Adhd And Its Effects On Children - 1995 Words

Struggling to pay attention, getting easily distracted, or even acting super hyper, these are all signs of ADHD. ADHD can affect people of all ages, it doesn’t just affect children. ADHD is a mental health disorder that has an impact on the brain and body, influences individuals with ADHD s behavior by having them act out get easily distracted during school, work, driving and in personal relationships. ADHD is a lifelong condition that affects both sexes of all ages. Millions of people go through the symptoms and get diagnosed every day. ADHD is considered the most commonly diagnosed behavioral disorders. â€Å"ADHD affects an estimated three to five percent of children, which is approximately two million in the U.S. † (Basile, Attention†¦show more content†¦Between ten and thirty-five percent of children diagnosed with ADHD have a first degree relative with ADHD. â€Å"Approximately fifty percent of parents who have ADHD have a child with the disorder as well.† (Basile, Attention Deficit Hyperactivity Disorder) The symptoms of ADHD may vary by age and the type of environments you are in. â€Å"There have been studies and they show that 20 percent of children with ADHD have a learning disability as well.† ( Harvard Health Publications, Attention Deficit Hyperactivity Disorder) There are three main category, symptom types and they are inattentiveness, hyperactivity and impulsivity. Inattentiveness is the inability to focus, hyperactivity is being extremely active and impulsivity is not being able to control your behavior. The most common category, symptom to show is inattentiveness, which is the lack of focus. Many children, teens and adults struggle to focus during classes, meetings or simple things they attend during their lives. The second most common category, symptom is impulsivity. People with ADHD also have a hard time controlling their behavior because they get so frustrated and angry that they just act out and don’t even realize that their behavior is so bad. The last symptom, category of the three is hyperactivity. Many teens and adults do not show symptoms of hyperactivity, children are the main ones to be hyperactive but once you get older the hyperactive behavior slows down

Executive Summary Lmg Inc. - 1731 Words

Executive Summary LMG, Inc. is a national provider of video, audio, and lighting support. Our company offers full-service video, audio, and lighting capabilities throughout the United States for corporate meetings, trade shows, live broadcasts, and specialty events. We provide integrated audio, video, lighting, and satellite web streaming for concert tours, as well as consultation, design, and installation of permanent audiovisual solutions. In 2013, LMG lost two senior executives to competitive organizations within their first year of employment. Over the next two years, they lost three more top-level employees within their first two years at the company. The purpose of this study was to examine the possible causes contributing to the inability to retain executive staff. To obtain results, an in-house survey was conducted with all present senior executives at LMG by using a questionnaire as my data instrument. By using this data, I have found three significant areas that seem to have contributed to the lack of retention. I will share these findings later in this document. We spend several months and significant resources in our search for and interviewing a new senior executive. Yet, after an individual joins the company, we do not maintain the level of effort during the onboarding process. Results of the said research indicate three primary areas that need to be addressed in order to aid in the retention of these new hires. We find that quality communicationShow MoreRelatedValuation of Integrated Oil Gas Companies Msc Thesis33042 Words   |  133 PagesBOE PRODUCTION MILLION BBLS PER DAY..............................39 FIGURE 25: IOC NOC 2P RESERVE LIFE AT CURRENT PRODUCTION.............................................................................................40 FIGURE 26: BP PLC, DCF SUMMARY OUTPUT..............................................................................................................................................42 FIGURE 27: EXXON MOBIL CORP, DCF SUMMA RY OUTPUT...............................................

The Effects of Viewing Television Has on Child Obesity Essays

The Effects of Viewing Television Has on Child Obesity Since television was first introduced, it has grabbed the attention of many. Allowing families to gather with one another and spend time watching their favorite shows. Though now it seems that television is playing a new role in many people’s everyday life by taking large amount of their free time. Many adults sit and watch hours of TV every day and now the trait is passing down to their youth. Children would prefer to watch TV, than rather be outside playing sports or doing other types of physical activities. Now the focus of child obesity is at an all-time high with many organizations such as â€Å"Shape Up America† calling on Americans to change their habits for the better. They are†¦show more content†¦Overweight children have different diet behaviors that differ from other children who are not. Veldhuis L. (2012) found that the association between the behaviors and overweight were those who did not eat breakfast daily, had more than 2 glasses of a sweet b everage, and played less than one hour a day outside. These behaviors add up to a high calorie diet, and with the limited amount spent with outside play. They are unable to have enough physical activity to burn the appropriate amount of calories to not gain weight. These behaviors could lead the children to serious health problems later in life such as diabetes. A healthy diet is necessary to prevent overweight in children, and prevent any behaviors that can lead to health problems later in life. A television set in a child’s bedroom can cause higher obesity rates, because children are less likely to be encouraged to do any physical activities. When a child has a television set in their bed room, they are less likely to want to leave. This increases the odds of them having meals in their room, and laying down to watch TV. In which they do not have an opportunity to burn off the calories they intake. These risk factors are not as present in children who do not have a televisio n set in their bedroom. Adachi-Mejia (2007) results found â€Å"Children with a TV in the bedroom were still 1.3 time more likely to be overweight thanShow MoreRelatedThe Effects Of Television Violence On Children1735 Words   |  7 PagesAmerican child watches approximately 23 hours of television weekly. Children spend more time watching TV than doing any other leisure activity. By the time they finish high school, most have spent more time in front of the TV than in the classroom (Strasburger, 1995). On average, a child will see 18,000 murders, robberies, bombings, assaults, and beatings in their years of watching television (Liebowitz, 1997). Not to mention all the food commercials. 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There are many adults who let their young children watch TV only, because they want to keep them entertained while they are busy. One thing that the parent doesn’t notice is that they are hurting their child more than what they think. Many teenagers these days get homeRead More Causes of Childhood Obesity Essay1271 Words   |  6 Pages8-year old daughters obesity, a prideful mother replies Oh its no big deal, she just still has her baby fat. Unfortunately, chances are that the daughters obesity is not caused by her baby fat, but can be contributed to a combination of diet, genetics, and a sedentary lifestyle. Studies show that obesity among children 6-17 years of age, has increased by 50% in the last 20 years, with the most dramatic increase seen in children ages 6-11 (Axmaker, 1). 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The Hasting’s review (2003)Read MoreCauses of Childhood Obesity Essay1291 Words   |  6 PagesCauses of Childhood Obesity Works Cited Axmaker, Larry. Childhood Obesity Should be Taken Seriously. Online Posting 24 November 2004. Accessed 9 April 2005. 1-4. Bastin, Sandra. Perils of Childhood Obesity. American Academy of Pediatrics Quarterly. Volume 31 (11/2001): 44-49. Retrieved Medline 9 April 2005. 1-5. Buffington, Cynthia. Causes of Childhood Obesity. Beyond Change: Information Regarding Obesity and Obesity Surgery. Volume 17 (12/2003): 12-17. Retrieved AcademicRead MoreThe Negative Effects Of Television1297 Words   |  6 PagesTelevision has been a means of entertainment, a way to learn new things, a means in which people can explore the world, and learn about other cultures for many years. Children watch television approximately three to four hours a day on average. By their teenage years, they will have watched more television than their time spent in school. 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Corporate Level Strategy for Eastman Kodak Co- myassignmenthelp

Question: Discuss about theCorporate Level Strategy for Eastman Kodak Co. Answer: Introduction Fujifilm was founded in the year 1934 as the first Japanese producer of photographic film, headquartered in Tokyo, Japan. The organization was first based as a form of government plan and with time as it grew so did its technology. All across the years, the company has branched into both commercial and consumer products that is inclusive of printing, photography, data storage devices and life science, all the while having a strong hold on their product line that they are most famous for. In the 1960s, the company was just a regional presence, starting to broaden its focus internationally and playing a distant catch-up to photographic film leader Eastman Kodak Co. However, Kodak went on to become bankrupt and Fujifilm overcame the industry crisis accredited from digitization and is still continuing their growing streak by means of shifting the attention of the management resources from their traditional business to new areas. Fujifilm has been able to transform themselves from being a narrow photographic film supplier to a diversified organization with significant health care and electronic operations (Fujifilm Global 2017). This assignment would be focusing on the analysis of Fujifilms approach inside the changing market and the way they have formulated their stratagem. Most importantly, Fujifilm has been able to implement a successful strategy that has assisted them in maintaining their leadership in film photography, all the while establishing supremacy in apparently unusual business areas for a photo film company. The focus would be on how they have managed innovation and expanded their research and development to broader applications for creating emerging business opportunities in industries like healthcare, electronics and cosmetics. The focus would also be on the analysis of the way they have adapted their portfolio, leveraged their resources and competencies, and have structured the organization through this change. The Initial Situation In the year 2000, the conventional photographic film-related business accounted for approximately 60% of the operational profit in the whole business of Fujifilm. However, after that the demand of camera films saw a drop of 90% in the next 10 years as the digital revolution went on sweeping the world off their feet and ultimately the sales of the photographic film business fell to 1% of the whole sales of Fujifilm in 2011. All of these happened only just in one decade. The first digital moment came in 1975 in the photographic film industry when Kodak found the worlds first digital camera. Incongruously, the technology they presented was the initial cause of the large market shrink inside the photographic film business beginning from 2000 that eventually led Kodak to bankruptcy (Reuters.com 2017). The business segments of Fujifilm include information solutions, imaging solutions and document solutions. In 2000, when the photographic film business was at its peak time, 54% of their whole sales came from their photographic imaging solutions business (that is inclusive of analogue film associated business) and the remaining 46% came from information solutions business, which is inclusive of medical equipment or electronic materials. In the year 2015, the structure of the business in sales with their three core businesses has seen a large change to 38.3% for information solutions segment, 14.5% inside the imaging solutions category, and 47.3% for document solutions that are majorly operated by the allied company Fuji Xerox (Inagaki and Osawa 2012). Kodaks failure The main reason behind the failure of Kodak is that the organization acted like a conventional change resistant Japanese firm at a time when Fujifilm acted like a flexible American one (Estrin 2015). On closer examination of the transition made by Fujifilm away from film brought upon understanding as to how they did it, especially after a lawsuit was filed by Kodak against the Japanese firm with allegations regarding patent infringement. In this context, Kodak has been attempting to monetize their RD in their one core business, which is photography, as their digital imaging sector is accountable for around one-fifth of Fujifilms revenue, across half a decade ago. The success of Fujifilm can act as a warning for American firms regarding the danger of attempting to take the easy way out it should be competition across ones marketing instead of just taking the difficult way of new product development and new businesses. Simultaneously, it also acted as a reminder for the Japanese execu tive that their consistent moroseness and defeatism is inappropriate the organizations of the country are all properly placed for succeeding provided they are willing to reform their businesses. In the 1980s itself Fujifilm had a realization that photography would be going digital. Similar to Kodak, there was a continuation of milking benefits from the films sales, investments in digital technologies and attempts at diversifying into new areas. As late in the 2000s, Fujifilm was counting on a smooth 15 or 20-year decline of film not the simple and sudden free fall that was happening. Inside one decade itself, the film went from 60% of Fujifilm's profits to actually nothing (Munir 2012). The realization came to Fujifilm that they required developing in-house expertise in their new business. In comparison, Kodak was into believing that their core strength lies in branding and marketing and that they have the option of simply partnering or buying their way inside new industries like chemicals and drugs. At the time when sales from the film developing segment and printing was acquired with the help of installation of kiosks for printing digital photos. When Fujifilm had their own system, but Kodak required needing someone for partnering with their firms - and therefore sharing the income. Additionally, Fujifilm got the option of applying the kiosk technology inside their other business in their digital imaging division, which Kodak could not as their technology was not owned by them. Fujifilm was able to strike a deal like where to position their kiosks in Walmart stores, which has given the scale. At present, Fujifilm has control over more than 49% of the photo finish market in America, even though Kodak has a share of juts 15$ in accordance with IBISWorld, a research firm (Economist.com 2012). Fujifilms portfolio Fujifilm has also concentrated on the application of their technologies in different new areas. Fujifilm has been one of the market leaders in the industry till the early millennium due to the emergence of the technologies like digital camera and mobile phones. However, the organization was able to restructure their products and organization which has facilitated the organization in gaining market share. They had diversified their product portfolio so that they can compete with Kodak and the other companies in the market (AM Vermeulen et al. 2016). The new Market segment includes medical diagnosis imaging system and cosmetics, information solution segment has been one of the market industries which growing at a rapid rate. Fujifilm was able to capitalize on this market growth an expand their business in this market segment. The information solution segment consists of products which are used in pharmaceuticals, medical systems, life sciences, regenerative medicine, industrial product s, flat panel display materials, medical systems, graphic systems and recording media. Cosmetics focus The cosmetics category commenced in the year of 2006 which can be considered as the initiation of the structural reform of the organization. Astalift series belongs to the skin care product segment and was launched by Fujifilm in the year of 2007 which facilitated the organization in entering the cosmetic industry. The organization has extended their product line to include base makeup along with the skin care series. Astalift has grown to be a global brand and is still growing in international market segments such as in china, European countries, south-east Asia, and japan (Hill, Jones and Schilling 2014). However, it may seem that there is nothing in common between the photographic and the cosmetic industry. Therefore, the critical evaluation of the process of the industry suggests that the organization has been looking for similarity in production methods and the components. The manufacturing of the analog film is quite similar to that of the cosmetics. The thickness of the photographic films is 0.2mm which is similar to the thickness of hair. The photographic films require long term stability, functionalities and retention of moisture which shows that the products are quite similar to the hair products sold in the market (Strong et al. 2014). This unique way of developing the photographic films and collagen is one of the basic necessity of the cosmetic industry. Collagen is one of the key constituents of the cosmetic industry and thus the organization was able to enter the market of the cosmetic industry with their expertise in this field. Fujifilm launched the medical diagnostic im aging system which of the technology of a digital camera and is one of the key requirements for the healthcare industry. This was the industry which Fujifilm could capitalize on as the process of image technology provided them with competitive advantage in the market. Fujifilm was able to maintain their sustainability in the market because of their flexibility and adaptability with the change in the market conditions (Malatesta and Smith 2014). Healthcare focus Their expertise in nanotechnology for the placement of chemicals into films was continued over to the application of cosmetics to facial skin. Prior knowledge regarding photosensitive materials has assisted with fine chemicals and industrial materials. At present, Fujifilms medical imaging equipment business is fast expanding and has procured several firms in this sector, that included the paying of $1 billion for SonoSite,which is an American ultrasound equipment maker. Due to all these Fujifilm has become a much more diversified organization than Kodak. Possessing a long-term vision, the company has invested a lot. This has disruptive for the organizations; short term profitability, but the risk paid off (Fujifilmholdings.com 2017). Fujifilms approach There are mainly two type of approach which are being followed by the organizations, one is the strategic choice and the other is the deterministic approach. The strategic choice states that the organization will have equal amount of control on the market environment and the consumers and the deterministic approach states that the organization does not have any control over the market environment. This is a classic example of two organizations who were rivals but one was unable to maintain the sustainability in the market (Pisano 2017). Fujifilm was following the strategic choice approach which helped them to identify the future trends in the market and at the same time they were flexible enough to adapt to the changes in the market situations. They were able to convert their weaknesses in to their strengths through the use of innovation in their business model. However, Kodak believed in the deterministic approach which means that the organization was not flexible enough and they we re too over confident (Fujifilm Global. 2017). They chose the easy way out but the end resulted in bankruptcy of the organization, they believed that they had the monopoly on the market and this had led to their downfall in the market. Fujifilm did the hard work which paid off for the, but in case of Kodak, they were to find shortcuts in the market to gain competitive advantage in the market. Leadership has also played an important role in this context as the efficient leadership of the company has guided them to reach a platform of sustainability and competitive advantage in the market. However, the leaders of Kodak were short sighted and arrogant which has led to the downfall of the organization (Estrin 2015). Recommendations As Fujifilm did back at the time of Ebola outbreak in West Africa, they need to help the world with their expertise in chemicals and machinery for helping with disease treatments. Similar to the anti-influenza drug that they created, they require to produce mass amounts of drugs that can used for curing life-threatening diseases. They need to make full use of their corporate makeover and use the diversification for lowly restructuring their organizational structure. Conclusion Thus, the report provides a contrast of the two rival organizations Fujifilm and Kodak who were competing in the market for the majority of the market share. However, innovation and hard work is a major factor for the development of the organization. Fujifilm was able to make the changes to their organizational structure and make use of their weaknesses to not only maintain their sustainability but gain competitive advantage in the market. Kodak lost their market place due to the easy way they took and were unable to use innovation in their business model which suggests that organization will have to keep on doing the hard work and be far sighted so that they can make use of the innovation in order to develop new products with the help of research. Thus, the report will conclude with by saying that Fujifilm has shown various organizations that it is possible to completely transform their business if they are willing to do the hard work. The contrasting practices in both the rival org anization has provided an apt example of showing how flexibility in an organization is important and can provide the organization with competitive advantage and sustainability in due time. References and bibliography AM Vermeulen, P., Zietsma, C., Greenwood, R. and Langley, A., 2016. Strategic responses to institutional complexity.Strategic Organization,14(4), pp.277-286. Economist.com. 2012.Sharper focus. [online] Available at: https://www.economist.com/blogs/schumpeter/2012/01/how-fujifilm-survived [Accessed 16 Oct. 2017]. Estrin, J. 2015.Kodak's First Digital Moment. [online] Lens Blog. Available at: https://lens.blogs.nytimes.com/2015/08/12/kodaks-first-digital-moment/?_r=0 [Accessed 16 Oct. 2017]. Fujifilm Global. 2017.Fujifilm - Value for Innovation. [online] Available at: https://www.fujifilm.com/ [Accessed 16 Oct. 2017]. Fujifilmholdings.com. 2017.FUJIFILM Holdings | Segment Information. [online] Available at: https://www.fujifilmholdings.com/en/investors/performance_and_finance/segment_information/ [Accessed 16 Oct. 2017]. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014.Strategic management: theory: an integrated approach. Cengage Learning. Inagaki, K. and Osawa, J. 2012.Fujifilm Thrived by Changing Focus. [online] WSJ. Available at: https://www.wsj.com/articles/SB10001424052970203750404577170481473958516 [Accessed 16 Oct. 2017]. Malatesta, D. and Smith, C.R., 2014. Lessons from resource dependence theory for contemporary public and nonprofit management.Public Administration Review,74(1), pp.14-25. Munir, K. 2012.The Demise of Kodak: Five Reasons. [online] WSJ. Available at: https://blogs.wsj.com/source/2012/02/26/the-demise-of-kodak-five-reasons/ [Accessed 16 Oct. 2017]. Pisano, G.P., 2017. Toward a prescriptive theory of dynamic capabilities: connecting strategic choice, learning, and competition.Industrial and Corporate Change,26(5), pp.747-762. Reuters.com. 2017.Fujifilm Holdings Corp. [online] Available at: https://www.reuters.com/finance/stocks/companyProfile/4901.T [Accessed 16 Oct. 2017]. Strong, D.M., Johnson, S.A., Tulu, B., Trudel, J., Volkoff, O., Pelletier, L.R., Bar-On, I. and Garber, L., 2014. A theory of organization-EHR affordance actualization.Journal of the Association for Information Systems,15(2), p.53.