Steve Jobs Leadership at Apple Essay Example for Free

Steve Jobs Leadership at Apple Essay The organization Apple Inc. has a flat hierarchy with six levels. This makes it possible for the CEO and the Board of Directors to have a larger overview of the company. The departments at Apple Inc. are functionally grouped. Some (e.g. Global Communication) are then grouped geographically. The organization is divided into specialized departments or teams, who all report to a team leader. All team leaders then meet with the CEO to discuss matters. Within theses teams are people who the CEO trusts to do their part. This means the CEO has a quite narrow span of control, as he does not have the responsibility for all departments, but he has selective influence on them. On a daily basis, Jobs had direct contact with about 50 people, out of the about 10.000 working at Apple Inc. For the organization to run as smoothly as possible, Jobs let those of a higher status (â€Å"A-players†) have a lower formalization, as he feared that if he did not let these very qualified people do their job, they would leave the company. Those of a lower status have higher formalization, as Steve has little trust in them. At the same time, it can be said that the organization has a centralized structure, as for instance, no product is ever released without it being approved by the CEO. In many situations though, decisions have to be made without his approval. A reason for this can be found in the wise words â€Å"No brain can effectively control more than 6-7 other brains† (General Sir Iain Hamilton) Who is Steve Jobs as a Leader? It is interesting to discuss whether Steve Jobs can be defined as a leader, or if he is in fact â€Å"just† a manager. Leaders can be said to be visionaries who drive new initiatives, which makes them likely to take risks. They seek to create positive or dramatic change. Managers on the other hand seek to achieve stability and predictability. It cannot be denied that Jobs has never hesitated to take a risk with his ideas and products, which would therefore make him a leader. â€Å"Managers do things right, leaders do the right thing† is another perception of the two terms. With undeniable success, Jobs has definitely done things right, which would make him a manager. Of course, there has been failure on his road to success, but if we take the firing from Apple (1998) as an example, his comeback only made him seem even more important in his role as CEO of the company. It is difficult to define him as one or the other. According to Mintzberg, management and leadership overlap. However, although most CEO’s must be a manager, not all posses the traits of a leader. The leadership ability to inspire is not easily acquired, and it was perhaps this trait, which made him not only a manager, but also an exceptional leader. Besides his inspirational qualities, there are other personality traits that define him as a leader. Through his commencement speech at the Stanford University graduation, he made use of his great rhetorical skills and charisma. According to Cannel (2008) typical traits of good leaders include ability to inspire and listening, sharing and delegating skills, and these boxes can therefore be checked off. In addition to this, an appealing trait is technical or professional knowledge and competence in a particular field. Jobs had an ability to connect art and technology, which led to e.g. the iPod. Taking the traits above into consideration, Jobs can be defined as what we call a Transformational leader, which is a term in new leadership. A such leader is typically charismatic, inspiring and motivates others to perform â€Å"beyond their contract†. According to Tichy and Devanna (1986) Transformational leaders have three main roles: Recognizing the need for revitalization Creating a new vision Institutionalizing change Jobs fulfils all three roles, as he had the ability to figure out what customers wanted, before they knew they wanted it. The creation of the iPod was on of the first examples of this. The iPhone and iPad kept Apple competitive on the market. Jobs has always been very involved in these inventions and has always aimed for the highest possible standards in his products. His way of incorporating art into technology, is what made the products of Apple unique and competitive. Examples of new ideas are the white iPods, Macs etc. and touch-screens. Even though other brands have attempted to use the same, it has now become a part of the Apple brand. The concept of New Transformational Superleader combines the ultimate traits of a leader in the 20th century. Such leaders must be in possession of specific traits, style-counselling and a context-fitting leadership. In the first category is appearance. In relation to this, it is interesting to notice that Steve Jobs always dresses in a black turtleneck, round glasses, jeans and sneakers. This characteristic outfit has become a symbol of his personality as it reflects his characteristic style. (Steve Jobs, p. 411 Walter Isaacson 2011) In the style-counselling category we again find that inspirational and visionary qualities together with risk-taking is valued. In an interview with ABC news, his former partner Steve Wozniak explained how Jobs was never afraid to take a chance on what he believed in, and he deliberates on the meaning of Jobs’ quote in the Stanford university commencement speech â€Å"Stay hungry, stay foolish†: â€Å"Like his other words (†¦) â€Å"follow your dreams, follow your internal passion, what’s in your heart, believe in yourself even when a lot of people are saying â€Å"No, this is not right, it’s not going to be worth anything, it’s not going to go anywhere, you’re off the right track,† and that’s very important.† Last we find the context-fitting category. Jobs is a very situational leader. As the world changes the products need to change too. An example of his context-fitting style was the personalization of the computer or the invention of the iPod. He did not invent these, but his creations so fundamentally changed the market, he might as well have. Today, many people do not have mp3 players, they have iPods, and so he created a whole new concept for a whole new time. Again, Jobs’ way of seeing what people wanted before they knew they wanted it, paved the way for great success on a new market. Later on, as the iPod almost became a necessity, and smartphones became popular, Jobs again fitted his products with the situation and found a way to combine the iPod, the computer (Mac/iOS) and the smartphone into one – the iPhone. The future of Apple Inc. The death of Steve Jobs had great impact on the organization of Apple. Having identified what made him so successful as a leader, it has become obvious that the new CEO has much to live up to. The stocks of Apple fell the day Jobs died, which provokes the idea that people connect Jobs’ death with Apple Inc.’s failure. (See attachment 1) It has come to show that people have dreaded what will now happen to Apple. There is a fear that Cook lacks the creativity and innovativeness that Jobs possessed. When the iPhone 4s came out instead of an iPhone 5, it cannot be denied that many were disappointed. Even though Jobs was in on the development of the 4s, it was Cook who presented it to the world, and so many have linked this ‘lack of renewal’ with Cook. Cook has yet to prove to Apple customers that he too has the required skills to be as successful as Jobs. Even though people may have doubts about Jobs’ successor, he has in fact done a lot to make Cook as capable as himself: Weve got really capable people at Apple. I made Tim [Cook] COO and gave him the Mac division and hes done brilliantly. I mean, some people say, Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble. And, you know, I think it wouldnt be a party, but there are really capable people at Apple. And the board would have some good choices about who to pick as CEO. My job is to make the whole executive team good enough to be successors, so thats what I try to do. Tim Cook may be a capable CEO, but he has yet to prove his creative skills. He was a perfectionist and may have had more passion for his products than Cook has. A great leader should always leave behind a company, which is independent of them, and will flourish without them. When Jobs was fired in 1985 the company proved to be dependent on him, and it most likely would have gone bankrupt, had he not been rehired. The last time Jobs ‘left Apple’ it all went downhill†¦ will it happen again? Conclusion In conclusion, the organization of Apple has a flat structure, which gives the CEO a possibility for a high level of involvement, while delegating responsibilities to teams he trusts to do their part. Steve Jobs has personally contributed a great deal to the success of Apple with his creativity and innovative mind. As a leader he has made the organisation very functional by attempting to create an independent company, but still staying as involved as possible. He can be defined as a New Transformational Superleader, who is an inspirational person with the anility to motivate followers to higher levels of achievement and at the same time lead others to lead themselves. His ability to know what customers want before they know it themselves has transformed Apple from a minor computer company to a worldwide brand. His role in the creation of unique products was big, and as a front figure of the company the success of Apple has been linked to him, and made him a memorable leader, who will very likely go down in history. The future of Apple is yet to be defined, but if his successor possesses some of the same qualities as himself, it is likely that the success of Apple will continue for many years to come. Stay hungry, stay foolish – Steve Jobs References Litterature: Andrzej A. Huczynski and David A. Buchanan, Organizational Behaviour (7th Ed.) Walter Isaacson, Steve Jobs – En biografi om manden bag Apple, Gyldendal 2011 Webpages: Steve Wozniak on Steve Jobs’ risk taking: http://abcnews.go.com/GMA/video/steve-wozniak-death-steve-jobs-146801955 Independent leadership: http://www.gordontraining.com/leadership-training/no-steve-jobs-at-apple-how-dependent-should-an-organization-be-on-a- single-charismatic-leader/ Steve Jobs at the D8 Conference 2010: http://www.youtube.com/watch?v=LrS7JQv-zgY Jobs on whether Apple could live without him: http://money.cnn.com/galleries/2008/fortune/0803/gallery.jobsqna.fortune/5.html The biography of Steve Jobs: http://allaboutstevejobs.com/bio/short/short.html : Steve Jobs as a leader: http://abcnews.go.com/GMA/video/steve-jobs-proudest-achievement-14801246 Attachment 1: Organizational Chart: http://www.theofficialboard.com/org-chart/apple Attachment 2: Apple Stocks http://finance.yahoo.com/echarts?s=AAPL+Interactive#chart6:symbol=aapl;range=20110701,20111209;indicator=volume;charttype=line;crosshair=on;ohlcvalues=0;logscale=on Attachment 1 Attachment 2

Developing yourself Essay Example for Free

Developing yourself Essay Findings: The CIPD profession map is a tool used to support the profession as a whole to develop products and services, yet it also accelerates the professional development of individuals. The map was created and is used by individuals and organisations; it’s a vital resource if you are working or connected in the HR profession. Whatever sector and/or size of an organisation the professional map is a great help, whether you are a specialist or generalist in talent, reward, learning development, employee relations and engagement. There are three key components to the map, which are: professional areas, behaviours and bands and transitions. The core professional areas show how a HR professional should think and look at tasks, then how to influence the relevant employees to the best outcome. There are then eight further areas surrounding the professional areas and when they are all combined, create the role of a great hr employee. Each area is essential to any business. The eight areas are: service delivery and information, organisation design, organisation development, resourcing and talent planning, learning and development, performance and reward, employee engagement, employee relations and service delivery and information. Once professional HR areas are covered, behaviours are the next vital key to becoming an effective HR professional. There are eight behaviours and they require an employee to be a strong character that leads by example and is confident when advising and influencing all levels of staff from entry to high level. Each behaviour is divided into four bands of professional competence. Each behaviour also lists a number of contra indicators which illustrate negative behaviour. Comment on the activities and knowledge specified within any 1 professional area, at either band one or band two identify those you consider most essential to your own or other identified hr role. Conclusion: A HR practitioner should ensure the services they provide are timely and effective. Different customers have different needs in a HR role and you need to prioritise conflicting needs. Shown below are different customers to  a HR practioner and examples of what needs they may have. Managers look to human resources for sound business advice on how to review, analyse and address people issues. They expect the HR services to be timely and accurate. Supervisors expect human resources to be available on an as-needed basis to help solve people issues. They expect, and frequently demand, help interpreting company policies, expediting personnel matters and preparing or completing paperwork. Most importantly, supervisors expect to learn from their interactions with human resources in order for them to return to their work unit and handle personnel matters. Associates look to human resources to provide, explain or confirm information about company policies and procedures. They expect human re sources to be an empathetic ear to their concerns and to help them solve work-related problems. They expect human resources to anticipate problems and to provide sound recommendations to management. To the applicant, human resources are the company. Applicants expect accurate information about employment opportunities, fair consideration of their qualifications and courteous treatment. An example of how you would prioritise conflicting needs is shown below: When in a HR role a supervisor may need a report by the end of the day completing, a manager may need you to sort a conflict between two members of staff and a member of staff may be dealing with bereavement and is upset. You would then organise how and who or what task is the priority and arrange how it will all be dealt with or completed. In this situation I would delegate the report to another member of staff, I would then arrange a time to address the issues between the two conflicting members of staff then I would then deal with the member of staff with bereavement as I would see them as the highest priority. Then all issues and tasks should be completed/ resolved by the end of the day. This shows how you have an empathetic ear to concerns, you are helping solve work related problems and you are completing tasks under a time scale with organisation and delegation. Communication methods: Employee communication is about the HR aspects of communication from management to employees and of course employees to management. The first aspect is downward communication this is where management communicate to employees the second aspect is upward communication and this is when  employees communicate to management. Managers have to communicate with employees all the time that they are at work it is impossible not to, plentiful communication with employee’s has been shown to be linked to good company performance. Communication could be formal or informal. Smaller company’s often rely on informal methods and have few formal methods of communication with employees. In some cases they prefer to encourage social events for promoting mutual communication. Shown below are some examples of communication: Downward communication: Upward communication: Workforce briefings for all or part of the workforce on key issues Employee attitude surveys Quality circles, regular meeting with all or part of the workforce Suggestion schemes Appraisal interviews Employee forums Newsletters, electronic circular and dvds Project teams With communication you can come across issues these are: Subject What is communicated is the most important issue. HR can send a message to employees only on subjects which they choose to communicate with them. For example, certain information may not be passed on to certain employees because the organisation may not want to disclose this information. Quality You do not want to give too much information as employees may have problems digesting it. You need to make sure the quality of communication is high. Depth The depth of the information must be fit for purpose for example it may be too detailed and confusing for those who it is aimed at as it may have initially been designed for a management circular, re-worked slightly and the circulated to part time workers. Receptiveness Employees should feel that they are being listened to; they may voice their  ideas but feel that they are not listened to, and this would then create a negative effect amongst them and actually demotivating them. Action on their views may or may not be considered a good idea, but employees should then receive feedback on their views. Regularity Employees learn to trust the communication if it is regular and tells them important information. Regular communication means it is less likely rumours which are incorrect circulate in workplaces. A balance must be made between giving people information so regularly that they are swamped with it, and too infrequently so that uncertainty arises. Timing Information may be released when leaked information has already reached employees as rumour and it may then be treated with contempt. Information may be released too early or too late. A good example of this is redundancy information. Employees themselves are sensitive when they read about their own redundancy in the newspaper or see it on the news. You should inform employees of this information at the relevant time so they find out from you first. In the HR role you are likely to have an important role in building managers presentational and communication skills, since operational managers are often appointed mainly for other skills that they have, they may need help in developing their interpersonal skills. HR professionals have people issues at the forefront of their minds, they may advise on where and when sensitive meetings such as appraisals or disciplinary meetings might be best held. HR professionals can act as advisors to individual operational managers on how to communicate to employees on issues such as their pension or legal rights, or alternatively communicate directly with the individual employee’s on such subjects. These matters are of vital importance to employees, for whom areas like pensions and benefits packages are central issues. Getting communication right in these areas is therefor also at the centre of HR professional jobs. HR professionals sometimes have to advise both senior and operational managers on employee’s feelings on different subjects. It is usually the HR professionals who are called on to run or at least source and oversee employee attitude surveys, forums etc. to some extent they may also try to act as employee advocates in order to maintain employee commitment and motivation. HR has a key role to play in improving  communication including by providing training and coaching for other managers and workers which can improve their informal and formal communication. Effective Service delivery is a vital key in a HR role shown below are the key points of how to achieve it to a high standard. Delivering service on time: Delivering service on a budget: Dealing with difficult customers, Handling and resolving complaints: When dealing with difficult customers that may have a complaint or issue there are certain ways to deal with the situation so that it does not escalate and gets resolved. Firstly you need to identify the complaint and get as many facts together as possible. You always need to listen and empathize whilst clarifying that you both understand. Then you would log the complaint and investigate why, who, how and what evidence. Once that is achieved I think it is best to identify an end goal so there is something to aim for and the issue should then be resolved. When trying to resolve the situation always keep the complainant updated with any progress and also make sure you are following the company’s policy and try and keep it to the smallest time frame. Once the situation is resolved I would then try to investigate why it happened and how to prevent re-occurrence. In a HR role I believe you should be committed to treating customers with courtesy and respect at all times, responding promptly to all enquiries made by telephone, email, post, fax, or in person, ensuring accuracy of administration, respecting and maintaining confidentiality, equality of opportunity in employment, updating skills through continuous professional development, regularly and systematically seeking, listening to and acting upon the views of customers. I think a HR function should obtain much more thorough feedback from its internal customers these are line managers, senior managers and employees. This should cover both what they need from HR, and their user experience of current services. Such feedback, as this study illustrates, can generate a clear overview or ‘footprint’ of the HR function in a particular organisation. It can provide fresh insights and help the HR function to focus its efforts in areas that add value to the  business. Bibliography: http://www.cipd.co.uk/cipd-hr-profession/profession-map/professional-areas/service-delivery-information.aspx

Rehabilitation for Anterior Glenohumeral Subluxation

Rehabilitation for Anterior Glenohumeral Subluxation 6-weeks Physical Rehabilitation Protocol for Anterior Glenohumeral Subluxation in Athletes Abstract: Background: Anterior shoulder dislocations and subluxations are common in young athletes. The mechanism for the first or primary shoulder dislocation may involve a collision or a fall typically with the arm in an abducted and externally rotated position. Contact sports, such as rugby and ice hockey, provide frequent opportunities for this injury to occur. Shoulder dislocations can occur after much less trauma in patients with previous dislocations. Despite a period of immobilization and rehabilitation following traumatic dislocations, recurrent instability often results and can lead to significant disability. To minimize the need for surgical intervention, effective physical rehabilitation programs are needed. Purpose: The aim of this study was to design a physical rehabilitation program using elastic band and resistive exercise to improve joint strength and range of motion in individuals diagnosed with a first-time shoulder dislocation.       Method: Twelve physically active males with a first-time acute shoulder dislocation were asked to volunteer. Participants began a physical rehabilitation program two weeks after the shoulder dislocation, which was confirmed by a referring physician. The rehabilitation program was 6 weeks in duration and required the participants to engage in progressive resistive loads/duration using elastic bands and weights five days per week. Pretest and posttest measures included shoulder strength and range of motion. All outcome measures were compared between the injured and uninjured shoulder, which served as the control condition in this study. Results: There were statistically significant differences between the injured and uninjured shoulder for measures of strength and range of motion during pretests (p Conclusions: The physical rehabilitation program proposed in this study was effective at improving strength and range of motion in the injured shoulder as evidenced by the similarity in posttest values between the injured and uninjured shoulder. These results are encouraging and suggest the physical rehabilitation program proposed in this study may help reduce the need for surgical intervention in healthy young males who experience a primary shoulder dislocation. Introduction: The shoulder is the most frequently dislocated joint in the human body, anterior dislocation being the most common injuries in our daily life, especially for young people (Rumian, et al., 2011; Liu, et al., 2014). It was estimated that the incidence rate of shoulder dislocation as 23.9 per 100,000 persons a year (Owens, et al., 2009). Anterior shoulder dislocations and subluxations are common injuries in young athletes (Kaplan, et al., 2005; Malhotra, et al., 2012). The disparity between the large humeral head and the small glenoid cavity gives the joint the ability to be injured (Brukner, 2012; Brandt, et al., 2013) Moreover, the anteriorly dislocated humeral head causes a labrum tear of the anterior and inferior labrum, a Bankart injury (UG, et al., 2014; Porcellini, et al., 2009), and a typical impression fracture (Hovelius, et al., 2008; Kim, et al., 2003). The mechanism of the first dislocations occurs after a forceful direct trauma or a fall typically with the arm in an abducte d and externally rotated or outstretched arm (Owens, et al., 2010; Rolf, 2007). Thus, in the majority of cases, the arm is abducted and the shoulder is externally rotated (Hardy, et al., 2010; Patel, et al., 2010). This is common in rugby, hockey, Handball, Football, riding, and cycling. In patients with lax shoulders or previous dislocations, dislocation can occur after much less trauma (Badr Gaballah, 2015; Kelly Terry, 2001; Brooks, et al., 2005). Recently, the most common management of treatment for primary anterior glenohumeral instability is nonoperative management (Gibson, et al., 2004; Zacchilli Owens , 2010) Rehabilitation and prevention of this injury were worthwhile of research because negligence of rehabilitation the first-time dislocation shoulder may lead to recurrent instability of the glenohumeral joint (Rumian, et al., 2011; Provencher, et al., 2010). Furthermore, there is a body of reports suggesting that younger athletes generally and contact sports particularl y most affected with the instability risk after a primary anterior shoulder dislocation. (Zacchilli Owens , 2010; Handoll, et al., 2006). This risk of the recurrence dislocation reported in young athletes with first-time anterior dislocation as height as 90-95% (Gibson, et al., 2016). However, the athletes with anterior shoulder dislocation which returning to activities with in season after lack rehabilitation have demonstrated high rates of recurrent dislocation from 37% to 90%. (Watson, et al., 2016; Castagna, et al., 2007). The goal of the primary rehabilitation for the acute anterior shoulder is to prevent long-term instability for the shoulder joint (Leroux, et al., 2014). However, patients with recurrent shoulder instability often need to surgical intervention or arthroscopic treatment. (Malhotra, et al., 2012; Provencher, et al., 2010; Porcellini, et al., 2009). Indeed, several modalities used conservative treatment for the acute dislocation shoulder (Liu, et al., 2014; Yamamoto, et al., 2010; Liavaag, et al., 2011) and injections (Nagata, et al., 2016). Some approaches have been conducted physical rehabilitation programs for first-time dislocation shoulder (Gibson, et al., 2004; Karatsolis Athanasopoulos, 2006; Salamh Speer, 2013). Other used the elastic resistance exercise which became one of the popular tools in physical rehabilitation. (Andersen, et al., 2010; Camci, et al., 2013; Brandt, et al., 2013) The major reason to use the elastic band that they have demonstrated excellent validity and reliability with shoulder muscle testing (Andersen, et al., 2016). Ultimately, the aim of this study was to design a physical rehabilitation program using an elastic band and resistive exercise to improve joint strength in individuals diagnosed with a first-time shoulder dislocation. Method: Subjects Physically active males who presented at the Mansoura university hospitals and the teaching hospital in Damietta, Egypt with acute anterior dislocation shoulder injury between September 2012 and February 2015 were randomly recruited as research participants. The magnetic resonance imaging (MRI) were conducted to determine the injury grade for 17 athletes. We excluded patients with recurrent dislocation shoulder or had a history of injury in the same joint. Twelve physically active males (age 18.6  ± 1.32y, mass 74.48 ±3.22 Kg, height 178.4 ±3.21 cm and competitive experience 9.6 ±2.67 y) with a first-time acute shoulder dislocation were considered as research participants. The participants began a physical rehabilitation program two weeks after the shoulder dislocation, which was confirmed by a referring physician. Rehabilitation Program The external and internal rotation exercises have been chosen for the first stage which aimed to control the pain and inflammation caused by the dislocation and included seventeen flexibility and isotonic strength exercise with 12-15 1RM intensity were performed for the scapulothoracic muscles particularly, the rotator cuff muscles. (Figure 1). Fig 1. First rehabilitation stage exersices examples Fig. 2. Second rehabilitation exercises examples. The second stage aimed to restore higher level of muscle strength. The intensity of exercises was five sets with 8-10 1RM, was tested according to the healthy arm. Thirty-two exercises in particular, Deltoid M., Trapezius M. and serratus anterior M. exercises in this stage were performed widely in the horizontal and diagonal axes. Moreover, the exercises were chosen to enhance the range of motion (ROM) and muscles strength between 90-150 ° vertically, horizontally, and diagonally (Figure 2). The third stage, after the twenty rehabilitation sessions. The endurance, peromitric, and strength exercises were consisted of five sets of 8-10 repetitions using variable resistance: one at 75% of the 10 RM, and two at 95% of the 8 RM. 27 extremity weights rehabilitation exercises performed to reach 190 200 ° ROM and the equally health arms strength as well. (Figure 5,6). The Thera-Band resistance bands exercises were hired during the six weeks especially the four colors (red, blu e, black, silver, gold). The red and blue bands were used in the first stage and the black and silver used in second stage, addition, the gold has been performed in the third stage. Furthermore, all the exercises performed by stretching the band between 75 100 %. knowing that, the weight of stretching in Thera-Band between 75-100% is (red 3.3-3.9kg, blue 5.9-7.1kg, black 8.1-9.7, silver 11.1-13.2kg, and gold 18.1-21.6kg). (BiÇer, et al., 2015;Andersen, et al., 2010) Fig. 3. Third rehabilitation exercises examples. Statistics analyze: The paired t-test was used to compare the collected data before performing the exercise protocol (Pre-test) and those which obtained after 6-weeks physical rehabilitation period (Post-test). Whether the differences between the samples were significant at p Measurements: The rehabilitation program was comprised four testing sessions. The Pre-test (PRT) section was conducted after two weeks of the injury and before the beginning of the rehabilitation program. after two rehabilitative weeks, the second week tracking test (SWT) was realized. while the Fourth week tracking test was realized after the fourth rehabilitative week (FWT). Moreover, after a resting of 6 weeks, the Post-test was conducted in the Faculty of Sports Education, Damietta University, Egypt. Additionally, all the injured athletes were right handed injured and in each testing test, the healthy arms measurements were recorded. Continuously, the test results for the injured arm had been compared with the healthy arm for each person. Before reporting the force measurement all the participants were informed with the test procedures for both arms. Four basics Isotonic force measurements were reported by Isometric Dynamometer device (Biodex Isokinetic Dynamometer). These force measurements w ere conducted for muscles around shoulder girdle in the 90 Deg. vertically and horizontally. The force variables were flexion force (F.F), adduction force (AD.F), Abduction force (AB.F), and hyper extension force (HB.F). Whilst, the participants were asked to perform the maximum flexibility for the shoulder joint without feeling pain. Addition, the range of motion variables were obtained by Goniometer for flexion range of motion (F.ROM), abduction (AB.ROM), and hyper extension (HB.ROM). Results: The test results (i.e., strength and range of motion) shown that there were statistically significant differences between the injured and uninjured shoulder (p > 0.01) prior the rehabilitation procedure. After six weeks of physical rehabilitation, the test results shown considerable improvement of more than 50%. As obviously seen from table 1, the deference between the pre-testes and post- testes of force were, flexion force 4.41  ±4.01N vs 121.5 ±12.4 N, abduction force 2.94 ±2.74 N vs 103.1 ± 9.8 N, Adduction 3.84 ±0.34 vs 133.7 ±9.26,Hyper-Extension 20.01 ±7.64 N vs 69.1 ±8.92 N. On the other hand, the range of motion of pre-testes and post-test were, Flexion 23.8 ±4.02à ¢Ã‚ Ã‚ ° vs 199.5 ±0.24à ¢Ã‚ Ã‚ °, Abduction was 29.3 ±3.62à ¢Ã‚ Ã‚ ° vs 195.5 ±2.13à ¢Ã‚ Ã‚ °, Hyper-extension 30.8 ±5.81à ¢Ã‚ Ã‚ ° vs. 108.5 ±5.72. Furthermore, the conducted post tests shown that there we re no significant differences (p Table 1. Improvement of the measurement among the rehabilitation stages. Improvment Healthy Shoulders Post-Test FWT SWT Pre- Test Unit Variables 94 % 128.2 ±10.4 121.5 ±12.44 91.04 ±8.13 48.7 ±4.31 4.41  ±4.01 N Flexion Force 93% 110.9 ±8.32 105.1 ±9.81 76.2 ±10.41 41.3 ±5.92 2.94 ±2.74 N Abduction 99% 135.2 ±5.33 133.7 ±9.26 97.12 ±7.22 21.7 ±2.17 3.84 ±0.34 N Adduction 95% 72.71 ±5.42 73.1 ±8.92 65.7 ±4.51 37.04 ±4.21 20.01 ±7.64 N H-Extension 99.1% 201.3 ±1.25 199.5 ±0.24 168 ±7.48 73.8 ±8.32 23.8 ±4.02 Deg Flexion ROM 98.3% 198.9 ±1.06 195.5 ±2.13 163 ±6.94 64.7 ±8.81 29.3 ±3.62 Deg Abduction 99.4% 108.5 ±5.72 107.8 ±6.12 100 ±2.2 52.2 ±13.2 30.8 ±5.81 Deg H-Extension Discussion: The current study aimed to design a rehabilitation program passed on the elastic and weights exercises. Over the past decades, we have seen a huge boost in the rehabilitation of shoulder dislocation injuries. These injuries because of the anatomical structure of the glenohumeral joint which allow to wide movement of the joint. Therefore, derives its extensive movement at the expense of its consistency and coherence. More than 50% of acute anterior dislocations can reoccur, especially in young athletes. The aim of the physical rehabilitation is avoiding the recurrent dislocation and using an elastic band and resistive exercise to improve joint strength in individuals diagnosed with a first-time shoulder dislocation. The current study results shown that, there were weakness of the shoulder muscles in the pre-test measurements of Flexion, adduction, abduction force as a result of ache, swelling, and inflammation. Nevertheless, the hyperextension motion measurements were reported better than the other measurement in the pretest. The mechanism of the anterior dislocation occurred forwardly and downward. Out of the ordinary, that has affected adversely on the forward movement of the arm. (Turkel, et al., 1981) The return to activity after 2-3 weeks is available for athletes with a high risk of recurrence dislocation. which expected to arthroscopic remain and return to activity after 6-month surgical stabilization (Watson, et al., 2016). Many factors have been related to rehabilitate shoulder dislocation. Thus, the current study has been assumed that 6 weeks elastic resistant with weight exercise had great benefit for the shoulder muscles especially, the rotator cuff muscles. Recently, the popularity of elastic bands has increased because of their low prices, flexibility, adaptability, versatility, and simplicity. (Andersen, et al., 2010) (Jakobsena, et al., 2013). The incorporation between nautilus machine and the elastic bands exercises have been used to promote joint range of motion and muscles strength in training and rehabilitation purposes as well. thus, the elastic resistant exercise has been improved the influences of the strength-shorting cycle. Addition to, it has been used as tec hnique to produce the speed eccentric contraction. (Stevenson, et al., 2010). It is obviously seen in table 1. and Figure 2, 3. there are a considerable significant different between the pretests and the posttests of the injured shoulders. Addition, it is seeming to be similar with the healthy shoulder after the 6wks. physical rehabilitation program. The same resulted reported in previous study conducted on young volley ball players and have improved their muscle power, muscle strength and ball speed. (Mascarin, et al., 2016). Nevertheless, the elastic resistant and free weight exercise improve the dynamic stabilization and joint stability. (Andersen, et al., 2010) (Camci, et al., 2013). Addition, the exercise rehabilitation program for the unstable shoulder must include a joint position sensibility and dynamic stabilization to supporting the functional stability of the shoulder joint. The dynamic stabilization is promoted the co-activation of the force couples about the glenohumeral joint to exceptional position of the humerus hear in the center of glenoid. ( Naughton, et al., 2005). Previous studies have demonstrated same levels of muscle activation for using elastic resistance compared with free weights display similar or even greater levels of muscle activity for some muscles during an exercise. (Camci, et al., 2013) (Andersen, et al., 2010). In contrast, used parallel with free weight (Aboodardaa, et al., 2013). Other studies have shown high levels of muscles activation compared with weight machine (Brandt, et al., 2013). But all the modalities recommended to use the elastic band with the weights. Moreover, using elastic band with weights appear to be equally in muscle activity as traditional using isoinertial resistance (Jakobsena, et al., 2013). Finally, The physical rehabilitation program proposed in this study was effective at improving strength and range of motion in the injured shoulder as evidenced by the similarity in posttest values between the injured and uninjured shoulder. These results are encouraging and suggest the phy sical rehabilitation program proposed in this study may help reduce the need for surgical intervention in healthy young males who experience a primary shoulder dislocation. Aboodardaa, S. J. et al., 2013. Resultant muscle torque and electromyographic activity during high intensity elastic resistance and free weight exercises. European Journal of Sport Science, 13(2), pp. 155-163. Andersen, L. et al., 2010. Muscle Activation and Perceived Loading During Rehabilitation Exercises: Comparison of Dumbbells and Elastic Resistance. Physical Therapy, 90(4), pp. 538-549. Andersen, L., Vinstrup, J., Jakobsen, M. Sundstru, E., 2016. Validity and reliability of elastic resistance bands for measuring shoulder muscle strength. Scand J Med Sci Sports., Volume May. Badr, M. Gaballah, A., 2015. Common Injuries among Male Field Hockey Players According to Playing Positions.. Journal of Applied Sports Science, 5(1), pp. 19-26. BiÇer, M. et al., 2015. Effect of Strength Training Program with Elastic Band on Strength Parameters. Biology of Exercise , 11(2), pp. 111-122. Brandt, M. et al., 2013. Perceived loading and muscle activity during hip strengthening exercises: comparison of elastic resistance and machine exercises.. Int J Sports Phys Ther, 8(6), pp. 811-819. Brooks, J., Fuller, C., Kemp, S. Reddin, . D., 2005. Epidemiology of injuries in English professional rugby union: part 2 training injuries. British Journal of Sports Medicine, Volume 39, pp. 767-775. Brukner, P., 2012. Clinical sports medicine. 4 ed. Australia: McGraw-Hill Publishing. Camci, E. et al., 2013. Scapular Kinematics During Shoulder Elevation Performed With and Without Elastic Resistance in Men Without Shoulder Pathologies. Journal of Orthopaedic Sports Physical Therapy , 43(10), pp. 735-743. Castagna, A., Nordenson, U., Garofalo, R. Karlsson, J., 2007. Minor shoulder instability. The Journal of Arthroscopic Related Surgery, Volume 23, pp. 211-215. Gibson, K. et al., 2004. The effectiveness of rehabilitation for nonoperative management of shoulder instability: a systematic review. Journal of Hand Therapy, 17(2), pp. 229-242. Handoll, H., Hanchard, N., Goodchild, L. Feary, J., 2006. Conservative management following closed reduction of traumatic anterior dislocation of the shoulder.. Cochrane Database Syst Rev., 25(1), p. CD004962. Hardy, M., Summers, D., Edwards, J. Munro, N., 2010. The BMA guide to sports injuries, Dorling Kindersley Puplishing, UK, 2010.. London, UK: Dorling Kindersley Puplishing. Hovelius, L. et al., 2008. Nonoperative treatment of primary anterior shoulder dislocation in patients forty years of age and younger. A prospective twenty-five-year follow-up. J Bone Joint Surg, Volume 90, pp. 945-952. Jakobsena, M. et al., 2013. Muscle activity during leg strengthening exercise using free weights and elastic resistance: Effects of ballistic vs controlled contractions. Human Movement Science , 32(1), pp. 65-78. Kaplan, L. et al., 2005. Prevalence and variance of shoulder injuries in elite collegiate football players. 2005;33:1142-6.. Am J Sports Med. , Volume 33, pp. 1142-1146. Karatsolis, K. Athanasopoulos, S., 2006. The role of exercise in the conservative treatment of the anterior shoulder dislocation. Journal of Bodywork and Movement Therapies, Volume 10, pp. 211-219. Kelly, L. Terry, G., 2001. Team Handball: Shoulder Injuries, Rehabilitation, and Training. Sports Medicine Arthroscopy Review:, 9(2), pp. 115-123. Kim , S. et al., 2003. Accelerated rehabilitation after arthroscopic Bankart repair for selected cases: a prospective randomized clinical study.. Arthroscopy, 19(7), pp. 722-731. Leroux, T. et al., 2014. Epidemiology of Primary Anterior Shoulder Dislocation Requiring Closed Reduction in Ontario, Canada. The American Journal of Sports Medicine, 42(2), pp. 442-450. Liavaag, S. et al., 2011. Immobilization in external rotation after primary shoulder dislocation did not reduce the risk of recurrence: a randomized controlled trial.. J Bone Joint Surg Am, 93(10), pp. 897904. Liu, A. et al., 2014. The external rotation immobilisation does not reduce recurrence rates or improve quality of life after primary anterior shoulder dislocation: A systematic review and meta-analysis.. Injury, Int. J. Care Injured, Volume 45, pp. 1842-147. Malhotra, A., Freudmann, M. S. Hay, S. M., 2012. Management of traumatic anterior shoulder dislocation in the 17- to 25-year age group: a dramatic evolution of practice. J Shoulder Elbow Surg, Volume 21, pp. 545-553. Mascarin, N., De Lira, C., Vancini, R. Andrade, M., 2016. Strength Training Using Elastic Band Improves Muscle Power and Throwing Performance in Young Female Handball Players. Journal of sport rehabilitation, Volume 24, pp. 1-25.. Nagata, H., Thomas, W. Woods, D., 2016. The management of secondary frozen shoulder after anterior shoulder dislocation The results of manipulation under anaesthesia and injection. journal of orthopaedics, Volume 13, pp. 100-105. Naughton, J., Adams, R. Maher, C., 2005. Upper-body wobbleboard training effects on the post-dislocation shoulder. Physical Therapy in Sport, Volume 6, pp. 31-37. Owens, B. et al., 2009. Incidence of Glenohumeral Instability in Collegiate Athletics.. 37(9), pp. 1750-1754. Owens, B. et al., 2010. Pathoanatomy of First-Time, Traumatic, Anterior Glenohumeral Subluxation Events. The Journal of Bone and Joint Surgery, 92(7), pp. 1605-1611. Patel, D. R., Greydanus, D. E. Bak, R. J., 2010. Pediatric Practice Sports Medicine. New York, USA: McGraw-Hill. Porcellini, G. et al., 2009. Predisposing Factors for Recurrent Shoulder Dislocation After Arthroscopic Treatment. J Bone Joint Surg Am, 91(11), pp. 2537-2542. Provencher, M. T. et al., 2010. Recurrent Shoulder Instability: Current Concepts for Evaluation and Management of Glenoid Bone Loss. J Bone Joint Surg Am, 92(2), pp. 133-151. Rockwood, C. A., 2008. The Shoulder. 4 ed. s.l.:Elsevier, Health Science Publisher. Rolf, C., 2007. Sports Injuries Hand Book, Diagnosis and Management. London: A C Black Publishers. Rumian, A., Coffey, D., Fogerty, S. Hackney, R., 2011. Acute first-time shoulder dislocation. Orthopaedics and Trauma, 25(5), pp. 363-368. Salamh, P. A. Speer, K. P., 2013. Post-Rehabilitation Exercise Considerations Following Total Shoulder Arthroplasty. Strength Conditioning Journal, 35(4), pp. 56-63. Stevenson, M. et al., 2010. Acute Effects of Elastic Bands During the Free-weight Barbell Back Squat Exercise on Velocity, Power, and Force Production. Journal of Strength Conditioning Research, 24(11), pp. 2944-2954. Turkel, S., Panio, M., Marshall, J. Girgis, F., 1981. Stabilizing mechanisms preventing anterior dislocation of the glenohumeral joint.. J Bone Joint Surg Am, 63(8), pp. 1208-1217. UG, L. et al., 2014. Management of primary acute anterior shoulder dislocation: systematic review and quantitative synthesis of the literature.. Arthroscopy, 30(4), pp. 506-522. Yamamoto, N., Sano, H. Itoi, E., 2010. Conservative treatment of first-time shoulder dislocation with the arm in external rotation. J Shoulder Elbow Surg, Volume 19, pp. 98-103. Zacchilli, M. Owens , B., 2010. Epidemiology of shoulder dislocations presenting to emergency departments in the United States. J Bone Joint Surg Am , Volume 92, p. 542-549. Anterior shoulder dislocation

America Has Been A World Power Essay -- essays research papers

America has been a world power for as long as anyone can remember. But how did it become what it is today? Through decades of racism and greed! Our country is one of the most racist country’s there has ever been! But without it America would be nothing like it is today. Slavery made America and racism made it grow. America has proven itself to be a selfish, greedy, and racist country. The 1840s were years of extraordinary territorial growth for the United States. During a four year period, our American territory was increased by 1.2 million square miles, a gain of more than sixty percent. The expansion of our country was so rapid, that it came to be seen as an inexorable process, prompting many Americans to insist that their nation had a "manifest destiny" to dominate the continent. The expansionist plans was never a clearly defined movement, or one that enjoyed broad support. Some party leaders greatly opposed territorial growth, and even expansionist Democrats argued about how much new land should be acquired, and by what means. Some supporters of Manifest Destiny favored rapid expansion and bold pursuit of American territorial claims, even at the risk of war with other nations. Others believed that the land would voluntarily submit to the benefits of the republic. In an often-used metaphor of the day, these regions would ripen like fruit and fall into the lap of the United States. The champions of Manifest Destiny were at best a motley collection of interest groups, motivated by greed and the continues want for more. There are several reasons why the united states decided to expand. In the early decades of the nineteenth century, many Americans believed that the rapid growth would cause an economical downfall . But such vast distances were quickly being conquered by technological innovations. Although the United States had no shortage of unoccupied lands, expansionists argued that the republic must continue to grow in order to survive. Using the political philosophy of Thomas Jefferson, they viewed a great region of land as the mainstay of a growing republic, and warned against the concentration of political and economic power. Troubled by creeping urbanization a... ...Mexico, whose government, Polk incorrectly believed, was acting in concert with Great Britain to thwart U.S. territorial ambitions. Although Polk insisted that the United States was not waging a war of conquest, critics accused the president of manufacturing a war to seize California and New Mexico. In the months following the war, Polk also considered extending U.S. sovereignty over the Yucatan peninsula and Cuba, two regions which he believed were vulnerable to encroachments from the British. These initiatives received little support in Congress, however, and were abandoned shortly before Polk stepped down from office. In the 1850s, having established itself as a transcontinental empire, the United States ceased to regard British activities in the western hemisphere with alarm. Preoccupied with the increasingly bitter sectional conflict over slavery, many Americans rejected Manifest Destiny. Although southern extremists would sponsor filibuster expeditions into Latin America with the objective of gaining new lands to extend the slave empire, the expansionist movement faded from the national agenda in the years prior to the outbreak of the Civil War.

Violence :: essays research papers

Violence What do all of these scenes have in common: a small figure jumping on another figure's head, a man stabbing a woman with a pencil in the hand, and a man punching another man in the face? Violence. What is the difference between these three scenes? One is a scene from a video game, another is from a new, popular movie, and one can be seen in real life. In a popular video game you have a little character named Mario who is supposed to rescue Princess Toadstool. In doing so he has to jump on certain characters' heads in order to kill them. It is scenes like this that the government wants to outlaw. How can the government limit the amount of violence a kid sees in his or her childhood because the only way is to remove the kid's eyes just so he or she couldn't see the violence? Of course the kid can still hear the violence, so what are they going to do, cut off the kid's ears too? After that, the kid would be safe from seeing and hearing violence. What could the kid do after that? Violence is just a part of human nature; it may be a part that civilized humans suppress in order to try to have law and order. Law and order are two things that just seem like guidelines from which a kid bases his or her rebellion. Just like in Columbine High School there was a small group of kids who were willing to break the law because there were restrict ions on what they could do. And because they were teased by some of the kids, and to them it might have felt like the whole school was coming down on them, they got their revenge in one way possible. Although we will never know exactly why, even though they left a note, they rebelled against the system like they did; we will never know because they are now dead from their suicide pact. From now on, I think that someone should take threats a little more seriously when it comes to kids like they are. In video games you could be, as the government puts it, trained like a killer just from video games. I don't believe that statement to be true, because if it were then we would have a 'holodeck'; from Star Trek.

The Internet Past Present and Future Essay -- Internet History Web Cyb

The Internet Past Present and Future Introduction This report describes the history of the Internet. The report shows how the Internet was started and outlines the progress the Internet has made over the years. The World Just Got Smaller The Internet is not as new as you may think; today’s â€Å"information super highway† began as a bunch of converging footpaths in the 1960s. Many people credit the ARPAnet (the first computer network designed by the Advances Research Projects Agency) as the starting point of the Internet we all have come to know and love today, however this is not entirely true. It would be more accurate to say that the Internet grew from a number of indigenous technologies, which first started as ARPAnet, and then developed over the next thirty years to become what it is today. There have been enormous changes in the development of the Internet since it began in the 1960s revolutionizing the way people communicate and do business. The â€Å"Internet,† as defined by Microsoft ® Encarta ® 97 Encyclopaedia is the â€Å"interconnection of computer networks that enables connected machines to communicate directly. The term popularly refers to a particular global interconnection of government, education, and business computer networks that is available to the public. There are also smaller Internets usually for the private use of a single organization, called intranets. The fact that the Internet was created was a big surprise to the top leaders in computer technology. IBM president Thomas J. Watson declared, â€Å"There is a world market for about five computers,† in 1943. When Watson made this statement, he was being quite accurate. At the time, computers were not very practical, they were large, difficult to maintain and tremendously costly, the idea of linking these things together was unthinkable. Sputnik 1 The Sputnik was a major breakthrough, by launching this piece of metal into orbit; the Soviet Union proved its dominance in space technology. It also demonstrated that they had the ability to launch a nuclear warhead from anywhere in the world, at anywhere in the Unites States they desired. Leaders declared that â€Å"everything was threatened,† and a defensive response was seriously needed. The solution became visible to computer engineers, they must come up with a communication system that would not fail even if sections of it... ...ry’s borders. Even if such global control were possible, standards of international ethics and behaviour would need to first be determined. The Facts Today the internet is bigger than ever, four websites are created every second, traditional mail is being replaced with email, businesses are handing out less brochures and paper and putting the information on the internet instead, etc. The public is connecting in record numbers: about 75 000 users join the internet every day. In early 1996, more than 25 million computers were interconnected with the internet in over 180 countries, and it continues to increase at an extraordinary rate. 300 million users are expected to join the internet in the next three years! RealVideo and MP3s are providing consumers with excellent multimedia. The war continues between Microsoft and AOL (the new owners of Netscape) over who can give users the richest browsing experience possible. The internet has developed extensively over the last 30 years. The internet is now developing faster than ever, who knows where the next few years take us? Bibliography: College handouts Microsoft Encarta 97 WWW.whatis.com WWW.ask.co.uk

Smooth Talk

â€Å"Smooth Talk† is a film adapted from the short story â€Å"Where are you going? Where have you been?† by the author Joyce Carol Oates. The short story was first published on 1966 while the film was released on 1985. The protagonist â€Å"Connie† in the short story was a fifteen year old young lady who has two sides of herself; one side if for her home and the other is for outside her home or anywhere else aside from home. Connie’s sister named June is the opposite of her. While June is being praised by her mother which is also different from Connie, Connie on the other hand was a young girl who enjoys the company of her girl friends. Together with her girl friends, they enjoy watching movie or have a walk to shopping plaza. In the short story written by Joyce Carol Oates, Connie’s character was described as a young girl who is concern with the way she looks. Her character was centered in her physical appearances and gestures and not so much of her attitude and feelings. It was evident in the short story when Joyce Oates describes Connie’s â€Å"quick, nervous giggling habit of craning her neck to glance into mirrors or checking other people’s faces to make sure her own was all right† (Joyce Carol Oates. 1966). The vulnerability of Connie’s character was very present in the story when Arnold Friend’s enters the picture and forces her to come with her. Arnold Friend is described as a â€Å"suspicious stranger† whom she saw once and suddenly knows almost everything about her and her family. Connie at a very young age was susceptible to Arnold Friend who wanted her to simply go out and have a ride with him. Her character in the short story define a weak young girl who faces a man she doesn’t even know and mocks her up until she get loose of everything on her mind. Joyce Oates was precise about Connie’s vulnerability when she describes how Connie helplessly tries to let go of Arnold Friend but vulnerably ends up with his arms. Indeed, the short story was in fact a manifestation of how powerless Connie was in terms of her handling Arnold Friend’s attitude towards her. Connie could have had done something but with her vulnerability as a young girl she gives up something of herself. On the other hand, â€Å"Smooth Talk† visually presented the short story to film. Connie’s character was evidently showed in the film as a young fifteen year old girl who flirts around with boys and loves to cruise the shopping malls with her friends. Connie’s character was expanded in the film, adding up some new things that were not mentioned in the short story. Nonetheless, Connie’s being vain and flirt was still evidently in the film. Her suspicious stranger was more powerful in the film seducing her with his smooth-talking way. In the film, Arnold Friend’s character involves sexual desire for Connie and his character was full of aggressiveness to seduce Connie. Connie on the other hand, is a young girl who is silly and flirtatious with other guys but come one Sunday morning when she was left alone at home and was confronted with the suspicious stranger, Connie’s vulnerability was evidently showed. Her character as a young girl who has two sides of herself was helplessly alone and afraid, trying to overcome Arnold Friend’s seduces. While she was trying to figure out what to do and how to let loose of the stranger, the smooth-talking man tries to seduce her and consistently tries to win her. Part of the film was entirely focused on the situation on which Connie was confronted by the stranger just like in the short story. Though there were some minimal  changes in the film that wasn’t mentioned in the short story, â€Å"Smooth Talk† by Tom Cole gave justice to Joyce Oates’s â€Å"Where are you? Where have you been?†. Connie’s character in the short story was more innocent than her character in the film. Although it was the same, her character in the film portrayed by Laura Dern was â€Å"lavishly and lovingly textured†. (Joyce Carol Oates. 2007) Basically, the mere fact that a short story is being read while the film was being watched evidently showed that Connie’s character of vulnerability was formulated both in the short story and in the film. It was clearly defined and translated in the sort story how Connie’s weak character gave her the risk of giving herself up for Arnold Friend. While in the film, both Connie and Arnold’s characters were emerged consistently as described in the short story. The vulnerability of Connie in the film is just somewhat the same in the short story. But Connie’s being naà ¯ve of the things that happens around her was clearly specified in the short story. Nevertheless, â€Å"Smooth Talk† and â€Å"Where are you? Where are you going?† is both a masterpiece in there own rights and abilities. The two is not only about the reality of a teenager growing up in a harsh world outside her home but also it imparted to us the idea of some issues that runs inside a family or inside home that most of us take for granted. The adaptation was visually presented well from the short story and just the same, both gave the justice on its own. Connie’s character provides us the imagination of how innocent and free spirited she was as a young girl that in the end lose herself to a man she doesn’t even know but who knows her very well. There lies the mystery or the story by Joyce Carol Oates. Works Cited Oates, Joyce Carol. â€Å"Where are you going? Where have you been?.† Celestial Timepiece A Joyce Carol Oates Home Page. Joyce Carol Oates. 12 July 2007. University of san Francisco. 24 July 2007. http://jco.usfca.edu/works/wgoing/text.html. Brussat, Frederic and Mary Ann. â€Å"Film Review.† Spirituality and Practices Resource for Spiritual Journals. Frederic and Mary Ann Brussat. 2007. 24 July 2007. www.spiritualityandpractice.com.