug Cutting. And Doug Cutting he works at Cloudera. And there are nineteen other open source projects, and most of these other projects were either founded by Cloudera or the creators of these projects we eventually hire them to work at Cloudera. So that gives us a lot of value in our customers. they now believe that we can control that open source artifact, we can add the features they care about, we can fix it when it breaks, and so on. So thats number two.Number three is the track record, like I mentioned. So we use our own Hadoop technology, our own data technology, we collect data from all of our customers. When our customers are running a cluster, we are collecting data from them into our Hadoop cluster. And that data is not the data that their data. Thats how theyre operating, the telemetrics, the telematics of how the cluster is operating. We have that. We can see that from them and from all of our other customers that we had from the last six years. So now, whenever anybody of them experiences a failure, we can very quickly correlate that across all the other traces that we have and resolve that failure much quicker than any of our competition. Furthermore, we also do whats called predictive maintenance. Thats where we can even predict that the customers going to have failure. We call them up and say, youre going to have a failure if you dont change this, or change that, youre going to fail. So track record is our third advantage.And then fourth advantage is the ecosystem. When youre building a platform technology, like the one that we have, if you look at companies like Oracle or VMware or Windows or any company who is building a platform, their success comes from how big of an ecosystem do they have around them. So we have been very focused on building a very big ecosystem. We have more than one thousand partners that work with us right now. Some of these partners are building software applications that run on our platform and some of them are building hardware that underlies our platform. So for ex ample Dell, is one of our largest partners and their also investor. Intel is our largest investor, actually. And some of these are SI, solution integrator vendors, like Capgemini or Accenture that go inside of large companies and implement these solutions. So we have the largest ecosystem right now among the other players in the space.Martin: What is your recommendation for software service start-up that tries to find some distribution channels? Like youve talked about Capgemini, which is I guess one of Hadoop distribution channels because they are consulting other companies. Would this be one of your recommendation for a SaaS company to partner with? Whether its Capgemini, or ErnstYoung, or whoever?Amr: Yes, absolutely. I mean, when you want to sign big deals with the large corporate organizations, many of these large enterprises, unlike typical enterprises, unlike for example Google or Facebook. If you look at a big bank, or a big retailer, or a big telecommunication companies, th ey have massive, massive engagements with these large SI’s and they use them to do the implementation. So its very important. One of the very important strategies for any company in the enterprise software space, which is the space that we are in to establish these types of channel partnership where they can come in and help you sell your software much more efficiently and effectively. I will not however that we right now are not software service.Again, despite our name being Cloudera, we are not software that you go and get as a service, we are software that you deploy inside of your organization. One of these deployment options is to deploy from the cloud, which kind of looks like a service but its not really the same, as for example a box of net or equivalent.MARKET DEVELOPMENTMartin: Amr, lets talk about the market development, especially related to the cloud industry. What is your impression on that? What are the major trends happening?Amr: Yes. So cloud is definitely happen ing. And cloud will happen and its not a question of if cloud will happen, its a question of when, when will cloud really take over completely. When we were starting Cloudera six years ago as I mentioned earlier, we initially wanted to be a cloud company. Like, we initially wanted to do everything in the cloud. But back then, six years ago, it was very clear that big companies viewed their data, their backup data as their blood. And nobody wants their blood to be outside their body. They want their blood inside their body.Now, that is very similar to us, I mean if you remember many years ago when ATM machines came out. Maybe you cant remember, your dad can remember. When ATM Machines came out, people were very hesitant to go and put their money in an ATM machine, right? Because theyre afraid but eventually, people were okay now to put their money in. Now, they dont even think about it. The same thing will happen with data and the cloud. So we think companies will get more comfortabl e with having their data move into the cloud but that will take more time. It would take more time than other types of applications.So for example, if youre building a web app, or youre building a website or a mobile app, youre much more likely to use the cloud today. But when youre building a backend data platform for an insurance company, a finance company, a health company, a government organization, theyre still very sensitive about having their data go on the cloud but that will change over time. So we are about big data, so for us the important part is when will companies be more comfortable having their data go into the cloud. And we see that starting to happen, the beginnings of it right now. But its still now across the board. Its still like a very small percent of enterprises are willing to have the core data systems move into the cloud.Martin: Good. Amr, thank you very much for the time.Amr: Sure, youre very welcome.

Employee-Customer Relations in a Retail Store Essay

Employee-Customer Relations in a Retail Store In a department store, where customers come to shop, customer-employee relations are a key element for the stores survival.Shopping is a major part of the life of almost every person in the country.The flow of money keeps business flowing.If no one spent his or her money, Business would cease to exist.The customer comes to the store expecting to be served, and the employees are trained (or are supposed to be trained) to please the customer.Businesses exist to serve the customer, or at least that’s what the common belief is.Businesses strive to please the customer.If the customer isn’t pleased with the store, then the customer won’t spend his or her money.The customer’s money is the†¦show more content†¦The floors seem dirty, because it needs to be mopped.Almost all of the registers have something wrong with them.Whether it’s the scanner, hand scanner, scale, or a missing produce book.Some of the register belts and scanners need to be cleane d.The buttons on the keyboards seems dirty.There are usually some â€Å"left-behinds†/†strays† in the bin under the scanner.That’s if the strays aren’t put in the garbage bin, which is located in the bin under the register, due to cashier ignorance. Usually it’s the same routine during a weekday.It’s not busy.Not too many problems come up.There are still a few a few â€Å"prized customers† (sarcasm intended) that the cashiers can do without.But when the weekend starts there is total chaos.Almost every register is open.Most of the people on the register are from the floor.At its busiest, there can be an average of five to six customers in each line.Being short of help, the supervisors are always running around, †with their heads cut off,† trying to solve problem with the customers, give breaks, and get change for the cashiers.A cashier might have to wait up to 15 (average maximum wait) minutes for a supervisor to reach them. While the customer usually goes through the line with no trouble,Show MoreRelatedMarketing Agencies Should Collaborate With Organizations Of Unorganized Retailers For Direct Procurement From Suppliers Essay1707 Words   |  7 Pageslarge organized retail sector in order to maintain the balance between the organized and unorganized retailers. So with the help of these infrastructural support and financial assistance unorganized retailers can improve and upgrade their operations. 3. Assist the formation of co-operative retailing of kirana stores, which can make available the products from direct procurement from manufacturers and farmers due to this reduction of intermediaries is possible and kirana stores can get their merchandiseRead MoreVetements Ltee Mini Case1152 Words   |  5 Pagesincentive systems for both store managers and sales employees.   Why: The sales employees began to engage in activities that had an adverse effect on inventory management, employee cooperation, and customer relations.   When: Immediately To Whom do they make recommendation: To the store managers of Vetements Ltee retail stores. Analysis A. Issues and Symptoms (cause and effects) OB issue: Expectancy Theory Evidence: motivated to stay by door to get to customers first because of more commissionsRead MoreAssignment #1- Hrm Capstone 5991393 Words   |  6 Pageshuman resource actions that manger’s will impact are compensation and benefits, employee training, workplace safety, employee relations, and recruitment and selection. Create a human resource management strategy for the retail store. According to the Society of Human Resource Management (SHRM), an HR strategy means a system of human resource practices for a particular job or collection of jobs aimed at the best employee performance possible to meet the firm’s ultimate goals (Wright, 2008). HumanRead MoreBusiness Portfolio994 Words   |  4 PagesAudience: Store Managers Store Employees Customers and the Public Form of communications for various audiences: Store Managers: Business Letter Store Employees: Memo Customers and Public: E-mail Part II: Store Managers Business Letter Just For Me Clothing 123 Retail Row ï  ³ Clarksville ï  ³ Tennessee ï  ³ 37042 ï  ³ (479) 876-5432 ï  ³ www.justforme.com March 27, 2012 Store Managers Just For Me Clothing 108 W. Any Street Rogers, TN 32026 Subject: Change in Store Hours Read MoreThe Human Resource Function of a Retail Store885 Words   |  4 PagesThe Human Resource Function of a Retail Store Human resource manager’s role from the Human Resource Manager’s viewpoint is one that can be looked at from different angles. The different angles changes in a daily basis based on the challenges that the human resource manager faces. However the main responsibility of the HR manager is to recruit or hire potential employees who can fill positions in the organization, and ones that are qualified to perform the specific duties. It is also in lineRead MorePerformance Management At The Retail Store1519 Words   |  7 PagesManagement In the retail store that in which I work as an HR manager clothes are sold along with shoes, handbags, linens, etc. Recently my company had its worst quarter and being the HR manager I have asked by the upper management to improve the performances of the retail store employees on an immediate basis so that the sales and merchandise of the store can be improved and good customers can be retained along with attracting new customers. When I got into the process of assessing the employee performanceRead MoreEvaluation Of A Customer Service Training Essay1659 Words   |  7 Pagesteam of a small retail company and has been assigned to create a new employee customer service training class for all new employees. Training is vital to teach new employees the knowledge and skills required for a job. According to Stewart and Brown (2012), training is â€Å"a planned effort to help employees learn job-related knowledge, skills, and attitudes† (p. 332). The purpose of this paper is to present a detailed plan of the creation, implementation, and evaluation of a customer service trainingRead MoreSwot and Macro Environmental Analysis of Nordstrom1664 Words   |  7 Pages(Nordstrom Employee, 2006). The two decided form a partnership and open a shoe store entitled Wallin amp; Nordstrom. Right form the start, the business philosophy was â€Å"based on exceptional customer service, selection, quality and value† (Nordstrom Employee, 2006). Focusing on this philosophy helped Nordstrom develop a competitive advantage in the shoe market. Due to their success, the company opened a new store in 1923. Nordstrom a promising and upcoming departmental store in U.S has shownRead MoreKudler Accounting System Paper962 Words   |  4 Pagesspecialty grocery store, and has three locations in three upscale San Diego, Ca. Kathy Kudler is a gourmet cook and saw the need to open a shop for consumers to shop for ingredients for her dishes. With years of the corporate America, Kathy Kudler turned her passion into a very lucrative business. As a result, Kudler Fine Foods was founded in 1998. Kudler FineFoods has 127 employees’, and Kathy is the company president. The structure of the company is divided by the corporate and retail employee’sRead MoreStaffing At Tanglewoods Work And Quality Of Staff1082 Words   |  5 Pagesand feels like. Design is how it works† (Walker, 2003, para. 4). When Steve Jobs said this comment he was speaking about the first iPod, but in actuality it rings true for any design, whether it is a product or a methodology. Tanglewood is a retail store chain with an â€Å"outdoors† theme (Kammeyer-Mueller, 2012). The organizational structure in conjunction with recent growth is causing a disconnect between Tanglewood’s mission and quality of staff. Tanner Emerson and Thurston Wood (the owners) are

Alzheimer’s Disease is the Most Common form of Dementia

Alzheimer’s Disease â€Å"What is Alzheimer’s disease (AD)?† Alzheimer’s disease is the most common form of dementia that affects an individual’s memory, cognition, and behavior disturbances that ultimately diminishes their quality of life.1-2 Dementia is not a specific disease it is a general term for a variety of symptoms that affect memory and intellectual thinking that causes difficulty in our tasks of daily living.(5) The confusion between these two terms is extraordinary. It’s helpful to think of dementia as the symptom and to think of AD as the cause of that symptom. Although, there are many causes of dementia for the purpose of this paper, Alzheimer’s will be the only one discussed. A German physician, Alois Alzheimer, first described AD in 1907 after working with a woman in her 50s, Auguste D, in 1902.4 Of course at that time no research had been conducted on this devastating disease. When Mr. Alzheimer first started working with her, Auguste D experienced restlessness, anxiousness, and confusion.4 Each day Auguste D would present with a negative attitude and it became difficult and even impossible to examine her.4 Because of Auguste D’s behavioral disturbances she often spent the day in a warm bath in an attempt to calm the symptoms of agitation.4 During the night, Auguste D was often isolated because she would wander and would wake other patients because she failed to go to sleep.4 Mr. Alzheimer developed a plan of care which focused on outdoor activity,Show MoreRelatedAlzheimer s Disease : A Common Neurodegenerative Disease1110 Words   |  5 PagesAlzheimer’s disease is a common neurodegenerative disease. It is the most common form of dement ia which is a general term for memory loss and other intellectual abilities serious enough to interfere with daily life (Alzheimer’s Disease Dementia). Dementia and Alzheimer’s have been around for centuries, but Alzheimer’s disease wasn’t first described until 1906 by Dr. Aloysius Alzheimer. In the past, there was a stigma for elderly people with the disease. People with dementia and Alzheimer’s wereRead MoreThe Origins And Development Of Dementia1431 Words   |  6 PagesDevelopment of Dementia Dementia is a disease that affects a vast number of Americans, and people worldwide. As people grow and live longer in today’s world the cases of clinical dementia are increasing. There are many causes of dementia, equally leading to different forms and symptoms of this disease. Most causes of dementia are known, and labeled in order to establish proper treatment. Alzheimer’s disease is the most common form of dementia, accounting for more than half of all people with dementia. TheRead MoreDescribe the types of dementia and common signs and symptoms1148 Words   |  5 PagesUnit 40 - P1 Describe the types of dementia and common signs and symptoms The term ‘dementia’ describes a set of symptoms which can include loss of memory, mood changes and problems with communication and reasoning. These symptoms occur when the brain is damaged by certain conditions and diseases, including Alzheimer’s disease, vascular dementia and Creutzfeldt-Jakob disease. †¨Age is the greatest risk factor for dementia. Dementia affects one in 14 people over the age of 65 and one in six overRead MoreThe Common Types Of Dementia1013 Words   |  5 PagesDementia can be defined as a decline in mental ability severe enough to interfere with daily life (alz.org). More than often, individuals affected by dementia are over the age of 65. In the United States, there are more than three million cases of dementia each year. According to World Health Organization, the number of people living with dementia is currently estimated at 47.5 million worldwide and is expected to increase to 75.6 million by 2030 (World Health Organization 2015). Dementia is causedRead MoreAlzheimer s Disease : A Disease1304 Words   |  6 PagesNovember 10, 2015 Alzheimer’s Disease Alzheimer’s is a disease in the brain that affects a person’s memory, thinking, and behavior. It is the most common form of dementia and is common in adults older than 65. More than five million Americans are being affected by Alzheimer’s at this moment. Alzheimer’s comes in three stages; early, middle, and advanced. The disease is caused by the shrinking of the brain due to many risk factors and genetics. Dementia and Alzheimer’s disease are often confusedRead MoreThe Disease Of Alzheimer s Disease Essay1482 Words   |  6 PagesAlzheimer’s disease is a degenerative brain disease that is seen in the elderly. It is the most common form of dementia, which is a general term for memory loss and other intellectual abilities serious enough to interfere with daily life (Alzheimer’s Disease Dementia). Alzheimer’s is one of the leading causes of death in America. Dementia and Alzheimer’s have been around for centuries, but Alzheimer’s disease wasn’t first described until 1906 by Dr. Aloysius Alzheimer. In the past, there was aRead MoreTaking a Closer Look at Alzheimers Disease Essay784 Words   |  4 PagesWhat is Alzheimer’s disease? Alzheimer’s disease (AD) is the most common form of dementia known today. The term â€Å"dementia† refers to a variety of conditions that arise from the loss of nerve cell function and/or nerve cell death in the brain, including Alzheimer’s disease, vascular dementia, Parkinson’s disease, Creutzfeldt-Jakob disease and other types of mixed dementia. Although all types of dementia arise from neuronal damage and/or death, each form of dementia is associated with distinct brainRead MoreDiagnosis And Treatment Of Alzheimer s Dementia1329 Words   |  6 PagesAbstract Alzheimer’s Dementia is one form of dementia. It affects over five million people in the U.S. alone (Latest Facts Figures Report, 2014). Alzheimer’s is a group of symptoms caused by diseases or disorders. Every 67 seconds someone develops Alzheimer’s in the U.S. (Latest Facts Figures Report, 2014). Alzheimer’s can take 7-10 years to fully develop. During development the brain reduces in size. Being diagnosed with Alzheimer’s changes the patient’s life significantly. He or she must makeRead MoreAlzheimer s Disease Is The Most Common Form Of Dementia1086 Words   |  5 PagesDo you know what alzheimer’s disease is? Alzheimer’s disease is the most common form of dementia. It is the seventh leading cause of death in the United States, and the fifth leading cause of death in ages 65 and older. â€Å"2010 Alzheimer s Disease Facts and Figures. Rep. Vol. 6. Chicago: Alzheimer s Association, 2010. Print. Alzheimer s and Dementia.â⠂¬  This disease is the deterioration of the brain that can, and probably will lead to brain loss that cannot be reversed. It is a very slow decline thatRead MoreAlzheimer s Disease, And Vascular Dementia1565 Words   |  7 PagesAbstract Dementia is considered to be discovered by a German psychiatrist by the name of Alois Alzheimer. This discovery was made during the process of his examination of a patient with unusual behavior. In that discovery he found similarities that are linked to having Alzheimer’s disease. Dementia is known as being a slow, yet steady decline of one’s mental ability. The disease eventually becomes so severe that it will interfere with one’s daily living ability. This is not one specific disease, but

My grandfather Free Essays

string(63) " understandable that after fourteen months in the combat zone\." Few events impact the lives of humans as war.   The United States found itself in many wars during the twentieth century, in every corner of the world.   The common trait throughout all these wars was that they were fought by young men, many of whom had little political education or any idea why they were fighting. We will write a custom essay sample on My grandfather or any similar topic only for you Order Now    My grandfather, Francisco Martin, was one of these young men, as he fought in the Korean War.   Through the violence and the confusion, he survived to create a family and life of peace, though the memories of the war always stayed with him. My grandfather was born in Puerto Rico in 1930, and was still a young man when the Korean War broke out.   As a twenty-year-old college student at the University of Puerto Rico, Francisco knew very little about Korea, save for what he learned in history class.   After World War II, in a 1945 agreement reached by the allies at the Potsdam Conference, Korea was divided along the 38th Parallel into North and South Korea.   It was an early indicator of what would become the Cold War, as the communist Soviet Union would occupy North Korea and South Korea would be occupied by the democratic U.S. forces. However, only five short years later, on June 25, 1950, North Korean communist forces launched a massive surprise attack on South Korea quickly overrunning the capital.   U.S. Intervention was ordered on June 27 by President Harry S. Truman on the same day the U.N. invoked military sanctions against North Korea.[1]   As a citizen of Puerto Rico, my grandfather was also a citizen of the United States, and his dual citizenship in each country would prove desirable to the armed forces, as well as his college experience.   Less than a year later, young Francisco would put his studies on the shelf when his country called. As a student at the University of Puerto Rico, my grandfather had some experience in the R.O.T.C., and he could also speak Spanish and English, so his qualifications for the military were more than adequate for what the military needed and he was inducted on October 5, 1951.   For young Pvt. Martin, adjusting to life in the military was no easy task: â€Å"It was difficult.   The transition from being a University student, to being a trainee preparing to go to war was not easy.   It was a drastic change in mentality and attitudes. After all, it was sort of ‘brain storming’ in order to prepare the soldier to go to possible ‘combat areas’ as was called.†[2]   After four months of basic training in San Juan and Salinas, Puerto Rico, Pvt. Martin found out that he would be going to South Korea, which came as no big surprise.   However, finally hearing about his destination filled him with fear and trepidation, and he worried about what would come next.   While his commanding officers repeated that it was their duty to serve and go to Korea, this did little to quell his fears. My grandfather’s unit left Puerto Rico in April of 1952; at the time he was twenty-one years old and celebrated his twenty-second birthday on the way past Honolulu, Hawaii.   He describes the long journey by boat to South Korea as being difficult, uncomfortable, and lacking enough fresh water for the troops.   â€Å"We showered with salt water†¦ It was awful†¦ We spent approximately one month on board. We passed Hawaii and reached Japan; it was civilization at last!†[3]   The experience of Japan after the long journey was a welcome relief.   In particular, Tokyo proved to be an eye-opening experience for the young Puerto Rican American soldier, and made life off the ship that much more enjoyable:   â€Å"Nice food, big city†¦Ã‚   No more rotten eggs for breakfast as in the ship. No more seawater for bathing.   No more nasty odors and boring hours.†[4]   After being initially assigned by to be a translator because of his ability to speak Spanish and English, he was slowly beginning to adjust to life in the army, of course helped by being in the big, fast city of Tokyo.   However, before too long, he and his unit were finally shipped to South Korea to continue their duty and fight the communists of the North. My grandfather left Tokyo by train, leaving behind the many creature comforts of life in the big city, such as hot food and comfortable beds.   Back on the old, uncomfortable train he was forced to sleep on the floor with the rest of the men, or on the hard, wooden seats.   The only food they had for the trip was canned rations of spaghetti and meatballs, and once again life in the military seemed harsh and monotonous.   After the long train ride and a short ferry ride, they were finally on the mainland of Asia and in South Korea. When arriving in Pusan in the summer of 1952, it became immediately clear to all the soldiers that they were in a war zone: â€Å"On our arrival to Pusan, we could here the guns from far away.†[5]   There was no mistaking that there lives were now at stake, and the uncomfortable boats and the trip to South Korea did not look so bad. My grandfather remembers vividly his early days in South Korea: â€Å"I was assigned to the Second Division.   This army division arrived to Korea in 1950.   In 1951, the 9th Infantry regiment played an important role in the offense and defense in Korea.   I was there.†[6]   He recalls the large military presence and the continuous movement of trucks, tanks, and troops coming and going. He also remembers the differences in the attitudes of the soldiers, which depended highly on which direction they were heading: â€Å"Soldiers were leaving Korea and heading to Tokyo in their way back home (from U.S.A Puerto Rico, Colombia, and other countries in South America).   We (the incoming troops) were sad.   But they (the ones leaving) were very, very happy; it is understandable that after fourteen months in the combat zone. You read "My grandfather" in category "Essay examples"†[7]   Pvt. Martin prepared himself for the idea of spending the next fourteen in the combat zone, but failed to realize at first that the main feelings would be of alienation. After going through the long journey to get to South Korea, my grandfather found himself deep in a learning experience upon arrival, with little companionship from any fellow Spanish-speaking soldiers: â€Å"I went through a learning period.   Everything was new for me; nobody spoke Spanish. It was a harsh process of adaptation because everything was uncertain.†[8]   In addition to the hard adjustment of life in a combat zone, he was also met with repeated stories of the violence that took place not far from his post, which filled him with even more anxiety: â€Å"I was fearful after listening to all the stories of the battles, the misery, and violence.   Everybody around me was very pessimistic.   I was sure that I was not going to make it.†[9] The young soldier would hear stories of the biggest battles while in South Korea, including â€Å"Bloody Ridge,† which was the name given to the twelve-day siege waged by the men of the 9th Infantry regiment against a communist held hill in the fall of 1952.   Because of security reasons, the military publication Stars and Stripes would not disclose the exact location of the bloody battle, and soldiers in my grandfather’s regiment were left to wonder just how far away the violence raged. He would even hear stories about his fellow Puerto Rican soldiers fighting and dying in the battle of Kelly Hill, which also occurred in the fall of 1952, making him realizing the deadly cost of the war: â€Å"The Puerto Rican regiment (the 65th infantry regiment) participated in ‘Kelly Hill Battle’ that happened in the fall of 1952.   Half of the 743 Puerto Rican soldiers that died in the war, died in this battle.†[10]   But, as with so many soldiers and civilians caught in combat zones, it was only the faith in his God that gave him the strength to ignore his fear and do his duty.   My grandfather credits this for returning home and proclaims, â€Å"My faith was the only thing that kept me alive.†[11] As a soldier, Pvt. Martin served in the 9th Infantry regiment for around a year, moving to and from many different locations throughout South Korea.   Despite his close proximity to the frontlines, he was fortunate enough to avoid all major combat events.   Though he knew that his fellow soldiers were fighting and dying, he did his duty as assigned, not matter how fearful he was or how dangerous the duty seemed: â€Å"I did not fight a person-to-person combat or patrols.   But I stood for guard many times.   I remember guarding from 12:00am until 4:00am in a wet, cold and scary dangerous forest. Nights were horrible.   There were constant bombings but we had to get used to them and pray for our lives.† [12] One time on guard duty, he suffered the lowest moment of his time in Korea: â€Å"While supervising guards and moving the soldiers to different posts, one of my legs suffered frostbite.   I was hospitalized for a period of time and received treatment.   Once I was cured, I was sent back to the frontlines.   In that period, I was serving in a technical capacity.   I was part of a special unit called I.R.I.   That unit was in charge of distributing tools and explosives to those soldiers assigned to difficult missions as mine finding.†[13]   Once again, it was his religious faith that helped get him through the most difficult times of the war. Though my grandfather did not experience any serious combat while in South Korea, the threat of combat was always present.   When coupled with the often monotonous life of being a soldier, and the extremely hot and wet summers and extremely frigid winters, the days and nights could drag on and become terribly lonely and fearful times.   The only things that usually made this go away were the letters and news from back home: â€Å"Receiving letters was very important. Receiving mail from the family and friend brought me happiness and strength.†Ã‚   This was especially true of the letters from his young wife:   â€Å"Ana’s letters were well received and expected.   She was very consistent in writing and that helped me a lot.†Ã‚   In addition to letters from loved ones, the soldiers were sometimes offered breaks from constant life on the frontlines. Trips to Japan for rest and recuperation offered soldiers a welcome break from soldier life, and according to my grandfather: â€Å"I spent a week in a city called Sasebo Kokura.   It was nice, good food, movies, and trips to the city, dancing in the fort, rest, and sleep.   But after a period of â€Å"relaxation and distraction† I was sent back to Korea, but this time by plane.†[14] Even away from the war zone, terrible things can occur, and the plane ride back from Japan would stay with my grandfather for the rest of his life:   â€Å"The flight was dangerous, the plane had no seats.   I was standing strapped to the wall.   It was a horrible and traumatic experience.   Today I suffered of ‘flight fear syndrome.’   I still have flashbacks of that moment.†[15]   However, with his strong faith and fortune to avoid serious combat while there, he avoided many of the pitfalls that claimed other soldiers such as depression, alcoholism, and mental illness. There were also some good times in South Korea, which my grandfather recalled fondly, especially Christmas of 1952.   The Army threw a large Christmas party complete with treats and Christmas dinner:   â€Å"There was ice cream, turkey, fruitcake, juice, and candy†¦ It felt like home.   I went to mass, we received letters, and I even received food from home!   I still remember that day; we had a Christmas tree and everything that goes with it.†Ã‚   [16] What made the holiday even better for the young soldier is that it would not be long that he would be able to leave South Korea.   He recalled: â€Å"By that time, there were three or four more moths to go — we were ready to rotate–other troops would replace us.†[17] However, he still had a few more months to go and realized that anything could happen, as the stories of battles and casualties continued to pour in.   But, he could not get around the fact that he was so close to the end of his time in South Korea.   Around March of 1953, Pvt. Martin received news that his time in Korea was up.   As he lived in a bunker at the time and news was delivered by a messenger, he remembers when a messenger came to his quarters and stated: â€Å"You, F. Martin, are leaving Korea. You are heading to Tokyo (back to Seoul and the Tokyo).  Ã‚   A modern ship will take you back to the U.S specifically to Seattle, Washington.†[18]  Ã‚   And, after fourteen months in the combat zone, his time was up and he could leave with the satisfaction that he served his country and did his duty.  Ã‚   He transferred to the U.S. Army Reserve on June 23, 1953, and finally finished his military service with an honorable discharge on October 6, 1959, after a full eight years in service. After his experience in Korea, my grandfather took with him many lessons learned about life and war.   His view of the war is that there were no clear winners.   Tens of thousands of Americans died, along with countless more Koreans, Chinese, and Russians.   However, he cannot help but feel that some progress was made concerning the state of South Korea:   â€Å"South Korea obviously gained†¦ Today it is a prosperous, well-developed nation, technologically advances and democratic.†[19] But, he also acknowledges that the conflict itself failed to succeed in its greater goals: â€Å"On the other hand, that place is a divided nation! North and South are divided! Families separated! North Korea today is in bad shape; hunger, famine, no democracy at all.†[20]   Though my grandfather did his duty, he does not claim to be a politician or have answers to the most complex political questions facing humanity. He prefers to be a kind, decent man that loves his family and tries to impart his simple wisdom whenever possible.   Though many memories of Korea stay with him, he considers himself fortunate to be able to share his wisdom and experiences with his children and grandchildren, and is proud to be both Puerto Rican, and a citizen of the United States. Bibliography Martin, Francisco. Interview by author.   Written notes.  Location, date month year. [1] Francisco Martin. Interview by author.   Written notes.  Location, date month year. [2] Ibid. [3] Ibid. [4] Ibid. [5] Ibid. [6] Ibid. [7] Ibid. [8] Ibid. [9] Ibid. [10] Ibid. [11] Ibid. [12] Ibid. [13] Ibid. [14] Ibid. [15] Ibid. [16] Ibid. [17] Ibid. [18] Ibid. [19] Ibid. [20] Ibid. How to cite My grandfather, Essay examples

This question highlights one of the themes central Essay Example For Students

This question highlights one of the themes central Essay art to the account of modem art offered in this course: the tension between the theoretical perspectives of, on the one hand, Modernist criticism and, on the other, an approach focused on the relationship of the art of any given period to its social, political and historical context. The two quotations given above may be interpreted as representing these polarities. It would be an oversimplification to suggest that to accept a Modernist account of modem art must imply rejection of a socio-historical view, or vice-versa (the discussion between TJ Clark and Michael Fried about Pollock (TV21) suggests that there is room for negotiation, if not for compromise). It is, however, arguable that a definition of postmodernism should take into consideration both the close interrelationship between Modernist criticism and mid-twentieth century abstract art, which together constituted the dominant hegemony in art from the late 1940s to the early 1960s (and hence the artistic context against which postmodernism in the visual arts evolved), and the social, historical and political context within which art characterised as postmodern has developed. It seems reasonable, therefore, to start by attempting to clarify the critical positions represented by Greenberg and Burgin. Greenberg, in Modernist Painting (1961) and other writings, sets the development of modem art, specifically painting, in the context of the ideas of the Enlightenment philosopher Kant, who used logic to establish the limits of logic (Art in Theory p.755.) Kant thereby established a precedent for using the techniques of a particular medium to define and refine that medium, a process referred to by Greenberg as self-criticism. This implies that painting, rather than using art to conceal art (ibid) by creating illusionistic space and depth, should rather use art to call attention to art (ibid), that is, to emphasise the unique characteristics of the medium; the flat surface, the shape of the support, the propert ies of pigment (ibid). Greenberg states that such a process would render art pure, that is, autonomous, free of any extraneous elements deriving from other arts, such as theatricality or narrative. The impact of a painting should thus derive from those technical aspects characteristic of painting, such as colour, form and composition. An example of the sort of painting Greenberg was advocating at the time may clarify this. Morris Louiss painting Alpha-Phi (pl.D10) is exactly contemporary with the publication of Modernist Painting. It consists of bold, ragged, diagonal streaks of pure colour against an off-white ground; Louiss use of acrylic paints, which soak into the canvas, means that the colours appear integrated with the ground and hence do not disrupt the flatness of the picture plane. Its effect depends upon the arrangement of colours and the large scale of the painting which makes it occupy so much of ones visual field that it loses its character as a discrete tactile object and thereby become that much more purely a picture, a strictly visual entity (Greenberg, Louis and Noland, p.28). It is apparently devoid of references to anything other than the intrinsic qualities of forms and colours. Louiss painting, and the contemporary work of Kenneth Noland (e.g. Bloom, pl 141) and Jules Olitski (e.g. (Twice) Disarmed pl.D11) were seen by Greenberg as being how paintings should look if they are to continue the intelligible continuity of taste and tradition (Art in Theory p.760) and offer the viewer a sufficient degree of aesthetic power (Modernism in Dispute p. 173) in the 1960s. Burgin, however, sees Greenbergs approach and hence, by implication, paintings such as Alpha-Phi, as the terminal point of an historical trajectory. It is arguable that paintings such as those of Louis represent a point beyond which art could not be further refined, and must therefore be reassessed or stagnate. Furthermore, in the context of the major social and political upheavals o f the late 1960s and thereafter, such work might appear increasingly irrelevant. From Burgins viewpoint, Greenbergs privileging of aesthetic and technical issues marginalises those types of art which can be validated by reference to their relationship with their historical context, to the way in which they represent their times. Thus Dada would be of little importance in a Greenbergian art history, but significant in the context .u86161e97c34c67e1a315f33d92e01591 , .u86161e97c34c67e1a315f33d92e01591 .postImageUrl , .u86161e97c34c67e1a315f33d92e01591 .centered-text-area { min-height: 80px; position: relative; } .u86161e97c34c67e1a315f33d92e01591 , .u86161e97c34c67e1a315f33d92e01591:hover , .u86161e97c34c67e1a315f33d92e01591:visited , .u86161e97c34c67e1a315f33d92e01591:active { border:0!important; } .u86161e97c34c67e1a315f33d92e01591 .clearfix:after { content: ""; display: table; clear: both; } .u86161e97c34c67e1a315f33d92e01591 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u86161e97c34c67e1a315f33d92e01591:active , .u86161e97c34c67e1a315f33d92e01591:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u86161e97c34c67e1a315f33d92e01591 .centered-text-area { width: 100%; position: relative ; } .u86161e97c34c67e1a315f33d92e01591 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u86161e97c34c67e1a315f33d92e01591 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u86161e97c34c67e1a315f33d92e01591 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u86161e97c34c67e1a315f33d92e01591:hover .ctaButton { background-color: #34495E!important; } .u86161e97c34c67e1a315f33d92e01591 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u86161e97c34c67e1a315f33d92e01591 .u86161e97c34c67e1a315f33d92e01591-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u86161e97c34c67e1a315f33d92e01591:after { content: ""; display: block; clear: both; } READ: Linking Media With Fitness Perceptions: A Study On Essay