Disaster Management in Water Science Speech or Presentation

Disaster Management in Water Science - Speech or Presentation Example Furthermore, the water that has been tested from the treatment facilities show that the existing water is contaminated as it contains a lot of foreign traces of dirt which makes it unfit for human consumption. This is a major disaster that has engulfed the entire community which further contradicts the fact that ample clean water supply is essential for consumption. It is the duty of the county to ensure that clean and safe water is available for all people and animals. Dirty water bears the risk of causing numerous diseases such as typhoid, dysentery, hepatitis among others hence this calls for water treatment (Mwenda, 1999).I intend to inform the public in general on the importance of treating water before using it for various purposes such as cooking, drinking just to mention. According to Agnes (2000), she notes that that are several ways of treating water and none of them is perfect. She further argues that the best option is to combine several methods together so as to achieve desirable results. On the other hand, most microbes are killed as a result of water treatment but contaminants for instance salts, heavy metals and some chemicals are not removed (Molo, 2003). It is advisable to let all suspensions in water to settle down before one starts water treatment. Boiling water is considered to be one of the safest meth

Issues in internet sales law Essay Example | Topics and Well Written Essays - 2000 words

Issues in internet sales law - Essay Example When a bid is made, the bidder is said to have made an offer. When the auctioneer strikes a hammer thrice or says words like ‘Going, Going, Gone’, the offer is accepted and a contract of sale is made. These days, a wide variety of goods are presented for auction online. The seller does not need to meet face-to-face with the buyer or the bidder. The person who makes the highest bid wins the auction and the goods are sold to him. In the given case, Chris won an auction online and bought an artifact for ?50. He believed it to worth ?500 if it was free of chips. Otherwise, it was worth ?50 only. He saw an image of the artifact online and found no flaw in it. The seller had a feedback rating of 50 transactions. The seller had written in caption, â€Å"Old pot ornament, in good condition for its age. I know nothing about these items, but it looks old to me.† Also, in seller’s information, he had written, â€Å"all goods are sold as seen.† When the item was delivered, Chris found out that it was not free of chips. S.14(1) of Sale of Goods, 1979 provides that there are no implied terms as to the condition or warranty about the quality or fitness of goods. In this case, the parties had no direct interaction. The buyer had a look at a photograph of the item online and bought it. There are no implied terms as to the warranty or condition. But S.14(2) states that, â€Å"Where the seller sells goods in the course of a business, there is an implied condition that the goods supplied under the contract are of merchantable quality, except that there is no such condition- (a) as regards defects specifically drawn to the buyer's attention before the contract is made ; or (b) if the buyer examines the goods before the contract is made, as regards defects which that examination ought to reveal.† According to the given facts, the seller had a feedback of 50 transactions. The given facts also quote the seller, â€Å"Old pot ornament, in good condition for its age. I know nothing about these items, but it looks old to me.† The online trading system often produces a dilemma whether the seller acted in the course of business or not. The former of the two facts reveals that the seller had been trading online for quite some time. This means that the seller had acted in the course of business. However, during his run in online trading, he did not sell the same type of goods every time. The later of the two facts shows that the seller did not act in the course of business because he had vividly expressed that he had no knowledge of the ornament. This puts him somewhere in the middle of the two types of actions. Taylor and Willet (2005) call such a seller a Hybrid Seller. The law is silent about this type of seller. There was no concept of such a seller until the emergence of online trading system. The most important factor in determining the rights and remedies of the buyer is the ascertainment of the fact whether it was a sale by description and whether the consumer relied on such description. Chris saw the picture and decided to purchase the ornament thinking that it would be a good investment if the ornament was free of chips. The picture in question shows that the item was a clean piece. Chris depended on the depiction by the picture and decided to purchase the item. Consumer’s reliance is pivotal in the cases of sale by description. S.13(1) of Sale of Goods Act 1979, states that, â€Å"

Application Of Leadership Knowledge To Health Visitors Practice Nursing Essay

Application Of Leadership Knowledge To Health Visitors Practice Nursing Essay 1.1This report will provide evidence of the application of leadership knowledge to the role of the Health visitors practice. The report will look at my leadership style and skills in relation to developing and implementing an evening well baby clinic. When implementing this clinic I will aim to address and discuss past leadership experience and how I will use this within my team to achieve the best outcomes for families within my practice area. Attention will be made on relating this to improving the quality of care as highlighted in the Nursing and Midwifery Council (NMC) Standards of proficiency for specialist community public health nurses, 2004. The standards also state that I, as a Specialist Community Public Health Nurses (SCPHN) must work in partnership with all team members and clients. I will apply my existing and newly developed leadership skills when managing my evening well baby clinic (NMC, 2004 and DOH, 2009). This report will include a discussion on my best practice and the use of evaluation and reflection in learning from experiences. The report will also include issues related to the quality of care and how my leadership can maintain or improve it. The aims and objectives of this report are to provide a clear expression of the quality issues in clinical care. To analyse my understanding of the process of change and my leadership styles can influence the quality of care. I will then look at change theories, management and leadership styles within my practice area and consider what the strengths and weaknesses are. Consideration will also be given to conflict management and my style of leadership within the team in order to promote effective working. 2 Critical analysis and review of own individual knowledge and competence of leadership practice within health visiting practice. 2.1Whilst undertaking the SCPHN course I have had many opportunities and experiences to developed my leadership, and reflect on the kind of leader I aspire to be. There are two types of leaders, transformational and transactional. I feel that I am currently a transformational leader as I try to motivate staff members, encourage vision and ideas and inspire team members and clients to achieve the best possible outcomes. As identified by Huber (2010) Vision is a key aspect of any leadership activity. I feel that my evening well baby clinic has shown my vision through the ideas and implementation of activities within the group. I shared my vision with fellow team members, this promoted motivation and inspiration. Transactional leadership is a more direct approach setting out clear goals and offering rewards to staff members in order to meet objectives (Hartley and Benington, 2010). I adapted aspects of this approach but felt that a transformational approach was more appropriate for my t eam and my practice. Whilst the transformational model of leadership may be seen as dynamic and therefore appeal to change agents, in this scenario the proposed change is largely transactional. The evening clinic will not provide staff with new skills or knowledge and it is unlikely to be seen as a particularly innovative as it is simply expanding an already existing service within the practice area. However, it is important to recognise the need for transactional change, in this instance practical concerns of an evening well baby clinic are being addressed. The evening clinic will not only benefit service users, it will improve service delivery and help achieve both local and national requirements. 2.2 I feel that in order to look at management and leadership theories, it is important to understand the differences between them. Warren (2005) differentiated between management and leadership by stating that the main difference is vision. Leadership is concerned with vision, communication and values whereas management is primarily concerned with analysis, planning and problem solving. Kotter (1990) also suggests that both leadership and management are needed within complex organizations in order for them to run smoothly. This is supported by Marquis and Huston (2006) who state that the roles of the manager and the leader can and should be integrated and that it is essential for both approaches to be present within nursing. I believe that it is vital for leaders to have the ability to be both managers and leaders at the same time in order for quality of care to take place. It is important to remember that management and leadership are very different but have overlapping functions ( Ellis and Hartley, 2005, Gopee and Galloway 2009). To have aspects of leadership and management skills are an essential part of the SCPHN role. Gopee and Galloway (2009) support Huber (2010) about the key importance of a visionary approach to leadership. It is important to reflect on the differences between leadership and management, to have the ability to utilise management in order to enhance my leadership and promote flexible, positive and appropriate team development. Christian and Norman (1998) build on this by arguing that management and leadership are so different that they sometimes can be conflicting. 2.3In my leadership experience I believe that having an effective working relationship with you team can influence the outcomes of a project this is identified by Hartley and Benington (2010), as being a key leadership quality. Kotter (1990) states that leadership is about setting directions, motivating people, inspiring people, having the ability to adopt a visionary position, setting a direction, and anticipating as well as coping with change. I have adapted this approach by undertaking regular team meetings where ideas and goals were set. Then time was given for the team to feedback there own personal vision which promoted self esteem and ownership of the project to enhance team motivation towards a common goal. Team members through this feedback time were able to identify there own strengths and interests to bring to the project, any areas of weakness that were identified were discussed and any relevant training was given. Cooperation and collaboration from other agencies was res ourced to provide the best quality service for staff and service users alike. This enabled learning from each other where any potential conflict would be avoided due to staff working within there capability within there role and recognising that each member of staff is accountable for there own practice. This links with Malcolm et al (2003) who argues that leaders within the clinical area should stay focused on quality of care and professional issues and not cross over to the other side, which is management. 2.4 I believe, as dose Mulally (2001) that leadership for nurses is essential for the success of the Department of Healths NHS plan (2000). Over the past decade accessibility has been a consistent factor in governmental policy. The white paper; The New NHS: Modern Dependable (DH, 1997) advocated improvements to the quality, range and accessibility of services available within the community. Shortly after the Acheson Report (Acheson, 1998) highlighted that within primary care it is important that services are not only effective but readily accessible. Acheson concluded that the NHS should be aiming to provide equitable access to effective health care for all. The project that I have implemented is aimed to improve the quality of existing services. Research into inequalities in health and anecdotal evidence from parents who have or are due to return to work has highlighted a current deficit in service provision. Service users have indicated general dissatisfaction at there being no cli nic available at a time accessible to working parents. When discussing inequalities it is easy to focus on disadvantaged families living in deprived areas, however, it is important to acknowledge that working parents experiencing difficulties accessing services only available during the working day are also experiencing inequality. Therefore as a leader I have identified a gap in service provision and an opportunity to reduce inequalities in health by providing this service. The NHS Plan continued the trend of encouraging a greater range of services and recommended that primary care providers offer services from shared modern premises (DH, 2000). Recently, Our health, Our care, Our say (DH, 2006) was published which aims to improve services in the community, it promised more co-ordination between services and greater consistency across the health service in order to reduce inequalities. It also advocated more flexible services to increase accessibility and recommended involving serv ice users and the local population in decision making. 3. Critically analyse leadership styles and apply them to the complexity of the delivery of care. 3.1 In the last year as a SCPHN I have been able to observe many different leadership styles, on reflection I believe that I have chosen aspects of these styles to develop my own style. One theorist suggests that leadership in a clinical setting influences followers to bring about improvements in care (Welford, 2002). Through research I have found that there are many different leadership styles, Hersey et al (2008) identified these styles as authoritarian, laissez-faire and democratic. Within my career I have encountered many of the leadership styles, this has enabled me to choose aspects of these styles within my own practice. I found the laissez-faire approach of no interference and lack of decision making and a lack of structure to be confusing and unclear. The advantages of this approach with groups are that they are fully independent and promote professionals working together (Huber, 2010). The authoritarian approach from previous leaders has been very directive and not team foc used. I found this approach did not encourage togetherness and therefore I would not want to promote this within my team. In conflict situations I can see how it would be an efficient approach. I aim to be a democratic leader who works with there team, sharing responsibility and decision making although this may be a long drawn out process I believe it will facilitate an improved project. Huber(2010) stated that the challenges of a democratic style are getting people with different professional backgrounds to work together and decide on a plan of action. To overcome this I ensured that the team shared common goals. I created motivation within the team to examine working practices. This was confirmed to me as many of the staff showed their interest by their offering of ideas to meet this challenge. By tapping into the moral dimension of a proposed change i.e. promoting the need to contribute in order to protect the safety and health inequalities for those children and families who wo uld not otherwise be in a position to attend a well baby clinic during the day. It was also recognised that there may be resistance to working unsocial hours. As two health visitors will be required for each clinic and there are currently in excess of 20 health visitors employed by the trust they may only be expected to cover one clinic every 10 months. Some staff may even volunteer to work more often providing relief for those staff who arent keen to cover the clinic while providing a benefit to themselves if they can start work later in the day, therefore demonstrating that the democratic leadership style further inspired staff to change by motivating followers to transcend their own self-interest for the sake of the team and organization (Bass 1985). 3.2 Situational leadership was developed by Hersey and Blanchard (1977) and assumes the leader adapts their style according to a given situation. Encouraging team input and facilitating problem solving are key features of the supportive behaviours exhibited by the situational leader (Northouse 2004). This style has two main types of intervention: those which are supportive and those which are directive. The effective situational leader is one that adjusts the directive and supportive dimensions of their leadership according to the needs of their subordinates (Northouse 2004).As most team members were highly motivated in the project, freely offering suggestions and ideas, a directive role was not needed. The supportive behaviours I employed encouraged a participative approach characterised by the use of finely tuned interpersonal skills such as active listening, giving feedback and praising (Marquis and Huston 2000) which can be likened to a Skinnerian approach of positive reinforceme nt. 3.3 I can identify my correct use of the democratic leadership style by working with and alongside team members encouraging participation. This is achieved by assessing workers competence and commitment to completing the task. The member of staff that appeared to take little interest and was not able to offer ideas displayed a lower developmental level compared to other team members and hence I directed her more using the coaching behaviours advocated by Hersey and Blanchard (1977). This coaching promoted inclusion and participation by: giving encouragement, soliciting input and questioning the participant on what they thought of the proposal and the changes they would like to see. This was done to increase levels of commitment and motivation (Northouse 2004) and thus integrate that team member into the change process. On reflection this can also be identified as an example of reducing the resisting factors to the change within the force field as by adapting to the needs of that team member, she was encouraged to take part and share ideas rather than hinder progress and potentially thwart the change. I aim to develop my leadership style further by gaining feedback from my team members and by reflecting on what have been positive and negative experiences, whilst maintaining a link with best evidence based practice. 3.4 When implementing my evening well baby clinic and introducing my new leadership style, it was important to remember that change would be needed. When proposing change it must be recognised that if a structured process is not used the process could easily fail (Keyser and Wright,1998). It is important therefore, to acknowledge the complexity of the process. Lewin (1951) identified three stages in the process of change, these were unfreeze, move and refreeze. Within this scenario, theunfreeze process would include communication and planning with both staff and PCT management in order to gain their backing and support for the evening clinic. The move process would involve trying the evening clinic for a period of six months, and observing its effectiveness during this time. If the evaluation of the service proved it to be successful it would ultimately result in the clinic becoming established concluding the refreeze process. Through implementing the clinic I gained peoples thoughts and opinions and what they felt was needed, in Kassean Jagoos study (2005), they identified the unfreezing stage as that of facilitating peoples thoughts on the current situation. Sheldon and Parkers (1997) research found that people can only be empowered by a vision that they understand and that it is paramount that strategies are used to foster inclusion and participation so that all team members are fully aware of the impetus for change. 3.5 When improving care, two potential obstacles have been highlighted by Tait (2004), these were limited resources and the pace of change. With these in mind, a force field analysis (Lewin, 1951) has been completed to try and identify potential barriers. The issues I have identified are that it must be established early in the process the arrangements for the remuneration of staff time. Possible options are overtime payments or time owing. Staff will display individual preferences depending on their individual perception of the benefit of each option. As the decision on how time will be paid will lie with the PCT management team it is important to establish their response early as this issue is likely to be raised by the health visitors very early in the change process. Another issue identified was Health and Safety. As the building is already used for a family planning Clinic, any health and safety issues are already likely to have been addressed. I however considered it to be good practice to revisit and review the risk assessment. I identified a training issue around securing the health centre at the end of the evening, these locking up and safety procedures could be addressed with a short in house training session. After identifying the above issues it was my responsibility as a leader to consider resources and budgets available in order to achieve all my aims and objectives. 4. Identify and evaluate areas of leadership that enhance and benefit the quality of client care. 4.1 The Government has clearly outlined the need for nurses to develop leadership skills at all levels within the workforce in order to deliver the NHS modernisation programme (DH 1998; DH 1999). The leadership role expected of community practitioners is evident in Shifting the Balance of Power (DH 2001a) and Liberating the Talents (DH 2002) with the expectation that health visitors will lead teams which will deliver family-centred public health within the communities they work (DH 2001b). I strongly believe that by collaborating with other agencies when setting up my evening well baby clinic I have improved the quality of care for clients within my practice area. 4.1When implementing my project I took into consideration the felt and expressed needs (Bradshaw, 1972) of service users, and in line with both local Primary Care Trust (PCT) and government policy (Sec 2.3) regarding accessibility to services, it is proposed that an evening clinic be introduced for a trial period of six months. I made this decision as a leader of my team to ensure quality care and provision was implemented. To enable ongoing quality and evaluation change will be audited and evaluated in order to inform future practice and service delivery. In health visiting I believe that the emphasis should be placed on quality of care, providing and promoting access to health information and helping people make sense of the information so that they are able to make informed lifestyle decisions (DH, 2000). 4.2 A study investigating parents preferred sources of child health information found that when parents required advice on their childs general health care needs, the child health clinic was the second most popular source of information and advice (Keatinge, 2005). Child health nurses were identified as a good source of information, parents felt comfortable talking to the nurse and advice was seen to be reliable. Attendance at the child health clinic was viewed as an opportunity to obtain regular information and advice (Keatinge, 2005). A study of parental satisfaction with the health visiting service found that approximately two thirds of health visitor contacts took place in the clinic and routine weighing and general advice accounted for a high percentage of recent contacts in one year old infants. Again the health visitor was viewed as an important source of advice (Bowns, Crofts, Williams, Rigby, Hall and Haining, 2000). The National Service Framework (NSF) for Children, Young P eople and Maternity services (DH, 2004), contains several standards. Standards 1-3 are particularly relevant when considering a well baby Clinic, they focus on promoting health and identifying needs, supporting parents and having services centred around the family. Each of these standards can be addressed in a well baby clinic. The NSF is intended to lead a cultural shift which will result in services designed around the needs of the family, not the needs of the organisation, thus resulting in quality of care for all (DH, 2004). 4.3As a leader it is essential to have an awareness of clinical governance to ensure health care organisations can develop cultures and ways of thinking in order to improve quality of care (Tait, 2004). I have considered the culture of the organisation within which the proposed change will take place as I felt it was important. In my experience of the health visiting service, individual health visitors cover individual caseloads and generally work independently. This is not to say that a team culture does not exist but communication is essential, and as a leader I can facilitate this as part of my role. In addition to this regular health visitor meetings and annual away days encourage communication and help foster the wider team spirit. Clinical governance attempts to provide joined up policy development (Tait, 2004) so it is important to note that the issues highlighted are high on both local and national agendas. As a result of this it is hoped that the proposal, attempting to impr ove service provision with minimal resource implications is likely to be given serious consideration by service providers. Initial consultation with the management team was sought to identify if there is managerial support for the proposed evening clinic. Once this was achieved the process of consultation with health visitors and administrative staff began. It is hoped that by encouraging shared governance and shared leadership the proposal will be both practitioner owned and organisationally supported (Scott and Caress, 2005). 5.Demonstrate a dynamic and flexible approach to leadership issues. 5.1Within the project there is a mixture of cultures that have proved beneficial when planning the expansion of the well baby clinic. Managerial support was established early in the process, so that the change would be less opposed. However in addition to this staff were encouraged to contribute their ideas and concerns the change process may progress more smoothly. The implementation of this strategy reduced the risks of potential conflict. Barr and Dowding (2010) state that by being a dynamic and flexible leader who is able to resolve conflict effectively, high quality patient care can be achieved. Change can sometimes be viewed as a negative thing. A percentage of the team who will be affected by this change are established health visitors. There can at times be apathy to change and a tendency to continue with a certain practice because it has always been done that way or because something has been tried and failed before. 5.2 If conflict was to arise within my team I would use a conflict resolution strategy as identified by Barton (1991). This approach can be adapted by leaders to help improve team moral and productivity (Huber 2010). I believe the important factors for the leader to implement are effective communication, assertiveness and empathy. If this technique is delivered effectively I believe can be resolved quickly and with minimal upset. If conflict arises and a leader avoids confronting an issue or withdraws from the situation this can be beneficial as it allows for a cooling off period between team members but I believe that this is not a solution as it will not resolve the conflict. Marquis and Huston (2006) support Hubers research by saying that a leader should address conflict but also needs to recognise and accept an individuals differences and opinions. Therefore a flexible leadership style should be adopted whenever possible. 6 Conclusion and Summery. 6.1 In conclusion I feel that a model which places great importance on the needs, values and morals of others is transformational leadership (Northouse 2004; RCN 2005) and elements of this could be identified in my leadership. The goal of transformational leadership is to create a vision change what is into something better. Although transformational leadership did not originate within the nursing profession, its usefulness is in its application towards implementing the proposed change in practice. Transformational leaders are accustomed to sharing power, using influence and developing potential and are seen as the only leader likely to implement lasting change (Marriner-Tomey 2004). 6.2 Before completing the process I was inclined to believe that a large proportion of change was dictated to staff by managers and that as an individual member of a large work population I had a relatively little influence over work practices and few opportunities to lead other staff. The positive outcome of compiling this report has been gaining insight into the process of change and that different types of change and leadership are equally important. I have also benefited from actually completing the process and analysing the potential problems that may occur when trying to introduce a change in practice. I feel that the knowledge gained has influenced and inspired me to strive to become a motivational and beurocratic leader. 6.3 The negative points have been seeing how much work is required to bring about a relatively small change in practice. This process has taught me that in my career I will be unable to change everything I want to. It has also been difficult gathering the evidence base which has been frustrating as this appears to be a fundamental indicator in ensuring a proposal within practice is taken seriously. In the future I hope my new confidence in my ability to lead and empower will make me a valuable contributor to the health visiting service. I will carefully study those working practices I would like to change, ensure there is a good evidence base for any proposals and follow a structured process in order to maximise the potential success of future ventures. 6.4 Evidence based practice- leadership-SCPHN. AND CONTINUING REFLECTION OF SELF AND SERVICES.adapability and flexability.values

A Comparison of Thomas Grays Elegy (Eulogy) Written in a Country Churc

A Comparison of Thomas Gray's Elegy (Eulogy) Written in a Country Churchyard and Bryant's Thanatopsis  Ã‚     Ã‚   Thomas Gray and William Cullen Bryant both chose to write about nature and death being intertwined. Since Thomas Gray lived in a time of social injustice, he chose to use death to illustrate the problems inherent in a socially stratified society. William Cullen Bryant, on the other hand, lived in a rapidly expanding young nation that cherished the vast amounts of untouched nature and he used death to illustrate how man fits into the universal truth of the earth. However, both men believed that death rendered all men equal in that all went to their final resting place in Mother Nature's bosom. While Gray's "Elegy Written in a Country Churchyard" comes across as a social commentary on the English peasants and Bryant's "Thanatopsis" serves as a catalog of American Romantic beliefs, both believe that one must listen to nature, that death makes all men equal, and that man returns to nature after death. To compare how the poems minor themes are similar, one must first understand their major themes' differences. "Elegy" differs so greatly from "Thanatopsis" because they came from vastly different times and countries. Gray wrote "Elegy" in eighteenth century England after the death of one of his friends. Influenced by the English Romantics like Gray, Bryant, who spent much of his time out in the wild, wrote "Thanatopsis" in praise of nature's splendor. "Elegy" appears at first to be solely about death but emerges as a social commentary on the plight of the poor. Gray first explains how the commoners delight in the simple life of working in the fields and enjoying their families while "Chill Penury" held them back from gr... ...    Brady, Frank. "Structure and Meaning in Gray's Elegy" Thomas Gray's Elegy Written in a Country Churchyard. New York: Chelsea House Publishers, 1987. 7-17.    Carper, Thomas. "Gray's Personal Elegy" Thomas Gray's Elegy Written in a Country Churchyard. New York: Chelsea House Publishers, 1987. 39-50.    Lonsdale, Roger. "Poetry of Thomas Gray: Versions of the Self" Thomas Gray's Elegy Written in a Country Churchyard. New York: Chelsea House Publishers, 1987. 19-38.    McLean, Albert. William Cullen Bryant. New York: Twayne Publishers, Inc, 1964. 65-81.    Smith, Eric. "Elegy Written in a Country Churchyard" Thomas Gray's Elegy Written in a Country Churchyard. New York: Chelsea House Publishers, 1987. 51-67.    Peckham, Harry Houston. Gotham Yankee. New York: Russell and Russell, 1971. 31-35.   

African Americans health disparities Essay

In 2011, the diagnosis rate for HIV cases in the United States was 15. 8 per 100,000 population and 60. 4 among Blacks. Of 197,090 diagnoses of HIV-infection from 2008- 2011, Blacks/African Americans accounted for: ?47% OF THE TOTAL ?64% OF WOMEN ?66% OF INFECTIONS ATTRIBUTED TO HETEROSEXUAL CONTACT ?67% OF CHILDREN, AGES < 13 In 2010, the death rate for blacks was higher (25. 0 per 100,000) compared with any other racial ethnicity group (3. 0 whites). Blacks represented 49% of all deaths with HIV in 2010. A recent study showed that blacks diagnosed with HIV are less likely than other groups to be linked to care, retained in care, receive antiretroviral treatment and achieve adequate viral suppression. African American Males African American men accounted for 42% of HIV cases diagnosed among men in 2011. A majority (72%) of African American men with HIV contracted the disease by male to male contact while 19% contracted HIV through heterosexual exposure. African American Females Among African American women, high risk heterosexual contact was the most frequently cited mode of transmission, accounting for 89% of cases diagnosed in 2011. More Information: ?HIV/AIDS TOPIC SITE ?HIV/AIDS AND AFRICAN AMERICANS ?HIV/AIDS STATISTICS AND SURVEILLANCE Sexually Transmitted Diseases (STD) Gonorrhea In 2010, 69% of all reported cases of gonorrhea occurred among blacks. The rate of gonorrhea among blacks in 2010 was 432. 5 cases per 100,000 population, which was 18. 7 times the rate among whites (23. 1). This disparity has changed little in recent years. This disparity was larger for black men (22.2 times) than for black women (16. 2 times). Chlamydia In 2010, the overall rate among blacks in the United States was 1,167. 5 cases per 100,000, a 4. 0% increase from the 2009 rate of 1,122. 2 cases per 100,000. The rate of chlamydia among black women was over seven times the rate among white women (1,536. 5 and 205. 1 per 100,000 women, respectively). The chlamydia rate among black men was almost 11 times the rate among white men (761. 8 and 69. 9 cases per 100,000 men, respectively). Syphilis.

Installing and Upgrading Software Essay

There are a number of reasons for upgrading software, generally the main reason is that the software has been improved or security problems have been addressed, or it offers new functionality. You may also install or update software when a new piece of hardware is installed in order to make it compatible. Other reasons may include software which is no longer supported by the manufacturer. If the software in question brings new functionality to the computer system in day to day life and makes that task easier, then you should consider updating. You also upgrade when you need to or when you want to upgrade or when your system is not working properly, existing software fails to run correctly and when additional functionality required. Sometimes, your pc crashes, freezes, your PC runs very slow, Having Problems Shutting down the computer and Shutting down applications and sometimes its shutdown while you are doing something or you may just get blank screen. If you find that you need more power in your machine and then you can upgrade your components, when your computer stops doing what you need it to do, then it is time to consider upgrading or replacing the computer. You upgrade when your existing system is not work properly, when you need new hardware or new software for your system and sometimes it may be company policy that you upgrade systems. You upgrade to fix programming bugs and security holes. Describe the potential prompt that initiate new or upgrade software: When you upgrade the software it might not work because it may not be suitable for the system specification, so in that situation you will need to upgrade the system to allow that software to work. Upgrading new software is used in computing and user electronics, generally meaning replacement of software with a newer version, in order to bring the system up to date to improve its characteristics. When installing or upgrading you should be aware of all the different types of risks that can occur risks such as prompts. Explain the advantage and potential disadvantage of the installation or upgrade of new software: The advantages of the installation or upgrades of the new software are that it may allow you to install different applications and also it may add new features to your current software. The disadvantages is that the upgrade may not be successful or even cause problems to other software which are currently installed and also it may stop other applications from running. It also may cause problems to existing system.