The Association Of Psychosocial Aspect - 1279 Words

Abstract Diabetes has been addressed by the medical community in terms of biological interventions and treatments. Fewer studies have been conducted about psychological and social determinants that may be related with this disease. This study aims to analyze the association of psychosocial aspect specifically stress, which is caused due to financial burdens for paying rent or mortgage and diabetes prevalence. How strongly can this form of stress be correlated with diabetes prevalence? To evaluate this association, the study will use the BRFSS data. Keywords: diabetes prevalence, stress, money, rent/ mortgage. Introduction Diabetes is one of the serious diseases in the United States. The Centers for Disease Control and†¦show more content†¦The risk factors for type 2 diabetes include weight, inactivity, family history, race, age, gestational diabetes, polycystic ovary syndrome, high blood pressure, and abnormal cholesterol and triglyceride levels. (Diabetes Risk factors - Mayo Clinic, n.d.) A research study was conducted to understand patient psychological insulin resistance (PIR), in other words, to discern psychological opposition towards insulin use in both people with diabetes and their prescribers and its overall impact on diabetes management (Brod, Kongsà ¸, Lessard, Christensen, 2009). Another research study was conducted to estimate the risk of co-morbid depression on all-cause mortality over time among individuals with diabetes. The study concluded that depression significantly increased the risk of mortality among individuals with diabetes and discussed that early dete ction and treatment of depression may improve health outcomes in this population (Park, Katon, Wolf, 2013). In both the studies to obtain data of the subjects for the study, the researchers used a literature search for journal articles via databases such as the MEDLINE, PubMed, Google searches, Cochrane Library, Embase and Science Direct databases. Although the search was extensive and thorough, there could have been a few biases such as selection biases already made in the earlier articles which the researchers referred and actively employed in their

The Indus Valley Civilization ( 3300-1300 Bce ) Essay

Abstract Introduction The Indus Valley Civilization (3300–1300 BCE) was the one among the greatest early civilzation of the Old World alongside the ancient Egypt and Mesopotamia (Wright 2009, Wright 2010), which developed in South Asia along perennially flowing Indus and Ghaggar-Hakra ( also called as Saraswati) river in northwest India and eastern Pakistan (Wright 2010, Giosan 2012, Maemoku 2013). Though least studies so far, emerging archeological studies suggest that the Indus Valley (oftenly called Harappa) might have been most wide spread, extending across today’s northwest Pakistan deep into western India and carried probably more than five million people at its peak (Kahn 2005, McIntosh 2008). Reduced water supply has possibly caused the civilization’s demise and eastward movement of its population (Madella 2006, MacDonald 2011, Brooke 2014) towards the Gangetic plain after its decline (Possehl 1999; McIntosh 2002:11) giving rise to many succeeding Vedic tradition linked cultur es reinforced by reports of many religious artefacts of Hindu practices from Indus Valley locations (Mishra 2001). The northwestern region of pre-partition India was the centre for Indus Valley civilization and for the shift from hunting-gathering to the societies with settled agriculture and domesticated animals (Allchin and Allchin 1997) well supported by archeological discoveries of first agricultural occupation in the Indus basin near Mehrgarh (now in Pakistan) and surrounding areasShow MoreRelatedArgumentative Essay on Telivision Is the Leading Cause of Violence in Todays Society9353 Words   |  38 PagesDate range Phase Era 7000 - 5500 BCE Mehrgarh I (aceramic Neolithic) Early Food Producing Era 5500-3300 Mehrgarh II-VI (ceramic Neolithic) Regionalisation Era 5500-2600 3300-2600 Early Harappan 3300-2800 Harappan 1 (Ravi Phase) 2800-2600 Harappan 2 (Kot Diji Phase, Nausharo I, Mehrgarh VII) 2600-1900 Mature Harappan (Indus Valley Civilization) Integration Era 2600-2450 Harappan 3A (Nausharo II) 2450-2200 Harappan 3B 2200-1900 Harappan 3C 1900-1300 Late Harappan (Cemetery H); OchreRead MoreHistory of Science Technology in Indian Subcontinent5042 Words   |  21 Pages(7000–3000 BC)[show] * Mehrgarh Culture (7000–3300 BC) | Bronze age (3000–1300 BC)[show] * Indus Valley Civilization (3300–1700 BC) *   Ã¢â‚¬â€œ Early Harappan Culture (3300–2600 BC) *   Ã¢â‚¬â€œ Mature Harappan Culture (2600–1900 BC) *   Ã¢â‚¬â€œ Late Harappan Culture (1700–1300 BC) * Ochre Coloured Pottery culture (from 2000 BC) * Swat culture (1600–500 BC) | Iron age (1200–26 BC)[show] * Vedic period (2000–500 BC) *   Ã¢â‚¬â€œ Black and Red ware culture (1300–1000 BC) *   Ã¢â‚¬â€œ Painted Grey Ware culture (1200–600

Managing technological change Free Essays

Managing technological change effectively in organizations, and even across entire industries, has always been a challenge for management, IT practitioners, and business development specialists. Technological change within companies and enterprises is not primarily a technology issue nor is it an area of interested limited to IT managers and specialists alone. Technological change should be a primary concern for business managers. We will write a custom essay sample on Managing technological change or any similar topic only for you Order Now The new generations of IT advancements can be applied to support advanced information management which in turns can enable business transformation within an organization. Managing automation-focused projects has become an outdated approach. Without a system on managing technological change effectively, the end results for organizations in applying new technologies usually result in unexpectedly high failure rates (BusinessWeek Online, 2006). A solution for business and IT managers is to make use of the Benefits Realization method. All organizations actually have a Benefits Realization process whether they are aware of it or not. For most companies, it is most likely not a formal process, and as such, the organization does not only know about it, but it also does not understand it. When an organization is not aware of the Benefits Realization in place, then it tends to be a passive process, not a managed one. What happens of course is that the process does not work very well. However, when the Benefits Realization process is designed and engineered systematically, it can actually lead to a tremendous improvement in the organization’s performance (BusinessWeek Online, 2006). In general, the Benefits Realization method provides for a new basis for using IT to deliver business results more consistently, predictably, and effectively. The approach makes use of two interconnected elements: mindsets on IT and on management methods. Taken these two fields together, Benefits Realization seeks to focus on integrating technology into an organization’s business system. It posits that the application of IT alone, regardless of how technically powerful, cannot deliver effective and successful business results without considering and combining IT with business methods (BusinessWeek Online, 2006). In other words, for an effective Benefits Realization process, the organization must seek to combine IT and management capabilities, and provide for a system that monitors the entire process from start to finish. F. Research Issue The ideal Benefits Realization design should start from the launch of the project, go beyond deliver, and actually measure the success and process improvement of the new design, process, software, or whatever technology was introduced to the organization. The problem is that not all companies have systems in place to really measure process improvement for Benefits Realization after completion of the project. This may happen when the organization is not aware that it has a Benefits Realization process in place to begin with, or when the organization’s Benefits Realization design simply does not have the tools to measure the end results of the process. G. Objectives of the Study The research study has the following objectives: ? To identify the reasons why the introduction of technology in benefits realization has often failed to bring about real change and benefits to the company. ? To discuss how failure of most benefits realization programs are due to the lack of measurement tools in determining the benefits from its investments. ? To provide recommendations and solutions on how to establish effective benefits realization within an organization. H. Definition of Terms The following key terms, which will be used recurrently throughout the study, are defined as follows: ? Benefits realization – the discipline of ensuring that business initiatives deliver expected benefits (Aron, Tucker Hunter, 2005). It is â€Å"an integrated set of processes, techniques, tools, documentation standards and governance framework that cane be used to get the most value from technology investments† (Federal Aviation Administration, 1999, p. 1-2). ? Business benefit – a real source of value to the business, such as increased revenues, improved customer retention, lower costs, or quicker time-to-market (Aron, Tucker Hunter, 2005). ? IT-intensive project/initiative – a business project with a significant IT component. It is increasingly common to consider all projects business projects. Projects involving significant IT activities and/or costs represent an opportunity for the Chief Operating Officer (CIO) and Information System (IS) organization to contribute strongly to benefits realization (Aron, Tucker Hunter, 2005). I. Significance of the Study The study is significant since it will analyse the reasons why benefits realization programs fail in companies. It will discuss the strengths and weaknesses of benefits realization approaches used by companies. The recommendations that the study will provide can serve as useful tools for organization in setting up effective benefits realization programs. How to cite Managing technological change, Papers