Crisis And Risk Management In Organizations Management Essay

Crisis And Risk Management In Organizations Management Essay Chapter 3 is a literature review to help develop an understanding on the importance of business continuity as a process of counteracting organizational crises, which is at the forefront of this study. The Chapter is structured as follows: Section 3.2 discusses crisis management and risk management in organizations, to present a clearer picture of the terminologies. Next, the chapter provides the reader with background knowledge on business continuity management, its importance, and highlights some organizational approaches used in managing risk and crisis, including scenario planning. Finally, the chapter discusses planning as an effective BCM process, and strategic planning in a turbulent environment with the aim of clearly identifying the significance of business continuity in organizations. In an attempt to define crisis management, it is imperative that the term crisis is first explained. Coombs (1999: 2) define crisis as an event that is unpredictable and a major threat that can have an adverse effect on an organization, industry, or its stakeholders if improperly handled. Similarly, other authors such as Martinelli and Briggs (1998) conceptualize crisis as a turning point, and argue that it is an opportunity for organizations to show their commitment to responsible behaviour (p. 44). Regester (1987: 38) also acknowledges that crisis often represents turning points in organizational life as they present opportunities to establish a reputation for competence, to shape the organization and to tackle important issues. It is an unpredictable major event that is a threat to an organization or its stakeholders (Goel, 2009: 25). Other scholars such as Curtin et al., (2005: 3) identify crisis to be of three kinds; those which befalls a company e.g. chemical spillage or plane crash, those that are manufactured, and those that escalate from an accident. 3.2.2 Defining Crisis Management Crises Management is all about taking charge of a crisis situation before it engulfs the company. As suitable planning is fundamental to corporate survival in the event of a crisis, crisis management involves proper handling of a crisis after it occurs. The theory of crisis management has witnessed a steady evolution in the last twenty years. Early phases of this evolution includes a six step crises model by Littlejohn (1983: 13) (structure design, selection of crisis team, training team members, crisis situation auditing, contingency planning, managing the crisis); Finks (1986) seminal four stage model (the prodromal stage, the crisis breakout or acute stage, the chronic stage and resolution stage); Gonzalez-Herrero and Pratt (1995) four phase model for crisis management (planning-prevention, issues management, the actual crisis and the aftermath of the crisis); Augustine (1995) six stage of crisis management (identifying the crisis, avoiding the crises, containing the crisis, prepa ring to manage the crises, resolving the crisis and benefitting from the crisis). Augustine points out that for every crisis, there are seeds of success and roots of failure embedded within it and the ability to find, cultivate and manage the possible success is the basis of crisis management. In theory, the debate between scholars of crisis management is mainly about how crisis is defined. Comfort (1988) divides the process of crisis management into preparedness, mitigation, response, and recovery phases. Another interesting crisis management model was formulated by Boin et al., (2005). The authors based their model on four important challenges managers face during the process of crisis management sense-making, decision making, terminating and learning. In spite of these, many scholars of crisis and disaster management still seem to focus more on the triggers, causes or effects rather than how these incidents are actually managed by stakeholders, decision makers and the organizations (Mitroff and Pauchant, 1990). 3.3 Crisis and Risk Management in Organizations Organizational crisis have been defined by various scholars even though there is not one universally accepted definition (Simola, 2005). Pearson and Clair (1998) define organizational crisis as a high impact low probability incident that threatens organizational viability. Crises can potentially cause damage to an organization, and if not properly managed, can become disasters. Mistakes can very quickly rise from just a little operational issue to a stage that threatens survival (Mittelstaedt, 2004). Therefore, organizations that properly prepare and plan for the future are more likely to succeed (Regester and Larkin, 2005). Fink et al., (2005) points out that to survive in a rapidly changing world, many organizations must recognize and forecast their surrounding environment to enable them develop awareness to the risks that may affect their businesses and strategic directions. Theres little chance for organizations to respond and recover when unforeseen events happen. Therefore, in the likely event of a crisis or disaster, an organizations level of preparedness and capability of resuming its regular business operations are thought to be amongst the major goals of senior management (Hanson, 2006). In crisis management, organizations play a crucial role (Clarke, 1999). Carley and Harrald (1997:310) note that organizations should react to disasters by reducing the impact of the disaster but in practice, organizations are often the ones that cause crises (Roux-Dufort, 2007). Organizational blueprints fail to balance the possible damaging effects of organizational production (Perrow, 2007) as scholars of organizational management are more often into organizational structure, design and culture, rather than managing and learning from unusual events (Pauchant and Mitroff, 1992). Egbuji (1999) introduce risk management as a corporate approach to deal with the security threats facing an organization in an attempt to protect its resources and its assets. There are some advantages of risk management. According to Peart (2006), risk management facilitates future anticipation and improves uncertainty control as it entails carefully analyzing possible future organizational risks, and developing actions to counteract the risks. The Association of Insurance and Risk Managers (2002) lay emphasis on a calculated approach to risk management and state that risk management should be thought of as a value-adding process linked to strategy since it has the possibility to improve decision making and protect assets. 3.3.1 Scenario Planning In an era of rapid change, scenario planning is the practice of planning for different future alternatives, with the aim of mitigating or reducing the risk of getting bombarded by unforeseen incidents or being unprepared for it (Bishop et al., 2007). Kachaner and Deimler (2008) argue that organizations that implement scenario planning will most likely deal with future uncertainty and risk more efficiently than those that do not make use of it. As Pollard and Hotho (2006) describe, the idea of scenario planning is to make long range flexible plans by figuring out the impact and nature of the most questionable driving forces that affect the world and shapes business environments i.e. economic, political, environmental and technological trends. According to Barber (2006) scenario planning is used by some leading organizations such as Shell and General Electric to analyse the various trends and forces that may impact the organization. Scenario planning helps create a linkage between the past and the future by addressing scenarios through strategic planning. Barber (2006) note that Shells scenario planning teams use scenario planning to identify weak signals or signs that will likely have an impact on their business. Methods of scenario planning include imagination, multiple perspectives and strategic thinking and in todays environment, its use in the planning process is an important strategy to deal with numerous uncertainties (Neilson and Stouffer, 2005: 26). Scenario planning can be developed for any future period. In the 1970s, Shell Group initiated the scenario planning and the corporation builds scenarios every three years for up to a twenty year period; others may project fifteen, ten or a five year period (Scott-Martinet, 2006). In hypothetical situations, scenario planning is useful for planners to see how an event may impact the organization. Planning out a scenario can also show the multiple ways in which various components fit together. Planning for the future in any organization is important, as without planning, resources may not be available when needed (Scott-Martinet, 2006). Hodgson Tait (1996: 3) argue that planning has traditionally followed a comparatively linear approach (i.e. projecting future needs based on current activities). For organizations that have a commitment to this default scenario, the future is drastically altered when they experience crises, as it becomes difficult to adapt or change. With scenario planning therefore, organizations can recognize future threats and deal with them before crises happen. Scenario planning can also be utilized in other disaster situations and can most likely help with mitigation, preparedness and prevention efforts if appropriate strategies are embraced. After scenario analysis and development, the organization can then implement strategies to steer towards a survivable future (Hodgson Tait, 1996) Scenario planning can also be used in emergency management to assist corporations in viewing and understanding itself in a new dimension, and to effectively plan more for the future (Alexander, 2002: 2). Previous crises and best speculations about the future have generally provided evidence for contingency planners to take decisions about the future (Wilkinson, 1994: 5). Nonetheless, by implementing the method of scenario futuring, planners can discuss or document various likely organizational futures, and by exploring these possible futures, scenario planners may acquire knowledge about fundamental issues, forces and trends (Wilkinson, 1994). 3.4 Business Continuity Management (BCM) Due to its widespread nature, the manner in which business continuity management is implemented will inevitably depend on the nature, complexity and scale of an organizations risk profile and the environment in which it operates. It is also safe to presume that as organizations are never in full control of their business surroundings, all organizations will experience a business crisis and continuity event at some point (Shaw, 2004). It is therefore important to explore the various functions and functional areas that support the management of crisis events and continuity of business operations, their inter-dependencies, and the factors that will help co-ordinate these functions and functional areas into a comprehensive and integrated programme. Business Continuity Management (BCM) has been described in many ways. However, there is not a generally accepted definition (Smit, 2005). BCM is defined by the Business Continuity Institute as the act of predicting events that will affect the organizations mission-critical processes and functions, and ensure that it reacts to any event in a rehearsed and planned way (Gallagher, 2003). The goals of BCM also include making sure there is continuity of critical functions and business operations in all circumstances, foreseeing organizational risks, crises and disasters before they occur, and ensuring fast and efficient response to crises Figure 3: Framework for Business Continuity Management Source: The British Standard for Business Continuity Management, 2006 According to Herbane et al., (2004) and Gibb and Buchanan (2006), BCM involves identifying with an organizations needs, recognizing and managing risks that may interrupt the critical functions of a business, and ensuring effective recovery and business continuity in the event of unanticipated occurrences. BCM assists an organization in mapping out future worst case scenarios and how promptly the organization can restore its normal operations in the aftermath of a crisis. (Hayes, 2004) is of the opinion that BCM should be a major responsibility of top management as BCM aims to ensure lasting survival of the entire organization. Several authors including Gallagher (2003), Herbane et al., (2004), Pitt and Goyal (2004), and Elliott et al., (2010), have debated on the evolution of BCM. In the 1970s, the primary focus of business continuity was on information technology (IT) and recovering computing systems, also disruptions caused by disasters such as fires, earthquakes and flooding. In the 1980s, business continuity still included IT but shifted to include other systems and facilities at both business and corporate unit levels. During the 1970s and 1980s, IT focus still played a huge part in business continuity and explains why a big fraction of existing literature on BCM relates to IT continuity (Elliott et al., 2010). However, business continuity was introduced as Business Continuity Management in the late 1990s and early 2000s, and became a process of corporate competitive advantage to contribute to the sustainability and development of diverse business areas (Gill, 2006). Figure 4: Typology of Continuity Approaches Source: Herbane et al., (2004) Figure 4 above shows that BCM is embedded within crisis management (Herbane et al., 2004). It also shows that disaster recovery planning and business continuity planning are two components of BCM; these two components are to assist an organization in effectively dealing with crises and disasters before, during and after they occur (Herbane et al., 2004). Herbane et al., (2004) also point out that BCM must influence the whole organization and so, in order to succeed, there is need for participation and cross-functional involvement from various departments in the organization. 3.4.1 Importance of Business Continuity Management As previously mentioned, the 21st century has witnessed dramatic transformations in the global business environment. Kubitscheck (2001), Dawes (2004) and Richardson (2009) note that as new risks have emerged, organizational risk theory have also advanced at the start of the new millennium, but these newly emerging risks surpass the pace at which solutions are being devised to counteract them (Kubitscheck, 2001). Therefore, with new terrorist attacks, hi-tech and changing weather patterns, and corporate financial scandals, organizations need a well-resourced, coherent response, integrated and predetermined, but also manageable and flexible (Herbane et al., 2004). Organizations are faced with difficulties in risky and uncertain times and this can only be excellently managed by preparation and proactive planning (Gage and Reinoso, 2002). An innovative approach is necessary to help organizations in mitigating or reducing the impacts of crises and disasters, by appropriately preparing for, responding to and recovering from unexpected events to ensure business continuity and also to manage security programs proactively (Hinde, 2002). The interest in BCM increased significantly in the early 2000s (Borodzicz, 2005; Smit, 2005) Wong (2009) argues that the growing interest is as a result of natural and man-made disasters such as the September 11 terrorist attacks in the US, which emphasized the importance of BCM in sustaining critical functions of businesses. BCM encompasses corrective and preventive systems to risk management through recovery planning and continuity, and through the constant testing, training, maintenance and updating of continuity plans. In a global business environment full of insecurities, the long-term survival of businesses very much depends on guaranteed continuity of business operations. BCM is significant to be able to achieve this (Morwood, 1998). Pitt (2010) also argues that when organizations have BCM, they are most likely to suffer less from the immediate impact of crises, and can pull through more quickly. According to Brazeau (2008), the BCM profile has noticeably increased in both private and public business organizations as a study conducted by FM Global showed that out of 600 financial executives, about 95% identified BCM to be of moderate to high priority in relation to other managerial functions within their organizations. BCM is gaining increasing acceptance amongst many businesses as organizations now understand BCMs present operational value and are beginning to focus more on its enterprise-wide advantage and strategic significance (Marsh, 2008). 3.4.2 Planning as an Effective BCM Process Since the start of research on strategic planning, there has been a general consensus that strategic planning is a process that decides when, how, who will plan and how results will be enforced (Gibb and Buchanan (2006). Elliott et al., (2010) however mentions that there is a disagreement between authors regarding the exact structure and components of the process. Figure 4: Structure and Process of Strategic Planning Source: Elliott et al., (2010) Elliott et al., (2010) structure and process of strategic planning (Figure 4) illustrates planning as a systematic process. Most significantly, it identifies the three main areas of the process: hypothesis, formulation of plans, implementation of plans, and evaluation. The structure of strategic planning introduces a conceptual model for small, medium and large organization for outstanding strategic planning. The authors state that the three major types of plans; short-range budgets, medium-range programmes and master strategies are all linked and so, organizations must know exactly what their strategic plan should entail (Elliott et al., (2010). Although planning is not an everyday phenomenon, it must be a continuous process and plans need to be amended and/or reviewed regularly so organizations can respond to changes in the environment (Elliott et al., (2010). The process of strategic planning should therefore start with establishing organizational objectives, mapping out strategie s for implementation and then refining the strategies with thorough action plans. 3.5 Strategic Planning in a Turbulent Environment In most of the early writings on the planning process, a common characteristic is the role the external environment plays on the organization. Economic forecasts were initially used for future planning but with fierce competition amongst firms, and the growing complexities of globalization, the role of the environment becomes an essential feature in strategic planning (Brews and Hunt, 1999). In 1988, Arie De Geus, head of Shell Oil Companys Strategic Planning Group published a study of the planning processes of Shell. At the time, Shell was known to be one of the most successful oil corporations (and arguably still is today). De Geus mention that the key to the corporations success was its ability to switch from a much slower pace in stagnant times, to a survival-mode in turbulent times. He concludes that planning simply means changing minds (De Gues, 1988). Grant (2003) point out that strategic planning in the oil sector is characterized by an unstable business environment. The authors study explores how and if strategic planning methods can be put to effective use in an uncertain environment. Grants analysis of six major oil companies (BP, Chevron, Exxon, Mobil, Shell and Texaco) affirms that over the last decade and a half, these major oil companies recognized key amendments in their strategic planning practices. (Grant, 2003: 502) asserts that while the basic framework (cycle and key phases) of strategic planning changed very little, planning roles, the content of strategic plans, and the process of strategic planning within the companies management systems changed significantly. In spite of little variations in interpretation, Grant (2003) note that similarities in each of the oil companies planning processes were sufficient to create a generic strategic planning cycle as seen in Figure 5. Figure 5: The Generic Planning Cycle among the Oil Majors Source: Grant (2003) Planning provides a mechanism for the formulation of decentralised strategy and has now become a process of planned emergence (Grant, 2003: 491). In recent years, the processes of strategic planning have become more informal and decentralised, while planning strategies have changed considerably in line with the fast changing environments organizations operate in. Todays business environment is becoming more volatile due to political instability, natural disasters and economic-slowdown and requires leaders and organizations to be more proactively prepared and resilient to face the unexpected (Grant, 2003). Ramirez et al., (2008) discuss that with the diversified nature of many big firms and the growing rate of environmental changes, predictability and stability can no longer guarantee the success of businesses, but the ability to implement decisions under uncertain circumstances and the flexibility of adjusting to varying competitive conditions becomes critical factors of success (p. 264). The authors propose that in a crisis turbulent environment, management executives can increase strategic and organizational capabilities by establishing strategic visions, creating strategic unity and successive adaptation, encouraging transformational leadership, modifying organizational practices, and increasing organizational capacity for change. 3.6 Chapter Summary Chapter 3 is a review of relevant literature to provide the reader with an overview of crisis management and business continuity management in organizations. In the literature, various approaches to organizational crisis management exist that have been discussed i.e. risk management, scenario planning, and business continuity management. The literature presents a background to the fundamentals of strategic planning and scenario futuring, and discusses business continuity, a management process that is becoming more and more recognized by many organizations, as a new approach to crisis management. Business continuity management provides corrective and preventive measures to organizations to improve their response and recovery capabilities against disasters and unexpected crises. Using existing literature and a number of empirical studies, the author provides evidence to support the discussion on BCM as an organizational strategy that challenges senior managers and top level management to foster the art of strategic planning, in anticipation of some of the unexpected eventualities of an increasingly chaotic and turbulent business environment.

Example of Related Literature and Studies

The previous chapter is all about the framework of the study. How the study was made possible and up to where the study bounds to are the points of the first chapter. This chapter presents survey of related literature and writing of recognized experts both of which have significant bearing or relation to the problem under investigation. The review focuses on the different materials that are needed on the solution of the study, what are the following points why these materials are necessary for the study.The chapter begins with the introduction of the different materials primarily needed to make the study successful, followed by the history or methodology used by people from ages in making facial masks, and ended by different studies related or to be referred at by the researcher. Materials for the Research The main material of the study is Banana (Musa acuminata). It is an edible fruit produced by several kinds of large herbaceous flowering plant in the genus Musa.The fruit is variab le in size, colour, and firmness, but is usually elongated and curved, with soft fleshy rich in starch covered with a rind which may be green, yellow, red, purple or brown when ripe. Banana is one of the most popular fruit eaten by the whole world. Not because of its cost and agricultural plantation but because of its benefits. Vitamin A present in banana is the component of it that acts as a natural moisturizer. According to an article â€Å"19 Amazing Benefits and Uses of Banana for Skin and Hair† (Aparajita, Stylecraze. com, 2010), Banana fruit has nutrients that are essential for the skin.They contain significant amounts of vitamin C and B6 which plays vital role in maintaining the integrity and elasticity of the skin. In addition, the large amount of antioxidants and manganese present in banana protect the body from damage caused by oxygen free radicals which lead to premature aging of the skin. So a major benefit from banana is younger looking skin. Banana has about 75 per cent water by weight in it. Thus banana helps hydrate your skin and prevents it from drying and peeling. Aparajita’s article also discusses about the anti-aging power of banana’s moisture.â€Å"Nutrients in banana help in fighting wrinkles and keep the skin youthful. For an anti-aging facial mask loaded with vitamins A and E, mash together an avocado and a banana. Leave on skin for 25 minutes and rinse. Skin will be soft and youthful. The vitamins E in avocados combined with the nutrients in bananas fight free radicals and repair damage. † However, banana’s moisturizing effect is not enough for the study to last and be more effective. Acne is the problem of the study, a natural cure is needed. Honey is a sweet food made by bees using nectar from flowers.The variety produced by honey bees is the most commonly referred to as it is the type of honey collected by most beekeepers and consumed by humans. (Wikipedia. com) â€Å"Honey can do wonders for your skin, no wonder you will find so many skin-care products in the market containing honey. Honey acts as an anti-aging agent, and moisturizer. Additionally, it contains anti-microbial properties and natural antioxidants which help to protect the skin from sun rays and facilitates the skin’s ability to rejuvenate and refresh exhausted looking skin, thus leaving it soft and silky.Honey also has the ability to absorb and retain moisture and this helps in keeping the skin well hydrated, fresh and supple. It is known that ancient women used honey and milk to keep the skin youthful, radiant, and smooth. †(stylecraze. com, 2011) Honey is a natural exfoliator that can clear blackheads with regular use. Acne can be also treated by honey with minimal and diluted solution. â€Å"Acne is a very embarrassing. Those who are bestowed with breakout of acne will definitely concur with me. Well there is hope, as honey can come to your rescue in curbing this problem.Honey plays an imperat ive role in treatment of acne. Acne is caused by the build up of oil and dirt and since honey absorbs impurities from the pores on the skin, it is an ideal cleansing agent. Honey also is a natural antiseptic and soothes and heals your skin. Many women use honey to treat pimples. † (stylecraze. com, 2011) Most of facial masks need milk or cream for emulsifying. But milk does not only act as emulsifier, milk has nutrients that contribute to youthful skin and moisturized face. Milk’s thickness and viscosity is not enough to make a viscous fluid or mask, instead we should make use of cream.Cream is a dairy product that is produced of the high-butterfat layer skimmed from top of milk before homogenization. Double cream is the choice, which contains 48% of minimum milk fat that whips easily and thickest for pudding and desserts. (Wikipedia. com, 2008) According to the National Dairy Council (as of 2010), milk is filled with nine essential nutrients that benefit our health:Cal cium: Builds healthy bones and teeth; maintains bone mass.Protein: Serves as a source of energy; builds/repairs muscle tissue.Potassium: Helps maintain a healthy blood pressure.Phosphorus: Helps strengthen bones and generate energy.Vitamin D: Helps maintain bones.Vitamin B12: Maintains healthy red blood cells and nerve tissue.Vitamin A: Maintains the immune system; helps maintain normal vision and skin.Riboflavin (B2): Converts food into energy.Niacin: Metabolizes sugars and fatty acids According to Dr. Brian Roy, milk does not only help in fitness and bone maintenance, but also in skin health and anti-aging agent.Facial mask There are different kinds of masks (e.  g. cactus, cucumber, etc.) for different purposes: deep-cleansing, by penetrating the pores; healing acne scars or hyper-pigmentation; brightening, for a gradual illumination of the skin tone. Some masks are designed to dry or solidify on the face, almost like plaster; others just remain wet. The perceived effects of a facial mask treatment include revitalizing, healing, or refreshing; and, may yield temporary or long-term benefits (depending on environmental, dietary, and other skincare factors).Masks are removed by either rinsing the face with water, wiping off with a damp cloth, or peeling off of the face by hand. Duration for wearing a mask varies with the type of mask, and manufacturer's usage instructions. The time can range from a few minutes to overnight. Those with sensitive skin are advised to first test out the mask on a small portion of the skin, in order to check for any irritations. Some facial masks are not suited to frequent use. A glycolic mask can only be used once a month without the risk of burning the skin.Masks can be found anywhere from drugstores to department stores, and can vary in consistency and form. Setting masks include: clay, which is a thicker consistency, and will draw out impurities (and sometimes, natural oils, too) from the pores; a cream, which stays damp to h ydrate the skin; sheet-style, in which a paper mask is dampened with liquid to tone and moisturize the skin; and lastly, a hybrid/clay and cream form that includes small beads for removing dead surface skin cells. Non-setting facial masks include warm oil and paraffin wax masks.These different forms are made to suit different skin types (e. g. , oily or dry), and different skincare goals or needs (e. g. , moisturizing, cleansing, exfoliating). Clay and mud masks suit oily and some â€Å"combination† skin types, while cream-based masks tend to suit dry and sensitive skin types. Homemade skin treatments aren't a new idea. Thousands of years before commercial products were available, ancient Egyptians made powders, ointments and lotions by combining plant extracts with natural oils (Slapak, 2004).In China, a combination of ground orange seeds and honey was used to help keep skin clear (National Honey Board). And in the 2nd century, ancient Romans combined animal fats with starch es to make facial creams (Fountain). Egyptians used cosmetics regardless of sex and social status for both aesthetic and therapeutic reasons. Oils and unguents were rubbed into the skin to protect it from the hot air. Most frequently used were white make-up, black make-up made with carbon, lead sulphide (galena) or manganese oxide (pyrolusite) and green make-up from malachite and other copper based minerals.Red ochre was ground and mixed with water, and applied to the lips and cheeks, painted on with a brush. Henna was used to dye the fingernails yellow and orange. Kohl was applied to the eyes with a small stick. Both upper and lower eyelids were painted and a line was added extending from the corner of the eye to the sides of the face, the eye brows were painted black. It was believed that the makeup had magical and even healing powers. Most people will have applied the make-up themselves, but for those who could afford it, there was the professional cosmetician, the zXA.yt, the â €˜face painter' so to speak.Even after death one had to take care of one's looks. When presenting oneself before the gods during the Judgment of the Dead one had best observe certain rules of dress and make-up in order to make the right impression: â€Å"A man says this speech when he is pure, clean, dressed in fresh clothes, shod in white sandals, painted with eye-paint, anointed with the finest oil of myrrh. † (Chapter 125 of the Book of the Dead) Oil is the primary ingredient of every Egyptian cosmetic product.Every King in the Dynasty of Egypt orders the finest oil from their capitol and from their workers. The King's order addressed to the High Priest of Amen, king of gods, Ramses-nakht. The following: This royal order was brought to you with the words that I have sent (it) to you by the supervisor of the treasury of Pharaoh, l. p. h. , and the King's butler Amenhotep, reading: Have excellent galena for the make-up of the Pharaoh, l. p. h. , taken where one (i. e. he) is, and you sent 15 deben of galena through him.When it had been handed to the physicians in the place of physicians of Pharaoh in the residence in order to prepare it, it was found to be very bad galena and no make-up usable for Pharaoh, l. p. h. , was among it. Only a single deben of galena was found among it†¦. (Cairo ESP, Letter, New Kingdom) Now, modern cosmetic and facial care products are artificially prepared or made from factories. But every product may irritate your face so naturally prepared cosmetic care products are more needed and more demanding. Related StudiesAccording to a study of an unknown researcher from India, banana juice is nutritious but not necessary on facial treatment because it needs fermentation. Anonymous wrote: Banana is a tropical fruit, which is grown abundantly in India. It is mainly composed of soluble sugars, starch and other polysaccharides. The juice was extracted from the normal ripe fruits with the help of pectinase enzyme. Optimization of pectinase treatment was done by RSM method. Wine was prepared by using two strains of Saccharomyces cerevisiae NCIM 3283 & NCIM 3046.The size of inoculum, effective pH, temperature, level of SO2 , level of DAP for both strains was optimized. It was found that NCIM 3046 gave better results compared to the other strain. Soluble solids (SS), pH and specific gravity decreased while titratable acidity (TA) increased with increasing length of fermentation of the juice. Sensory evaluation results showed that banana wine was acceptable in terms of flavor, taste, clarity and overall characteristics. The banana wine was generally accepted & could be popularized.

Gun Ownership Essay

KENNESAW, Ga – Several Kennesaw officials attribute a drop in crime in the city over the past two decades to a law that requires residents to have a gun in the house. In 1982, the Kennesaw City Council unanimously passed a law requiring heads of households to own at least one firearm with ammunition. The ordinance states the gun law is needed to â€Å"protect the safety, security and general welfare of the city and its inhabitants.† Then-councilman J.O. Stephenson said after the ordinance was passed, everyone â€Å"went crazy.† â€Å"People all over the country said there would be shootings in the street and violence in homes,† he said. â€Å"Of course, that wasn’t the case.† In fact, according to Stephenson, it caused the crime rate in the city to plunge. Kennesaw Historical Society president Robert Jones said following the law’s passage, the crime rate dropped 89 percent in the city, compared to the modest 10 percent drop statewide. â€Å"It did drop after it was passed,† he said. â€Å"After it initially dropped, it has stayed at the same low level for the past 16 years.† Mayor Leonard Church was not in office when the law was passed, but he said he is a staunch supporter of it. â€Å"You can’t argue with the fact that Kennesaw has the lowest crime rate of any city our size in the country,† said Church, who owns a denture-making company in Kennesaw. The author of the ordinance, local attorney Fred Bentley Sr., attributes at least some of the decrease in crime to the bill. â€Å"I am definitely in favor of what we did,† he said. â€Å"It may not be totally responsible for the decrease, [but] it is a part.† Although he is pleased with the outcome, Bentley said he was originally opposed to drafting the law. â€Å"I didn’t think it could be written in a constitutional fashion,† he said. â€Å"Obviously, it was constitutional, because the American Civil Liberties Union challenged it in court and we won.† Jones said the ACLU challenged the law in a federal court just after it was passed. In response, the city added a clause adding conscientious objectors to the list of those exempt. Although the law is now being credited with a drop in crime, Jones said that was not the law’s original purpose. He also pointed out that Kennesaw did not have a big problem with crime before. â€Å"The crime rate wasn’t that high to start with. It was 11 burglaries per 1,000 residents in  1981,† he said. According to the Kennesaw Police Department, the city’s most recent crime statistics show 243 property crimes per 100,000 residents in 1998, or .243 per 1,000. The city’s crime rate continues to be far below other metro Atlanta city’s with similar populations, like Decatur. In 1998, Decatur recorded 4,049 property crimes per 100,000 residents. Jones said one motivation for the council passing the ordinance had to do with publicity. â€Å"It was done in response to a law passed by Morton Grove, Ill., outlawing gun ownership within the city limits,† he said. â€Å"Several council members were upset Morton Grove had gotten a lot of attention with their ordinance so they decided to top them. â€Å"They figured the gun ownership ordinance would knock that city right off the front pages. They were right.† Jones said the ensuing publicity surrounding the law has given Kennesaw worldwide name recognition. â€Å"I have been to Australia and Europe and when I tell people I am from Kennesaw they recognize the name as the place that requires everyone to own a gun,† he said. But Stephenson said the issue was not pub licity-driven but issue-driven. â€Å"We believed in the right of people to own guns,† he said. Jones said he has sold 550 copies of a 1994 book about the first-of-its-kind law, â€Å"The Law Heard ‘Round the World.† He said the law in its final form has many loopholes, so not everyone is required to own a gun. â€Å"There are many outs,† he said. â€Å"When you look at it, almost anyone could fit into one of the exempted groups.† Kennesaw Police Chief Dwaine Wilson said no one has ever been prosecuted under the ordinance. Among those exempt are residents â€Å"who conscientiously oppose maintaining firearms as a result of beliefs or religious doctrine.† Others exempt include the physically and mentally disabled, paupers and those convicted of a felony. The law contains no clause addressing punishment for violating the law. If convicted, City Clerk Diane Coker said punishment would be determined by the general penalty clause of the Kennesaw Code Ordinance – probably a fine of about $100. Jones said the unusual law has not deterred anyone from moving to Kennesaw. â€Å"Our population has increased just like everyone’s in Georgia in the past 20 years,† he said. â€Å"The law really hasn’t done any harm to the city’s growth.† The city’s population in 1998 was recorded at 14,493 – a sharp increase over the 8,936 residents recorded in the 1990 census. C obb Chamber of Commerce president Bill Cooper said odd laws are typically not counted as strike against a city when a business is looking to relocate.  Ã¢â‚¬Å"These laws don’t have laws don’t have an impact on a company’s decision to move to Cobb County,† Cooper said. â€Å"Many communities have strange laws that are out of date. Businesses look at many factors when relocating, such as quality of life, education, infrastructure and available workforce.† Bentley said the law actually may have helped business development. â€Å"Kennesaw is home to more manufacturing businesses than any other Cobb city,† he said. â€Å"Companies have said they want to be located in conservative areas.† And Kennesaw isn’t the only city in Cobb with an unusual law on the books. According to Jeff Koon, who runs a Web site specializing in funny laws, Dumblaws.com, Acworth has an ordinance requiring residents to own a rake. In Marietta, it is illegal to spit from a car or a bus, but perfectly legal to spit from a truck.

Structural, Conflict, And Interactionists Perspectives Essay

A. Three of the most widely used theoretical approaches used by sociologists are the functionalist, conflict, and interactionists perspectives. Functionalists highlight the contributions made by society that lead to social stability. Talcott Parsons, a key figure in the development of functionalist theory, viewed society as of a vast network of connected parts, each of which helps to maintain the system as a whole (Schaefer 2015). Conflict theorists take the approach that social behavior is understood in terms of tension between competing groups over power or the allocation of resources. Interactionist explain society by generalizing about the everyday forms of social interaction in places such as work, parks, or in public places. Functionalist and conflict approaches to the study of society focus on large scale phenomena or entire civilizations, or macrosociology, while the interactionist approach focuses on microsociology which stresses the study of small groups (Schaefer 2015). Fu nctionalists reason that individuals are socialized to perform certain societal functions. However, conflict theorists consider that individuals are socialized by power of authoritative groups. In the interactionist view, individuals are shaped by their everyday interaction within small groups. Social order is maintained through cooperation and overall consensus in the functionalist’s perspective; laws are created to reinforce social order. Similarly, interactionists believe social order isShow MoreRelatedSociological Perspectives On Social Networking Sites916 Words   |  4 PagesSociological Perspectives Social networking sites - such as Facebook, Instagram, Twitter, LinkedIn, and, Pinterest, just to name a few - provide individuals with an online web of global networking that allows maintaining social ties with one another. Sociologists often ponder, How do these social websites impact society? 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