What Are Gmos Essay Example for Free

What Are Gmos Essay A GMO is a genetically modified organism that has been altered by man through the process of engineering. It is a technology set out to alter the genetic structure of a life form such as plants and animals, in effort to produce a more desired end product of the organism altered. As an example, a tomato was altered with a new gene so that it would look ripe for a longer period of time. It was called the â€Å"Flavr Savr Tomato† (Sereana Howard Dresbach) The purpose was so that tomatoes could be shipped from almost anywhere in the country, and still have that fresh ripe look to the consumers; once placed on the shelves in stores. GMO’s are also used to alter the nutrients of a living organism, meaning you could take a fruit tree or vegetable plant and alter it to have additional nutrients that the organism would not originally contain. A test was conducted with a product termed â€Å"Golden Rice,† which was altered to contain a greater density of beta carotene, a source of vitamin A and iron. (Sereana Howard Dresbach) The effort was to create this food for third world counties who lack this nutrient; thus help to reduce the many disease that are linked to the lack of vitamin A and iron; such as anemia and blindness. Though the effort and research of genetically modified organisms seem to have a positive outlook, there are many people and organizations that are skeptical, concerned, and in total disagreement with this technology; due to the unknown heath risks and attempt to alter Mother Nature. Because this is fairly new, and the research conducted so far has not completely proved out the safety and soundness of GMO’s to its entirety, there are many questions that need answers; and facts needed to prove this technology as fully credible in my view. It s safety and use for all ages is a question we must ask ourselves as a society, and we must openly challenge the government to make sure that there is a sane and moral infrastructure that will protect our the general public against the unknown risks and dangers this technology could create. In my opinion, I see this effort as a method of cloning and have great concerns against the practice of modifying nature and its authenticity. I strongly believe that the earth was created with everything we need to live and survive, and that there are natural and organic means of getting the ame results that creating genetically modified organisms would. Although the FDA approves this technology, I feel that we as humans are being used as test rats; since the FDA does not have to list whether ingredients in foods are genetically modified. This technology in my opinion exposes too many risks and unknowns to our world, and draws a thin line with me when it comes to our standards of morality. In conclusion, I see this as unsafe too all.

Crystals :: essays research papers

Melt Suspension Crystallization (MSC) is a technique, that can be used for large scale separation and ultrapurification of organic compounds. Because of the high selectivity of crystallization, the moderate operating conditions, and the relatively low latent heat of fusion, the energy consumption of these kind of processes is low. Furthermore, the use and regeneration of toxic or explosive solvents can be avoided. Thus, MSC can be regarded as an environmentally and economically promising technique for wide industrial application. In MSC crystals are grown from a melt, that contains impurities of up to 30 wt%. The purity of the product is often higher than 99.9 wt%. To obtain this purity an efficient solid-liquid separation is of major importance, because the crystals themselves are almost pure. To optimize the separation efficiency large crystals with a small size distribution have to be formed. The operation of crystallization is exacting. Large—capacity evaporators are not suited to the careful control and flexible manipulation required for a successful ‘strike’, or actual crystallization, of solid sugar crystals. For this purpose, the concentrated liquor is transferred from the evaporators to the ‘pan.’ The pan is essentially a simple vacuum evaporator in which the removal of water continues until the concentration is appropriate for crystallization. As this proceeds, juice continues to be drawn into the pan in order to maintain a supply of crystallizable sugar. The concentration of impurities increases in the syrup as sugar is withdrawn by crystallization, and the entire boiling mass stiffens as the viscosity increases and the quantity of crystals grows. These two factors determine the termination of the strike, since the deposition of sugar on the growing crystals is impeded more and more as the mother liquor becomes more impure and more viscous. The concentration of sucrose probably exceeds the saturation point by a considerable degree before crystallization begins. When this critical condition is reached, significantly large numbers of crystal nuclei of the supersaturated solute are formed suddenly and proceed to grow at their normal pace. Growth would cease as the syrup falls to saturation, were not fresh liquor continually introduced.

Cultural diversity in a Danish MNC Essay

Introduction Workforce diversity is a complex phenomenon and a major challenge for HR managers in MNCs. The case presents a Danish MNC, Danvita (not its real name)that has committed to pursuing a diversity strategy. The essence of a diversity strategy is a commitment to providing equal opportunities for employees regardless of their gender, age, nationality, disability and political and sexual orientation. In this case our focus is on cultural diversity. Drawing on individual perceptions of Danvita employees this case explores how Danvita’s diversity strategy in relation to national culture is experienced by Danvita’s employees. Diversity as a strategic resource It has been argued that MNCs that are able to draw on a diverse mix of employees can develop a strategic advantage (Richard, 2000). This is because workforce diversity establishes the potential for diverse perspectives that in turn facilitate creative thinking and effective problem solving (Cox, 1991; Cox & Blake, 1991). Understanding and valuing diversity can enable constructive conflict resolution, reduce miscommunication and lead to lower employee turnover and result in cost savings (Robinson & Dechant, 1997). A diverse workforce that can draw on a variety of cultural insights can also have a positive impact on international marketing and sales (Blake-Beard, Finley-Hervey & Harquail, 2008; Robinson & Dechant, 1997; Cox & Blake, 1991; Cox, 1991). However, workforce diversity can also have negative effects. Some researchers have observed that groups characterized by high degrees of cultural diversity have lower levels of employee satisfaction, lower levels or performance, high levels of miscommunication, conflicts and turnover than more homogenous groups (O’Reilly, Caldwell & Barnett, 1989; Watson et al., 1993; Richard, McMillan, Chadwick & Dwyer, 2003). Diversity as perceived by organizational members The focus of this case is in on the issue of how Danvita employees experience the company’s strategy of achieving cultural diversity. ‘As with many things in life, perception is reality’claims Allen et al. (2008: 22). Individual perceptions influence the way individuals interact with their colleagues and participate in the life of organization. Based on their perceptions, organizational members participate actively or passively in the implementation of the company’s strategies as well as support or oppose organizational change. Knowledge of how organizational members perceive diversity opens a possibility for improvement if necessary. The case data were obtained by means of seventeen qualitative interviews with seven Danish and ten international employees. Their narratives, however, should not be understood separately from the environment where the stories and events take place. Thus the narratives were supplemented with direct observations of diversity trainingsessions and with documents containing the new diversity strategy, managerial speeches and company annual reports. In this way information about the social context in which the employees’ perceptions of cultural diversity are constructed and re-constructed on an everyday basis was obtained. Denmark and Danish The context in which the diversity case is unfolding contains elements of both national and organizational culture. Although there is a considerable overlap, it is important to distinguish them. Despite its commitment to diversity and inclusion of international employees the head office of Danvita is still operating in a broader context of Denmark. In Denmark historical and religious development of the society led to formation of a very particular institutional environment in which the state plays a significant role. Denmark has a well-developed welfare state that redistributes wealth and that ensures inequalities are relatively limited (Andersen and Svarer, 2007). The role of the Danish language as a uniting and protecting mechanism in Danish society must be acknowledged. Historically the Danish language is an indicator of membership of and belonging to Danish society. Its significance for inclusiveness means that it may alsofunction as a mechanism of exclusion of non-Danish speakers. This factor co-exists with Denmark’s membership of the European Union and its policy of welcoming well-qualified professionals to work in Denmark. Danvita and the HR challenges it is facing The aim is to create a culture where all employees feel valued and have the opportunity to reach their full potential(Diversity strategy, Danvita) Briefly about Danvita Danvita is the company that has been a leader in the industry in which it operates. Annual reports indicate increased profits for 2009-2011. In March 2012 Danvita had more than 32,800 employees worldwide distributed across affiliates and offices located in 75 countries. Just over 40 per cent of its employees are located in Denmark. In order to function successfully as a MNC Danvita believes that it has to attract, develop and retain competent people from any location in the world. In 2009 it started a diversity initiative. At the core of this initiative is the operational guideline for HR which states that the company will provide: â€Å"(†¦) equal opportunities to all present and future people, regardless of gender, age, race, religion, nationality, cultural and social origin, disability, political or sexual orientation and family status† (Danvita). In 2009 when diversity strategy was launched about 700 of Danvita’s employees in Denmark were foreigners. Although 68 nationalities were represented it should be noted that half of the foreign employees were from a handful of countries, the UK, the US, Germany and Sweden. The highest percentage of the international employees was among the professionals and specialists. An effort was necessary to be made to make these employees feel welcome and willing to stay. The turnover rate for international specialists was 3 times higher than that among the specialists from Denmark. These numbers do not have to be as alarming since employees change jobs and employers frequently and international employees return home after rotations and expatriation. Nevertheless, feeling welcome and happy with their working environment, international employees can contribute to higher retention rates in the organization which claims to be in need of workforce. Thus the diversity strategy was developed. The diversity strategy The current diversity strategy has an ambition that by 2014 all senior management teams will include employees of both genders and different nationalities. In pursuing this objective the company insists that all positions are filled by the best candidate. â€Å"All management teams or the senior VPs teams will have to have at least a representation of non-Danes and gender diversity. They will have to have. It is not a wishful thinking. That means implementation and they will have to do something with it.†(Respondent 2) At the end of 2011, diversity in terms of gender and nationality was reflected in 18 of the 29 senior management teams, compared with 15 of 28 at the end of 2010. Guiding principles The guiding principles of Danvita’s diversity strategy attempt to lay the foundation for equal treatment of all the organizational members. These principles highlight the strategy’s focus on providing equal opportunities and selecting the best-qualified candidates in order to attract and keep talents from all over the world. Supporting initiatives A number of supporting initiatives contribute to the creation of a culture of inclusion. There is an International Club which is run on a voluntary basis and which aims at creating a network for foreign employees. The idea is that foreign employees have the opportunity to meet in a non-work atmosphere and to experience the traditions and leisure activities of the host country. It also provides an arena to talk through their frustrations with more experienced colleagues. Corporate way of speaking about diversity Drawing on company documents we now present three company discourses on diversity. Business and business needs One discourse emphasizes the business needs of the company. Diversity is a way of dealing with these needs. The discourse portrays the company as ‘a global company’, having an ‘expanding presence in the world’. The key issue is:‘as we expand where are we going to find the people (we need)?’A representative of top management team emphasizes the current growth and success of the company which is going to be ‘even larger and more global’and articulates the need for attracting talent: ‘We want to be among the most attractive companies so that we can continue to attract – and retain – the talent we need’. The business discourse constructs diversity as the necessary attribute for sustainable growth with satisfying the needs of international recruits as the means to this end. Equality A second discourse emphasizes diversity as an expression of equality. This discourse views diversity as a product of emphasizing talent regardless of any other considerations. We need to make a greater and more systematic effort to identify women and non-Danes with leadership potential when we are filling a management position (†¦). The company will never use either negative or positive discrimination. We will always choose the best individual for a vacant position. (Interview with top management team representative Employee magazine) The discourse sees selection of the ‘best’ individuals for positions as the guiding principle with the provision of equal opportunities to all as the means to this end. In practice this means that: ‘We need to re-evaluate who it is that we are hiring’(Diversityadvisor). Inclusion The third discourse involves how the company talks about diversity as inclusion.This discourse presents inclusion as a precondition for achieving diversity: ‘Inclusion is an integral element of the diversity strategy, as this is about how to value and utilize all the differences among our people.’(Danvita Diversity strategy). While emphasizing inclusion this way of talking about diversity constructs diversity in terms of differences. In the annual report for 2008: (†¦) inclusion of men, women, locals and non-locals must be considered for succession list for all key positions. Mentorship will be offered and supportive network initiatives including expatriate networks and a ‘family-buddy’ system are being set up. (Annual report 2008) These three main corporate ways of speaking about diversity coexist in the organizational space of the company. Of the three the business discourse is the most pronounced discourse and the inclusion discourse by far the least pronounced.

Evolution Of Hiv / Aids - 1767 Words

Throughout Ecology of HIV/AIDS in the Rural South, my peers and I been taught about the vast disparity between HIV/AIDS incidence and prevalence rates in the Rural South in comparison to the rest of the United States. More specifically, this divide encompasses many factors; such as race, socioeconomic status, education level, and access to health care. One cannot contract HIV/AIDS from being African-American, using drugs intravenously, or homosexuality. But, one can contract HIV/AIDS from birth, unsanitary needles and unprotected sexual intercourse. It is in these risk factors where the HIV/AIDS disease is bred and festers over time, usually asymptomatic in the early stages before developing into a visible illness that is associated with mortality, stigma and discrimination. HIV is more than a disease; it is an epidemic plaguing numerous citizens across America, with the majority localized to the Rural South. The HIV epidemic in the United States continues to be a public health calamity. The U.S. Department of Health and Human Services estimates that 1.1 million Americans are living with HIV, and HIV rates are continuing to increase throughout the country, leading to about 56,000 new HIV infections yearly. However, being diagnosed with HIV is no longer the life sentence that it was in the past. But, for those living with the virus in Jackson, Mississippi, having HIV/AIDS remains a terrible â€Å"curse† (â€Å"HIV/AIDS in Mississippi: A Terrible Curse†). Per the Mississippi CenterShow MoreRelatedUnderstanding The Evolution, Life History, And Aids, Acquired Immunodeficiency Syndrome868 Words   |  4 PagesEbola and HIV Ebola, and AIDS, Acquired Immunodeficiency Syndrome, are both dangerous zoonotic diseases that originated in Sub-Saharan Africa. AIDS, the result of HIV, human immunodeficiency virus, has been an ongoing pandemic for decades. 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