Discuss the view that the impact of earthquake hazards depends primarily on human factors free essay sample

?Examine the view that the effect of quake perils relies basically upon human components (40) Plan: Intro â€What is a danger? Human and Physical Factors †How to make do with occasions Main †Natural Hazards †Human Factors †Management †Case Studies â€California 1994 â€Gujarat 2001 â€Indian Ocean Tsunami 2004 Earthquake Hazards happen when there are antagonistic impacts on human exercises. This can incorporate surface blaming, ground shaking and liquefaction. In this paper I will talk about the components that influence seismic tremors, regardless of whether human, for example, populace thickness, urbanization and quake relief or physical, for example, liquefaction, greatness, avalanches and vicinity to the core interest. Monetary Development is one of the best human factors that influence the effects. For instance, in the Northridge Earthquake, California in 1994 just 57 individuals passed on after the 6. 7 extent shake happened. Contrast this with a LEDC, for example, India, and the Gujarat Earthquake in 2001, we can perceive the amount of a distinction being created makes. The 7. 9 size shake on the 26th January 2001, Gujarat guaranteed 20,000 individuals and harmed a further 160,000, however in California, just 57 individuals kicked the bucket and there were just 1500 wounds. This is because of the improvement of the nation which includes factors, for example, cash to get ready for the shudder and furthermore cash for help after the tremor as well. As the USA’s GDP per capita remains at 49,965 USD and India’s is just 1,489 USD we can see this would influence the cash spent on shudder sealing structures, training for clearing and cash for help as well. Be that as it may, in India there is less monetary turn of events and thus there were unquestionably more fatalities and effects, for example, in the town of Bhuj, over 90% of all structures were harmed. One physical factor of a seismic tremor is the chance of swamp beach front regions being available to tidal wave dangers. The Boxing Day Tsunami of 2004, guaranteed 300,000 individuals because of the tremor of size 9. 0 setting off a slip in the plates. The center, off the northwest tip of Sumatra, permitted the waves activated by the shake to resound around the Indian Ocean, pulverizing waterfront zones of India, Sri Lanka, the Maldives and even the shorelines of eastern Kenya. Millions were made destitute by the gigantic waves that cleared houses and vehicles away. It was evaluated that the expenses to fix all harm would be at roughly $5 billion. Another human factor is the quake moderation through instruction and network mindfulness. Plans, for example, the one in Sichuan, China assisted with sparing a great many lives. The week after week time periods if there should arise an occurrence of a tremor, instructed youngsters and grown-ups of what to do when the shake struck. Clearing plans, for example, the window slides or stowing away under tables was accounted for to have spared thousands when the size 8. 0 hit the zone in 2008. In any case, some were not spared because of their reluctance to move and clear the territory. A few people of the town, remarkably the more unfortunate and older wouldn't leave as they didn’t need to abandon all they possessed. The closeness of settlements to a region of seismic movement and the development of urbanization are two increasingly human factors that influence the effects enormously. These elements can cause numerous fatalities, however the effects can be diminished by utilizing land use guidelines. These incorporate land use zoning and avoidance zones, where there are laws regarding the sort and size of structures ready to be worked here. This forestalls numerous fatalities dissimilar to in the Gujarat Earthquake, where it was evaluated that 800,000 structures were genuinely harmed. A last human factor is that of utilizing exacting construction standards with the goal that the quantities of fatalities are kept to a base. This was especially clear in Kobe Earthquake of 1995. At the point when the 6. 9 size struck, the fundamental urban territory of the CBD where the entirety of the high rises were arranged stayed standing. This was because of the construction regulations like the spring fabricated establishments utilized in the towers. The plan was an extraordinary accomplishment as it forestalled the loss of thousands of lives. Another model was in the Northridge shudder of 1994, California, where a decent extent of the 57 that kicked the bucket were because of breakdown of structures. Despite the fact that America does now actualize exacting construction laws, at that point, the structures were old thus when they were worked there were no codes. At last, the physical factor of land alleviation has a significant influence in affecting on individuals when a shudder strikes. For instance in the Haitian quake of 2010, despite the fact that there were more than 220,000 passings, very few of these were brought about by auxiliary impacts, for example, avalanches. Since Haiti is a low lying nation, there weren’t any chances to endure more fatalities through avalanches, be that as it may, in the lesser known shake in Iwate-Miyagi-Nariku, Japan there were numerous avalanches, the biggest of which was brought about by the 7. 2 greatness quake which happened on 14 June 2008. All in all, I imagine that it is hard to contend convincingly that the effect of human perils relies fundamentally upon human components on the grounds that for each situation there are consistently various variables that add to the degree of the seismic tremor. The simple course is contend that less evolved nations are affected all the more genuinely by tremors because of human factors, for example, ineffectively manufactured foundation and high populace densities be that as it may; this isn't really the situation in California where a portion of the effects were essentially subject to the human factors, for example, inadequately developed structures in the zone. In any case, all effects of any contextual investigation can't be demonstrated to be because of human components, in this way it is difficult to contend that the effects of seismic tremors dangers rely basically upon human variables. The significant word is â€Å"primarily†, and despite the fact that unmistakably the effects are influenced by human variables, they are not exclusively answerable for causing the entirety of the effects of any quake.

Interpersonal Communication in an Intercultural Setting :: essays papers

Relational Communication in an Intercultural Setting Social development in the twenty-first century has uplifted the accentuation on relational correspondence in an intercultural setting. As our reality develops, grows and turns out to be progressively more interconnected by different innovative advances, the requirement for powerful relational correspondence among varying societies has become very clear. Because of the headway of innovation in the present world, a world wherein some agents are engaged with exchanges with other agents in faraway nations, the call for information on intercultural correspondence inside this setting has become a reality. Relational correspondence is a type of correspondence that includes few individuals who can connect solely with each other and who in this way have the capacity to both adjust their messages explicitly for those others and to get quick translations from them (Lustig et al, 1993). Albeit relational correspondence is typically thought of as being perf! ormed in little, concentrated gatherings, a need to expand these gatherings and realize a general sentiment of social mindfulness has gotten obvious. In a specific way, all correspondence could be called relational, as it happens between at least two individuals. Be that as it may, it is helpful and pragmatic to limit the definition to recognize those connections that include a generally little gathering of individuals, for example, couples, families, companions, workgroups, and indeed, even study hall bunches from those including a lot bigger quantities of individuals, as would happen out in the open meetings or among monstrous TV crowds. In contrast to different types of correspondence, relational correspondence includes individual to-individual associations. Furthermore, the discernment that a social bond has created between the interactants, anyway questionable and transitory it might appear, is likewise a lot almost certain. Intercultural correspondence is an emblematic, interpretive, value-based, logical preparing apparatus with which individuals from various societies make shared implications (Berko et al, 1998). At the point when we address somebody with whom we share nearly nothing or no social bond, it is alluded to as intercultural correspondence. Our need to convey across culture can be beneficial by and by and expertly. Inside an intercultural setting, nonverbal and verbal correspondence are both predominant in accentuating the distinctions in societies. The way we act and the things we state decide if we have a place in a specific culture. Nonverbal correspondence frameworks furnish data about the significance related with the utilization of space, time, contact and signals. They help to characterize the limits between the individuals and nonmembers of a culture (Koester at al, 1993). So as to completely appreciate and profit from relational correspondence in an intercultural setting, one should initially increase a fu! ll, complete information on the deciding elements of culture.

Flixbus

Flixbus In Munich we meet Jochen Engert, co-founder of the long distance bus marketing company Flixbus.Jochen talks about how he started the company while studying for his PhD, describes the business model and what makes it unique, and shares some insights in the problems and learnings of growing the company to now more than 120 employees.Interviewer: Hi. Today we are in Munich at Flixbus office with Jochen. Jochen, who are you and what do you do?Jochen: Hi. Welcome here. I am Jochen, one of the founders of Flixbus. I’m responsible for everything we do on marketing, sales and the finance part. I’ve been doing something completely different to the bus industry before, classical management consulting, started a PhD thesis which I had to beak up to start the bus business. Since the market was deregulated last year, this was just the opportunity for us to start the business.Interviewer: When did you have this idea of starting such a business?Jochen: We initially thought about it quite some t ime ago. It started in 2009 when the last government had written down their coalition contract where they said we are going to deregulate the market. And we were like that sounds interesting, how often does that happens that markets still get deregulated. We thought about it in the first place saying there is probably going to be Deutsche Bahn coming in and they’re just going to fill up the market and there is no chance to actually develop a new business. And then maybe a year or a year and half later, Deutsche Bahn said the market is not going to be attractive, it’s not profitable, we’re not going to do it. And we were like, oh, maybe it’s still there and we got back to the idea and started discussing business models again. In the end turns out to be a combination of classical online marketing e-commerce business of selling tickets online, and something that is very real â€" the bus is pretty real, as real as it can get. And the bus industry and company owners that we work with are very weird in a way but cool to work with. And that combination is unique for us, and that again in a market that recently got deregulated. So it was that once in a lifetime opportunity which we had to take.Interviewer: You started this company while you were studying for PhD, what was the final trigger that made you switch from being a student to becoming an entrepreneur?Jochen: Actually that phase took quite some time to go from having a well-paid job, the PhD part, finalizing the thesis, to saying, okay I have to leave all this behind and be an entrepreneur. But in the end we were like this is a once in a lifetime chance, we’re probably going to be pretty sad if we don’t do it, and we are always going to think that we missed out on something, so we just had to do it at some point.Interviewer: Let’s talk about the business model of Flixbus. Can you tell us briefly how it works?Jochen: Basically it’s pretty comparable to what franchises do, like the McDonald’s ou t there. We do everything that goes with the product, we do the scheduling, the network planning, we do the bus branding, we do all the marketing, communications, we do everything that goes with sales, IT, ticketing, etc., and we do all the service towards the customer. Once the customer calls in, he’s going to reach our colleagues, once he writes an e-mail he reaches us. We do the operations and the bus driving part pretty much together with the local partners. It’s medium sized private companies throughout Germany, we work with over 50 companies across the country, and they do the operations for us. They will bring in the assets, they bring in the drivers, they drive the buses for us, and they deliver the product the way we want them to deliver.On top of that, we have a revenue sharing model, so once a line goes very well they’re going to be very profitable, once it’s not going so well we’re going to share the risk of utilization with them. And that leaves us with a grea t incentive to do good marketing, to do good sales, to have our efforts focused on that part, and it leaves them with an incentive to deliver good quality, clean buses, friendly drivers, good quality service, and that is our business model.Interviewer: When you started with this business model, did you focus on specific roots, like Munich to Berlin or something like that?Jochen: Our approach was that we have to provide a nationwide network. So in whatever bigger city you’re looking for a connection to another city you have to find some offer on our website. That was the initial idea. And at the beginning we thought we can start with the whole network all at once, but obviously that usually doesn’t work. So we had to be a little pragmatic at the beginning. We focused on the bigger roots so we can connect bigger cities, such as Munich, Hamburg, Berlin, Frankfurt, Cologne, etc., and then develop the network over time. We started with only ten buses and now we are running over 150 b uses throughout Germany every day, also connecting cities in other countries across the borders. As I said, you’ve got to be pragmatic at some point. So we just had to start and get going, and in the end it turns out there is no chance we can start with the whole network at once, but you have to develop the processes over time and get into what the business model in all detail looks like.Interviewer: How did you acquire the first bus operator?Jochen: It’s pretty much like investors for us. It’s been a long time for us to visit them, we have been traveling throughout Germany to visit bus companies, talk to them, and say look this is the market, it’s going to develop, it’s going to be fast, it’s going to be really big, and it’s going to be attractive for all of us. We are going to concentrate on what we do best, which is marketing and sales, and you’re going to do the operations, don’t you want to work with us? And it’s usually been like an investor, you can imagin e it’s usually family-owned businesses, the father built up the company 50 or 60 years ago, the son took it over, and now he’s in the position to say I want to do something with the company. There is no growth in their core businesses, they’re doing travel, they’re doing local public transportation, and there is no growth in that, so they also have the chance to have their business developing. And then it’s really an investor pitch, you’ve got to persuade them to invest hundreds of thousands of Euros in parts, millions of Euros in the buses and the drivers and the operational costs. That takes a lot of discussion, a lot of arguments, a lot of persuasion to bring them to that point.Interviewer: So basically your pitch was like this, “Hey guys, you have your local business with your local buses, we can make you national. But in order for you to become national we need to invest in some buses with our brand name.”Jochen: Exactly. We said, look, you’re very good at ope rations, we’re good at marketing and sales, let’s bring that together and let’s build that big brand throughout Germany. We’re going to bring you together with different partners across the country, and we’re going to build what we do now, and Flixbus is providing over 1000 connections throughout Germany. In the end it appealed to enough partners to actually start the business.Interviewer: How much traction did you need in order to, let us say, fill up the buses sufficiently?Jochen: At the beginning there was a lot of PR and media around it, so that obviously helped us and helped the market to come to the awareness of the people. At the beginning â€" again, this is pretty common â€" there’s been early adopters like younger people, students, who tried it out and then they spread the word. And usually people are very satisfied with our services. It’s really low price, you can go Munich-Berlin for like 15 Euros if you book early, and there is no cheaper way to get there. And then people are usually surprised how comfortable the buses are today. When you think about buses you usually have in mind there was my granny going somewhere over the weakened, like it’s old-fashioned, but we also changed the image of going by bus. There’s free Wi-Fi on board, it’s really comfortable, usually the driver is quite friendly, and it’s quite nice service, and that changed the whole picture and image on buses. That still helps us to get traction on the whole thing.Interviewer: This is also related to that local operators bought new buses which have an economical advantage over the old buses?Jochen: Absolutely. Our bus feed I think on average is one and half years old at the most. They usually have brand new buses bought for us in our specifications, we define the life space you need to have there, obviously there’s toilets, there’s Wi-Fi, etc. And that also gives you an operation cost advantage, because they are much more efficient in long-distance operat ions than older buses.Interviewer: What are the key performance indicators that you’re trying to manage?Jochen: Obviously from a marketing and sales perspective, it’s the classical one, it’s CPO, it’s customer acquisition cost, it’s the overall marketing budget we spend there, it’s the service cost per ticket, these kinds of KPIs, and we measure traffic conversion, etc. Operationally, we look into how do we get line operations as cost-effective as possible, and that has a lot to do with the geography, where is the bus partner sitting, because you have certain limitations on bus driver availability, how long are they actually allowed to drive a bus, and when do they have to change.And that goes along with a really complex network planning. We have pretty, let’s call them, nerdy mathematics guys do the network planning, and that’s pretty complex, and we really focus on cost-efficiency there. So you look into how much does it cost to operate the bus between Munich and B erlin, how do we optimize that, and there’s a lot of KPIs in there, we usually measure that in Euros per kilometers, that’s what we optimize on. And then, again, prices are very important for us. We look into what do we earn per kilometer per ticket, and that’s the core KPIs that we look for.Interviewer: Let’s talk about the corporate strategy. One thing I would be very interested in is how you would try to generate a competitive advantage, and whether it is possible to make this business profitable on a low-scale, or whether you don’t really need a high scale?Jochen: It’s quite interesting, because in the market at the moment we’re playing against large corporations, we’re playing against Deutsche Bahn, again ADAC and Post and some other corporates as well. From a startup perspective, our advantage is to do good marketing and to be very efficient in what we do on online and performance marketing. That’s like the competitive advantage that we have as a startup. Als o we are very flexible with our partners, so we change routes every day, every week, we’re flexible to adjust in our offer. And on the other part you need a certain scale to be able to do that profitably, especially the part that we do with marketing and the sales has a lot of synergy as to the size you doing the business. So that leaves us with certain growth demand that we have, and we’re going to grow the business quite aggressively. We’re going to extend our offer till the end of the year and we’re going to still double it again.This also brings us to the point where we say is Germany going to be enough. Germany is the biggest mobility market in Europe, but we still think that also in other markets there is no business model that actually compares to what we do and the way we do it, coming from that online ecommerce part and bringing that to transportation coming, which are two very far away parts. So we are also going to do that in other countries, we are going to bring Flixbus at the beginning to other cities that are closer to Germany, so we’re going to connect Prague, we’re going to connect, Vienna, Amsterdam, Paris, etc. And then we’re going to bring the whole model also to other countries.Again that leaves you with a scale advantage on what to do on the over overhead parts, the marketing, sales, IT, etc. And also on the product side, if you look at other countries there are some bus services on okay quality, but in most countries it’s pretty shabby. We think we can bring a better product to the people there too.Interviewer: What I would be very interested in is how are the different markets close to Germany related to the bus or transportation in general?Jochen: Germany has been a train market ever since the law protected Deutsche Bahn from competition, it’s just been that way. So now that it has opened up the market it’s rapidly developing and it’s growing fast. But also in other countries the market structure is really what di fferentiates. If you look to France, for example, they have a situation that is comparable to Germany, about one or two years before deregulation, so you’re still not allowed to offer inter-city bus trips. We’ll see where that goes, it might be very interesting because we have a similar situation with the local train companies there.In Spain, for example, there is a bus network, there’s large players, but they’re more like corporates, slow, conservative. It might be interesting too. If you look into Italy, it’s very fragmented, you’ve a lot of small players that provide individual lines, there is no overall brand marketing. Different market situation, but also interesting.And then if you look into Eastern Europe, there’s loads of smaller providers too. The bus is that one means of transportation there, they usually don’t have very good train networks, so the bus market is very mature, the way that people buy the product is not very mature at all.Interviewer: And that is where you come into play.Jochen: That’s where we might come into play. So there’s different situations in all countries, and we’re thinking about what is our go-to market strategy in these individual counties, and what’s the timeframe in which we are going to do it. We are in the middle of that discussion, and we’re probably going to look into next year to take that expansion step towards other countries.Interviewer: In Europe, which market is the most developed? Because when I was in the UK I was traveling by bus from city to city, and it was quite cheap. So how big is the market in the UK, how much sales are the bus transportation companies doing?Jochen: UK is probably the most developed market if you look into bus services. There’s National Express and Stagecoach, they’re the two big players, and their total market value should be around 350 to 400 million. Germany is going to be like three times that size at least.Interviewer: Driven by what, why is the size in Germany supposed to be much bigger?Jochen: Because the structure is different. If you look at other countries, France is very Paris-centric, UK is pretty London-centricâ€"Interviewer: They don’t travel a lot.Jochen: Londoners don’t travel too much around the country, true. In German it’s different, you have a lot of centers, there’s Munich, there’s Berlin, there’s Hamburg, Frankfurt, Cologne, and there’s all this area. So there’s big cities, big centers, and people are traveling a lot more. So if you look into overall traffic volume and compare that to other countries, you can easily project how big the market is going to be. If we just take the share of the bus in other countries and take that to Germany, it easily comes to a volume of over a billion Euros.Interviewer: The next thing I would be very interested in is what is your forecast for the market development in countries like Italy or Germany in terms of fragmentation, whether there’s going to be some conso lidation cases. And the second thing, what would be your forecast for countries like France where they’re currently regulated, whether they will deregulate someone as well?Jochen: If I look at Germany, there is going to be a consolidation phase. There won’t be ten or fifteen players around because it just doesn’t make sense. As I said, you need a certain level of scale to be able to provide good service. So we are going to be seeing consolidation here. Timing-wise, it’s really difficult to say when it is going to happen. We are sure we are going to play a very active part in that. In other countries there has either already been consolidation, Spain has maybe one or two players dominating the market, UK is the same. In Italy we’ll where that goes. At the moment there’s a lot of players. Especially with the online and the marketing part there might be consolidation over the next years too. And then we will see where this is going.For us we think that in our business model we are one of the driving forces also for market development. So the demand is just there, the demand is growing, people will always look for a cheap mobility, and it’s just a question of how we approach that.Interviewer: And for the regulation in France, what would be your forecast?Jochen: Difficult to say. It’s always difficult to look into politicians too deep. We are looking at the market, we are closely following what’s happening, and there might be a comparable development to what’s happened in Germany. It’s not given that large transport companies are going to take the market, and the same with Germany, people were surprised and Deutsche Bahn is still very surprised how fast the market developed, and why shouldn’t that happen in the same way in France?Interviewer: I totally understand why Deutsche Bahn is moving very aggressively into this market, because they don’t want to cannibalize their core business.Jochen: That’s what they still say, that was the same speech that airlines gave fifteen years ago, why should we go into low-cost airlines, and now Lufthansa is working with Germanwings together, and you see that in other countries too, and Ryanair is the most profitable airline in the world. So they are underestimating the market still, and we’ll see how that develops over time.Interviewer: We always try to give our readers some kind of advice on how they can become better entrepreneurs. I would be interested in your advice for first-time entrepreneurs.Jochen: If I look into what we learned over time there’s probably two things that are most important. One is we have had a lot of senior advisers, we had business angels in the beginning, and they were just going to give us some advice, and we thought we know better anyways. It would be better to have his opinion , but we know better. And in the end it turns out they were always right. So my advice would be to really listen to what they’re saying. If you have senior guys that you trust â€" and we do trust them because they’re one of our first business angels, really cools guy, we really trust him, we should have listened in the first place and not make the same mistakes over and over again. So if you have senior advice, just listen to these guys and follow.Interviewer: That is one very good point, because when people ask me about this I always tell them you have two conditions that you need to test. First condition is, is the other guy in a position to know better than you? And the second thing is, does he want the best for you and wants to help you? And if both conditions, and only both conditions, are positive, then listen and follow this advice, please.Jochen: Absolutely true. There are some mistakes that you just have to make yourself to get the learning out of it, we’re doing it every day, we are living trial and error. Especially in the marketing side, we are trying out new things, measure if it works, if it doesn’t we just throw it away, if it w orks we continue doing it and scale it up. So trial and error is very important, but, as you are saying, there is no point in not listening to senior guys if you trust them and if they are in your favor, so why shouldn’t you do that.The other part is, as I said in the beginning, at some point you just have to be pragmatic and just go and do it. There’s always going to be difficulties and you never know if it’s going to work out or not, but at some point you just have to go and do it. We came to hate that guy called Murphy, if you know Murphy’s Law. We do a transportation company, and we didn’t estimate that dimension in that beginning, and we do processes today, we were like if this comes and that and that, this this not very likely that this happens and that, and then the process should be like that, and we’re like, it’s going to be exactly like that. The most unlikely event is still going to happen with us, because with the pure number of passengers we’re transport ing everything is going to happen. So we have to adjust our processes to that point, but still you’ve got to be pragmatic at some point, you’ve just got to start and just go and do it and then improve over time. That’s one of the most important learning we took.Interviewer: One other learning was also very interesting, because you convinced local operators to basically invest in your business, not really on your balance sheet, but at least they put some money the floor. What advice can you give for pitching or acquiring this kind of partners?Jochen: It’s very difficult. You need a certain seniority level, you need to talk to them on eye-level, that’s very important I think. And you need to be fair with them, if they feel you’re going to drag them over the table or try to cheat them or something, they’re not going to work with you. So you need to develop a really fair model that gives risk and chance to both parties in a fair and balanced way. That’s really key. Obvio usly there is some sort of symmetry between us and the operators, we have much more transparency on how the business goes, how the numbers are, etc. But in the end you’ve still got to find a fair and balanced way to work with them. That’s really key. If the other party has an impression â€" and it’s usually on a personal basis â€" that these guys treat me well and treat me in a fair way, then there is a high chance they’re going to work with you.Interviewer: Jochen, thank you very much.Jochen: You’re most welcome.

Timeline of the Persian Wars 492-449

The Persian Wars (sometimes known as the Greco-Persian Wars) were a series of conflicts between Greek city-states and the Persian Empire, beginning in 502 BCE and running some 50 years, until 449 BCE. The seeds for the wars was planted in 547 BCE when the Persian emperor, Cyrus the Great, conquered  Greek Ionia. Before this, the Greek city-states and the Persian Empire,  centered in what is now modern-day Iran, had maintained an uneasy coexistence, but this expansion by the Persians would eventually lead to war.   Timeline and Summary of the Persian Wars 502 BCE,  Naxos: An unsuccessful attack by the Persians on the large island of Naxos, midway between Crete and the current Greek mainland,  paved the way to revolts by Ionian settlements occupied by the Persians in Asia Minor. The Persian Empire had gradually expanded to occupy Greek settlements in Asia Minor, and the success of Naxos at repelling the Persians encouraged the Greek settlements to consider rebellion.  c. 500 BCE, Asia Minor: The first revolts by Green Ionian regions of Asia Minor began, in reaction to oppressive tyrants appointed by the Persians to oversee the territories.  498 BCE, Sardis:  Ã‚  Persians, led by Aristagoras with Athenian and Eritrean allies, occupied Sardis, located along what is now the western coast of Turkey. The city was burned, and the Greeks met and were defeated by a Persian force. This was the end of the Athenian involvement in the Ionian  revolts.492 BCE, Naxos: When the Persians invaded, the inhabitants of the island fled. The Per sians burned settlements, but the nearby island of Delos was spared. This marked the first invasion of Greece by the Persians, led by Mardonius.490 BCE, Marathon: The first Persian invasion of Greece ended with Athens decisive victory over the Persians at Marathon, in the Attica region, north of Athens.  480 BCE, Thermopylae, Salamis: Led by Xerxes, the Persians in their second invasion of Greece defeated the combined Greek forces at the Battle of Thermopylae. Athens soon falls, and the Persians overrun most of Greece. However, at the Battle of Salamis, a large island west of Athens, the combined Greek navy decisively beat the Persians. Xerxes retreated to Asia.  479 BCE, Plataea:  Persians retreating from their loss at Salamis encamped at Plataea, a small town northwest of Athens, where combined Greek forces badly defeated the Persian army, led by Mardonius. This defeat effectively ended the second Persian invasion. Later that year, combined Greek forces went on the offensive to expel Persian forces from Ionian settlements in Sestos and Byzantium.  478 BCE, Delian League: A joint effort of Greek city-states, the Delian League formed to combine efforts against the Persians. When Spartas actions alienated many of the Greek city-states, they united under the leadership of Athens, thereby beginning what many historians view as the start of the Athenian Empire. Systematic expulsion of the Persians from settlements in Asia now began, continuing for 20 years.  476 to 475 BCE, Eion: Athenian general Cimon captured this important Persian stronghold, where Persian armies stored huge stores of supplies. Eion was located west of the island of Thasos and south of what is now the border of Bulgaria, at the mouth of the Strymon River.  468 BCE, Caria: General Cimon freed the coastal towns of Caria from the Persians in a series of land and sea battles. Southern Aisa Minor from Cari to Pamphylia (the region of what is now Turkey between the Black Sea and the Medit erranean) soon became part of the Athenian Federation.  456 BCE, Prosopitis: To support a local Egyptian rebellion in the Nile River Delta, Greek forces were besieged by remaining Persian forces and were badly defeated. This marked the beginning of the end of Delian League expansionism under Athenian leadership  449 BCE, Peace of Callias: Persia and Athens signed a peace treaty, although, to all intents and purposes, hostilities had ended several years earlier. Soon, Athens would find itself in the middle of the Peloponnesian Wars as Sparta, and other city-states rebelled against Athenian supremacy.

Understanding Bipolar Disorder in Children - 4023 Words

Understanding Bipolar Disorder in Children by Patricia Oakes November 6, 2012 TABLE OF CONTENTS ABSTRACT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..i INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 FINDING AND CONCLUSIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 LIVING DAILY LIFE: HELPING YOUR TEEN AT HOME AND SCHOOL†¦Ã¢â‚¬ ¦2 HOW CAN YOU WORK TOGETHER WITH YOUR CHILD’S TEACHERS?....3 SCHOOL amp; THE CHILD WITH BIPOLAR DISORDER†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 DISORDERS THAT CAN ACCOMPANY BIPOLAR DISORDER†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 WORKING WITH THE SCHOOLS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 MEDICATIONS USED TO TREAT CHILD AND ADOLESCENT METAL DISORDERS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 PSYCHOTHERAPY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 WORK CITED†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10†¦show more content†¦It’s a natural phase in the evolution of your role as a parent. While your relationship with your teen will change, that doesn’t mean it becomes any less significant. In fact, your teen may need the security of your love and support more than ever now. The way you communicate with your adolescent and structure your family life can have a major impact on how your teen functions at home which can influence how your teen functions in other situations. The time and energy you devote to your other children, your significant other, and yourself can help keep the teen’s issues in perspective, a good thing for all of you. And the way you address school issues and advocate for your teenager’s educational needs can have a decisive impact on his or her success in school. All the while, you’ll be slowly but surely working toward one of the most difficult but ultimately gratifying tasks for any parent letting go. As the parents of an adolescent with depression or bipolar disorder, you may have to take things a bit more gradually than other parents, but the ultimate goal of helping your child move toward a healthy, productive, independent life as a young adult is still the same. What can the school do to help my child with bipolar disorder? Teachers often are the first to notice the symptoms of bipolar disorder, and can provide parents, guardians, and doctors with information that may help diagnose and treat the disorder. They also can playShow MoreRelatedBipolar Disorder And Its Effects On Children1247 Words   |  5 Pagesfrom Bipolar disorder. Bipolar disorder or manic-depressive illness is a brain disorder that can affect one’s mood and ability to complete tasks. Bipolar disorder in children is under studied for many reasons. These include, lack of awareness and the difference in the disease seen in adults and children that can make it difficult to continue studies. 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Diversification and Corporate Strategy McLaren Group Free Essays

Executive Summary This report is focused upon the corporate strategies adopted by McLaren Group over the years of its establishment. The McLaren Group was founded in 1963 and entered Formula One racing in 1966 achieving its first victory at the Belgium Grand prix in 1968. Today, after 181 Grand Prix victories, the group owns one of the world’s leading Formula One teams and has also expanded to include six separate companies in a variety of markets. We will write a custom essay sample on Diversification and Corporate Strategy: McLaren Group or any similar topic only for you Order Now This initial evaluation of the group’s growth strategy in mass car market indicates that McLaren has successfully established its unique niche market within the mass car market. Its partnering with renowned component suppliers has also ensured its successful mass car market entry. As part of its growth strategy, McLaren Groups has undergone both horizontal and vertical diversification over the years to exploit its corporate expertise and resources up to an optimum. In doing so, the group’s diversification strategy very much falls in line with the historical perspective of corporate diversification as discussed by Goold and Luchs (1993). This report will initially analyze how McLaren Group mitigated the challenges it faced in its bid for its mass car market entry using Michael Porter’s five forces framework. Following that, the report will analyze the level of diversification achieved by the group over the years. Finally, the report will discuss whether or not McLaren’s diversification strategies coincide with the historical perspective of diversification as presented by Goold and Luchs (1993). Mitigating Market Entry Barriers in Mass Car Market Bargaining Power of Suppliers One of the market entry barriers according to Michael Porter (2008) pertains to the supplier bargaining power. In the automobile business, the supplier bargaining power is very high in that there are very few specialized components providers that could confirm with the requirements of a brand. McLaren mitigated this barrier by entering into partnerships with various suppliers such as Ford, BMW and Mercedes. Bargaining Power of Consumers McLaren has uniquely positioned itself as an exclusive brand over the years. It is one of the well known brands of the world yet it remains very exclusive. By adhering strictly to a ‘pull strategy’ for marketing its road cars, the company has mitigated the buyers bargaining power in that its cars highly sought after. Threat of New Entrants McLaren had established its high brand equity through years of successful formula one racing and other competitive racing before entering into the high-end consumer car market. McLaren is only second to Ferrari in being one of the oldest active formula one racing team. This sort of brand image, experience and technical expertise possessed by the company mitigated the market entry barriers for McLaren. Since these capabilities are not easily duplicable especially in a high end consumer market, McLaren faces relatively low threat from other new entrants. Threat of Substitutes and Competitive Rivalry McLaren usually produces a small number of units of its consumer car variants. These cars are highly specialized road cars in that they resemble McLaren’s racing cars in their features. For these cars, McLaren has a specialized niche market which is less threatened by rivals or substitutes. Only recently, the company has decided to mass produce its MP4-12C sports car to reach 4000 units by 2015. Level of Diversification Shown by the McLaren Group Diversification as a Growth Strategy Business firms must undergo continuous growth and change in order to retain their relative position in the market and in order to improve their position, they must grow â€Å"twice as fast as that† (Ansoff, 1957, p.113). According to Ansoff, there are four growth strategies namely: market penetration, market development, product development and diversification. McLaren has extensively implemented diversification strategy for the group’s growth. It has diversified its product and service offering over the years to sustain and improve its position in the automobile industry. Starting from a Woking based McLaren Formula One Team in 1966, McLaren Group now comprises of 6 distinct companies, whom the International Herald Tribune referred to as ‘a small conglomerate’ (Brad, 2000). McLaren’s group of companies include: McLaren Racing; McLaren; McLaren Automotive; McLaren Electronics Systems (MES); McLaren Applied Technologies (MAT); McLaren Marketing and Ab solute Taste. Diversification strategy requires a firm to acquire new skills, new techniques, and subsequently new amenities. Resultantly, it often leads to a physical and organizational restructuring of a business which represents a divergence from its past business experiences (Ansoff, 1957). McLaren has similarly undergone such changes in achieving its existing level of diversification. Although the ‘McLaren’ brand is still centered on its Vodafone McLaren Mercedes Formula One Racing Team, McLaren Group has ventured in various business such as road car automobile business; electronic system business for formula one teams; applied technologies, marketing, and food and hospitality business. In its effort to house all these distinct businesses, McLaren Group has built its state of the art McLaren Technology Center (MTC). MTC is the group’s corporate and production headquarters (McLaren, 2013). Operating as a privately run business, McLaren has entered into partnerships and join t business ventures with several other individuals, brands and groups of companies like Vodafone and Mercedez, Bahrain Mumtalakat, TAG Group, to support it and finance its diversification strategy. Horizontal and Vertical Diversification Academic literature regarding diversification strategies suggests that firms undertake two types of diversification namely horizontal and vertical. Horizontal diversification (also referred to as related diversification) involves accumulation of related or similar products/services to the current product/service profile of a company (Charles and Bamford, 2010). It can be done by acquiring competitors or through developing new products/services internally. Companies usually aim to achieve economies of scale through horizontal diversification. Businesses can also expand their offerings and/or enter new markets. Vertical diversification (also referred to as conglomerate or un-related diversification) is when a company expands its operation into products or markets beyond its existing resources and capabilities (Cole, 2003; Charles and Bamford, 2010). This strategy is usually adopted when a firms existing business has either matured or reached its peak and started to decline. Moreover, firms undertake vertical diversification also in order to mitigate cyclical fluctuations in its sales and cash flows. McLaren has undergone both types of diversification over the years of its establishments. The company has ventured into related automobile business (horizontal diversification), in which the company developed a consumer car automotive business called McLaren Automotive. Since its early years, McLaren cars have been widely used by customer teams besides its own works team (Nye, 1988; William, 2009). McLaren’s Chairman Ron Dennis envisioned the company’s long-term future and insisted upon developing a high tech automotive production plant wherein high end consumer cars would be built. McLaren Automotive has since established itself as a worldwide brand and produced two iconic cars called McLaren F1 supercar and the Mercedes-Benz SLR McLaren in collaboration with Mercedes (William, 2009). McLaren Automotive also aims to coagulate its brand through its new MP4-12C car. In addition to its consumer car business, McLaren Group has also created a company called McLaren Electron ic Systems, which produces high-end electronics control unit (ECU) for formula one racing teams, as part of its horizontal diversification strategy. McLaren Electronic Systems creates some of the most advanced race telemetry and sensor equipments that provide innovative solutions to racing teams (McLaren, 2013). These horizontal diversifications are in line with Ron Dennis’s vision in which he observes that in the â€Å"21st Century to survive in F1 you need to have more than just a team† (Phillips, 2012). These diversifications provide the company with economies of scale in its core business and enable it to expand its avenue by capturing the high-end road car market. As part of its vertical diversification, McLaren has ventured into applied technologies. This business is involved in developing groundbreaking technological solutions in the field of sport, medicine, biomechanics and entertainment. McLaren has employed its overall technical know-how and channeled it extensively into a range of improved technological systems and solutions through its Applied Technologies business. The company’s solutions are aimed at improving performance, cutting costs or increasing efficiency, as well as introducing new approaches in a number of specialist fields (McLaren, 2013). Moreover, McLaren has established a marketing and advertising business which foresees its marketing activities in maintaining its global brand image whilst retaining its exclusivity. Moreover, McLaren has also established a food and hospitality business which attends to not only its customers at the formula one racing tracks but also other high-end customers around the world. This d iversification strategy can be attributed to the maturity of McLaren’s primary racing business in which the company has been operating for almost 5 decades. McLaren is the second oldest active team after Ferrari, having won 182 races, 12 drivers’ championships and 8 constructors’ championships (McLaren, 2013). With so much experience, technological and managerial expertise at its disposal, it is viable that the company utilized them in other areas of business which are indirectly related to McLaren’s core business. McLaren’s Diversification as a Reflection of the Historical Perspective on Corporate Diversification During 1950s and 1960s Most of the large corporation justified and adopted diversification corporate strategies during 1950s and 1960s mainly due to the competency of their managers in general management skills. During this period, there was much attention being given to basic principles of management which were useful for all managers and applicable in all kinds of enterprises. There was emphasis upon common problems and issues across different types of enterprises and how professional managers could manage any business with their general skills. For almost two decades, the faith in general management skills provided a justification for growth and diversification (Goold and Luchs, 1993). During the late 1960s, McLaren was relatively a small and new business and its top management was focused merely on winning races rather than deciding for a corporate diversification and growth strategy. The company had neither the resources nor general managerial expertise to embark upon any sort of diversification. Late1960s and 1970s During this period, there was a realization among management practitioners and academicians that different types of businesses had to be managed differently. The validity of general management skills as a rationale for diversification began to lose popularity. Many companies realized that by applying the same management practices in different businesses, they were minimizing the overall value acquired from those businesses. Many conglomerates were facing problems during this period in that they were making profitless growth. Resultantly, there was an increasing force upon managers to focus their attention on formulating ‘strategies’ for their companies. Numerous strategic management frameworks were developed by consultancy organizations and business corporations for business unit strategy. Portfolio management practices were adopted for defining an overall corporate strategy (Goold and Luchs, 1993). During this time, McLaren had established itself as a successful formula one team and was determined to continue its success as its core business strategy. It was still not focused on diversifying its product and services portfolio. 1980s and 1990s Following the focus upon corporate and business strategy, management practitioners were now under pressure to increase stakeholders’ value through their businesses. This led to the emphasis upon value-based planning. Realizing that un-related diversification often decreased the overall stakeholders’ value; organizations began to retreat back to their core businesses. Numerous management academicians such as Henry Mintzberg emphasized upon the need of having in-depth technological expertise, knowledge and experience in a particular business for ensuring the highest shareholders value rather than â€Å"thin and lifeless strategies that result from treating businesses as mere positions on a portfolio matrix† (Mintzberg, in Goold and Luchs, 1993). Confirming with this logic, McLaren, which had by now acquired in-depth expertise, knowledge and experience in formula one racing, and race and sports cars, was now embarking upon its high performance road car venture. Its road cars were very much similar to its formula one car and therefore McLaren was rightly justified in its diversification move. Post 1990s Following this period, there was a widespread focus upon how organizations could best exploit their corporate expertise. This led to the emergence of themes such as core competencies and dominant logic view. Both these themes are somewhat similar in that they underscore the importance of growth and diversification of companies in only those fields which require relatively same core expertise as those of their primary businesses and which fit within the managerial dominant logic of their corporate cultures (Goold and Luchs, 1993). Coinciding with this dominant business view, McLaren diversified its offerings in related and un-related areas within which it already had adequate competencies and which could be easily fitted within its existing management structure. McLaren had great know-how of the technical and information requirements of a formula one team which was utilized to create its innovative electrical control units business. The company’s vast mechanical and electrical engineering expertise were further exploited to create its applied technology business. As a global brand, McLaren was already engaged in marketing activities and likewise in catering its global clientele and fans attending formula one race. Both these capabilities were further explored to establish McLaren’s marketing and hospitality businesses. References Ansoff, I. (1957) Strategies for Diversification. Harvard Business Review. Vol. 35 Issue 5. Brad, S. (2000). TAG McLaren Group Revs Up Off Track. International Herald Tribune: 2000-06-24. p. 9. Charles E. Bamford, G. (2010). Strategic Management. Cengage Learning. Cole, G.A. (2003). Strategic Management. Cengage Learning. Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 McLaren (2013) Vodafone McLaren Mercedes. Available from http://www.mclaren.com/formula1/page/mclaren-group (cited on 5th, March, 2013) Michael E. Porter. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, January 2008, p.86-104. Mintzberg, H in Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 Nye, D. (1988) McLaren: The Grand Prix, Can-Am and Indy Cars. Guild Publishing. Phillips, A. (2012). Business Leaders: The master behind McLaren the super brand. Business Review Europe. Available from http://www.businessrevieweurope.eu/business_leaders/the-master-behind-mclaren-the-super-brand (cited on 5th, March, 2013) William, T. (2009). McLaren – The Cars 1964–2008. Coterie Press. How to cite Diversification and Corporate Strategy: McLaren Group, Essay examples

Medical Terminology free essay sample

Medical terminology is a language for accurately describing the human body and associated components, conditions, processes and process in a science-based manner. Medical terminology is important in the medical field because it allows healthcare professionals to interact at all levels and details of the patients can be discussed with ease. The benefits of knowing medical terminology are that one can document faster and easier and communicate faster about a patient’s records and illness. One health occupation that interests me is Physical therapists. I think it would be a very rewarding occupation. Physical therapists care for people of all ages who have functional problems. They oversee physical therapist assistants and aides and they consult with specialists, surgeons, etc. Physical therapists work with patients at having more active and healthy lifestyles, helping to prevent loss of mobility. Physical therapists set up plans with patients, help them set goals for themselves, and in some cases help them achieve their goals. We will write a custom essay sample on Medical Terminology or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Physical therapists definitely make a big difference in the medical field. Physical therapists typically work in clinics, nursing homes, hospitals, and private offices. In order to become a physical therapist, one would be required to have a postgraduate professional degree. Most programs require a bachelor’s degree for admission and many require specific prerequisites. Some important qualities one should have if going into this field are compassion, detail oriented, dexterity, interpersonal skills and physical stamina. Physical therapy is a very helpful part of the health field.