Chemical Engineering My Passion Since High School

Chemical engineering has been my passion since high school. Having dad who is an engineer clearly backs up my interest in the field of engineering although my dad pursued a different field which is mechanical engineering. I always admired to be an engineer having my dad as role model. I did not know what to pursue till I got to high school when I was able to delineate my strengths. From an exemplary performance I could tell chemical engineering is the path I need to pursue. Chemical engineering has been my passion since high school. Chemical engineering focuses more on experimenting the interaction of chemicals using the knowledge of mathematics and chemistry in order to come up with products that can solve problems in a society. If we†¦show more content†¦Besides performance, I am thrilled by the amazing fundamental facts of science especially the interaction of chemical and material, research and experimentation to yield products that can benefit the society. I am confident in pursuing chemical engineering because I will pursue what I have loved and been competent in since I was young till now. Chemical engineering application has a broad range of fields of specialization ranging around thirty. Some of the fields in chemical engineering that one can specialize in are; engineering and polymer science, industrial biotechnology/pharmaceutical process and pollution control (Herbert Wertheim college of engineering, n.d.). My main interest and what I would love to specialize in is pharmaceutical processes and, manufacturing. Pharmaceutical process and manufacture deals with manufacturing if drugs, conducting research and experiment to develop new drugs and also the actual process of manufacturing by determining the quantities of combination. My goal in specializing in pharmaceutical process and manufacture is to contribute to innovation and improvement of drugs. I would love to use the knowledge I have acquired to take part in inventions and research in drugs. This is inspired by the fact that there are illnesses that have no cure, other illnesses have no cure but vaccination could help individual cope with such ailments. From what I would love to specialize in, my day responsibilities will revolve around research development

Bis/220 Information Technology Acts Free Essays

Information Technology Acts Necessity BIS/220 January 28, 2013 Information Technology Acts Necessity Children are our society’s most valuable and fragile resources. It is our responsibility as parents, adults, and caregivers to provide our children with as many safeguards to protect them from physical and virtual dangers. Children are spending more and more time on the internet and without the proper protection and supervision they can be exposed to indecent or harmful material or predators that seek to harm them. We will write a custom essay sample on Bis/220 Information Technology Acts or any similar topic only for you Order Now What children are encountering on the Internet, particularly in terms of indecent or otherwise unsuitable material or contacts with strangers who intend to do them harm, is an issue of major concern. † (Smith, 2001). The Children’s Internet Protection Act (CIPA) of 2000 and the Children’s Online Privacy Protection Act (COPPA) of 1998 were put in place as an attempt to protect our children from the harm that could befall them on the internet from harmful materials and predators that target children. Children’s Internet Protection Act, 2000 With children doing so much of their school work and research on the internet it is important to try to maintain a safe, appropriate environment especially when they are using the internet at school or the library. â€Å"The Children’s Internet Protection Act (CIPA) is a federal law enacted by Congress to address concerns about access to offensive content over the Internet on school and library computers. CIPA imposes certain types of requirements on any school or library that receives funding for Internet access or internal connections from the E-rate program – a program that makes certain communications technology more affordable for eligible schools and libraries. In early 2001, the FCC issued rules implementing CIPA. † (FCC, n. d. ). CIPA was enacted to protect children while they use the internet at school or libraries where they should feel safe from being exposed to inappropriate material. This act is not one hundred percent effective but it places an additional safeguard that can help in protecting our children from the dangers on the internet while in the safety of their school or library. Children’s Online Privacy Protection Act (COPPA), 1998 â€Å"The Children’s Online Privacy Protection Act (COPPA) was signed into law in Oct. 21, 1998 and modified effective April 21, 2000. The rule applies to operators of commercial web sites and online services directed to children under 13 that collect personal information from children, and operators of general audience sites with actual knowledge that they are collecting information from children under 13. COPPA prohibits unfair or deceptive acts or practices in connection with the collection, use, or disclosure of personally identifiable information from and about children on the Internet. The law spells out what a Web site operator must include in a privacy policy, when and how to seek verifiable consent from a parent and what responsibilities an operator has to protect children’s privacy and safety online. † (Information Shield,  2011). This act permits parents to review the information supplied by their children and remove any information the parent deems to be unsafe to disclose or inappropriate. This adds an additional safeguard against predators that could target children under the age of 13. Just like the CIPA, this act is not a one hundred percent guarantee of children’s safety from online predators but it does assist parents in the fight to keep their children safe. Conclusion While the Children’s Internet Protection Act and the Children’s Online Privacy Protection Act are in place to protect our children from harmful and indecent material on the internet and from online predators, it is our responsibility as parents, adults, and caregivers to go the extra steps to better ensure the safety of our children. With so many children using social networking sites, like Facebook, it is even more important to find ways to protect them from predators that target children. There are many software options available for free or to purchase that add extra protection through the use of parental controls that can be downloaded to home computers and laptops that children use. But the strongest and most effective tool available to parents, adults, and caregivers is talking openly to children about the dangers that they may face on the internet. Just like we teach them to look both ways before crossing the road and not talk to strangers, it is just as important to teach them how to be safe while using the internet. References Federal Communications Commission. (n. d. ). Children’s Internet Protection Act. Retrieved from http://www. fcc. gov/guides/childrens-internet-protection-act   Information Shield. (2011). Children’s Online Privacy Protection Act (COPPA). Retrieved from http://www. informationshield. com/coppaoverview. htm Smith, M. S. (2001). Internet – Protecting Children from Unsuitable Material and Sexual Predators: Overview and Pending Legislation: RS20036. Congressional Research Service: Report, 1. How to cite Bis/220 Information Technology Acts, Essays

Investment Environment Organizational Structure

Question: Discuss about the Investment Environment for Organizational Structure. Answer: Introduction In every large firm, chief executive stands over the hierarchy of managers as well as employees. They owe the position for leading the firm to coordinate their responses to the chances, threats and opportunities within its atmosphere. This paper describes the survey of the year 2012 regarding 265 New Zealand chief executives that represents 27% of the countrys largest firm. The report represents analysis of their critical challenges in the recent atmosphere that describes the implications for management skills of New Zealand as well as considers that how the practitioners of human resources can be able to guide those skill development and improvement (New Zealand Customs Service, 2004). The purpose of this paper, for reporting the surveys of chief executive perceptions and views in New Zealand, and also critically analyse that what chief executives recently stated to be their greatest challenges, Which are the important issues in their existing surroundings, along with the implicatio ns for New Zealands management skills. New Zealand Firms and its management potentiality New Zealand is termed as a small economy nation where around 4.5 million individuals inaccessible from native markets. Rather than the business of dairy industries, it has various other organizations that operate globally. In the year 2011, New Zealand had none of the firms in the Fortune Global 500, whereas its native country, Australia had eight and Singapore had two Firms in the Fortune Global 500. In this context, lacks of development to the big jobs as well as the absence of hugely expertise activities are available in the global economies and create recruiting management talent a fundamental issue (Hjelt, 2003). The firms in New Zealand conduct various advantages as they are less bureaucratic and tend to give people with major job autonomy as well as argue that New Zealanders have a desirable standard of lifestyle. Authorizing type of management style appears to be ordinary in informal firms of New Zealand. According to this article, on 31 August 2012, around 53900 individuals transfer from New Zealand to Australia whereas, of around 13900 people migrated in the other way. But now, of about 650000 New Zealanders staying in Australia and they have a maximum stage of achievements in the labour market (Information technology use in New Zealand 2001, 2002). The potentiality of management in New Zealand can be able to increased that occurs the questioning that what potentialities are required in the recent atmosphere and conditions. According to the author of this article, an approaching technological uprising as well as enhanced at the same time developed globalisation would lead to huge turbulent atmosphere which creates disorder and uncertainty. The author has argued regarding the mangers requirement to implement trendy paradigms for facilitating planned flexibility in their firms. Specifically they argued about the critical management skill that would be indirect perception which they termed as the potentiality to viewing differently as well as probably opposing information. This highlighting on the capability for managing environmental turbulence has been strengthened through the activities of the first decade of the 21st century that contains political ambiguity along with the tremendous economic challenges by the huge recession (Improving the investment environment for New Zealand's firms, 2007). This article seems to be lacking in collecting detailed survey of the countrys chief executive people on how they conduct their frameworks. Technique A survey was delivered in the month of June 2012 to the chief executives of 1000 hugest firms in New Zealand from all over the private and public sectors. These firms were observed by utilising the directory along with the major amount of full time equal staffs whereas few firms had less than that. Around 19 surveys were refunded to contributor and leaving of about 981 people that reach their destiny. On the basis of these, around 265 chief executives that includes, 135 private sectors, 62 public sectors and 68 not for profit fulfilled the survey by providing a response rate of 27%. This response rate associates with the senior executive, which studies in high levelling journals that face difficulty to state responses rates above 30% (Stamoulis, 2009). The illustration was verified to assure, containing a huge range of companies as well as organizational structures, where various groups were understated and concluding in a proper illustrative illustration that contains firms from every huge category in the New Zealand Standard Industrial Output Categories division. Private Sector Private sector marketing risks were stated as the hugest factor around with 32% of respondents rating those risks as between their top 3 to 5 challenges. Finally, 23% of respondents rated changes in the economic climate which is being their severe issues 21% rated performing industry around cultural barriers which is one of the biggest challenge, which is listed attraction of about 20% as a key problem. Chief executive stated that how difficulty is confronted for growing the industry in the recent atmosphere along with revenues that were so tremendously affected (Haig, 2003). Various chief executives stated the criticising effects of the economy from one to other industry as well as various industries carried away the view that they were waiting fundamental growth initiatives till the economy proves. Chief executive assured that world employee mobility is posturing a critical skills scarcity, at the same time; they also observed the intensifying encouragement of approaching baby-boomer retirements along with single respondent identifying a regular baby boomer retirement through the labour force (Jacob, 2007). Public Sector According to this author of this article, public sector represents sensibly same design to each other and their outcomes are accessible together (Stehr and Storch, 2010). Modification in the economic climate were concerned regarding the severe prominent risk specifically for the not- for- profit sector where around 50% of the chief executives rated those modification as specifically critical. Around 24% of the not- for- profit sector and 18% of the public sector rated business social responsibility as a biggest challenge, whereas 23% of the not-for-profit sector and 14% of the public sector rated staff attraction as a critical issue At last, both public sector and not-for-profit sectors listed access to finance as termed as a biggest challenge as well as alliance contained intensely for the public sector of about 23% whereas outsourced services were challenging for the not- for- profits of about 21%. It is resulted that various chief executive are adjusting within the challenging economic environment and at the same time are complex to the instability of shareholders guide in this atmosphere. Chief executives illustrated pursuing financial support for new industrial ideas but the eagerness for risk is low (Mayston, 2008). The entire design in the public and not-for-profit firms is much deeply focused. Discussion According to the above outcomes, the requirement for managing uncertainty emerges by the strong emphasis of private sector chief executives. All these imply a requirement for interpreting uncertain changes and renew business model. It has been also observed in the direction of public sector along with non-profit sectors, chief executives should think efficiently as well as creatively regarding the models of service provision. The managers required to be quite versatile and flexible along with the potentiality for thinking laterally, and at the same time uncertain issue which changes the regulation of the game. According to this article, the author represents that the requirement for managing uncertainty is the key management skill which supports their argument which indirect the thinking that is critical (Drucker and Maciariello, 2008). Apart from this article, many authors observe the similar context those are analysed a particular illustration of competitively accomplished firms. The private sector chief executives in this illustration allocated emphasis on the desire for winning the guidance of financiers, whereas the public and not-for-profit management were associated in a struggle over the running out of the traditional funding sources. Entire management where included in a complex association of alliances along with outsourcing arrangement in both locally and natively pursuing in order to provide cost effective services and commodities (VANSPAUWEN, SEMAN and DWYER, 2010). The productivity in New Zealand develops the payment gap that will still an constant difficulty as well as chosen responses to key person, it is quite difficult for the management of New Zealand for creating a concerted response. Conclusion From the above report, it has been concluded that, the chief executives of New Zealand confronted a challenging economic environment along with modified markets as well as technologies in which the guidance of shareholders contains key funders is much secured. The author of this report concluded that environment poses huge challenges for the development of management (Flynn, 2007). The problem that chief executive confronts are managed in an excellent way by the mangers who have been prepared for dealing with systematic issues. Various specialists are required in the pattern of system and allow managers to improve their own groups in a more risky business atmosphere. It is resulted that various chief executive are adjusting within the challenging economic environment and at the same time are complex to the instability of shareholders guide in this atmosphere. References Drucker, P. and Maciariello, J. (2008).Management. New York, NY: Collins. Flynn, N. (2007).Public sector management. London: SAGE. Haig, B. (2003).Private sector. New York: Warner Books. Hjelt, P. (2003).Fortune global 500. Estados Unidos: Time Life. Improving the investment environment for New Zealand's firms. (2007). [Wellington, N.Z.]: Ministry of Economic Development. Information technology use in New Zealand 2001. (2002). Wellington, N.Z.: Statistics New Zealand. Jacob, A. (2007). A challenging environment.Reinforced Plastics, 51(6), p.1. Mayston, D. (2008). Non-Profit Performance Indicators In The Public Sector.Financial Accountability Management, 1(1), pp.51-74. New Zealand Customs Service. (2004). [Dunedin, N.Z.]: New Zealand Customs Service. Stamoulis, D. (2009).Senior executive assessment. Chichester, U.K.: Wiley-Blackwell. Stehr, N. and Storch, H. (2010).Climate and society. Hackensack, NJ: World Scientific. Vanspauwen, R., Seman, E. and Dwyer, P. (2010). Survey of current management of prolapse in Australia and New Zealand.Australian and New Zealand Journal of Obstetrics and Gynaecology, 50(3), pp.262-267.