Implementation Plan Case Study Example | Topics and Well Written Essays - 1250 words

Implementation Plan - Case Study Example This design of the proposed system will save on cost and subsequently increase the profit margins by the end of the financial year. The implementation report will also highlight on the systems approach for building a technological software application that universally integrates all the end user entities within a central information system. Automation of this project passes will go through specific software development phases. These processes start from feeling the need of automation (Requirement analysis) to reaping the benefits of automation (project execution) within the proposed environment. In huge organizations like the DaimlerChrysler (DC) Company the implementation partners in this project have to be kept informed in order to ensure a fruitful completion of the implementation plan. A poor implementation in important IT project like this one may result in big operational troubles, huge business loss or even closure of operations. Identifying and examining the business goals of this project form the basis for achieving the objectives of the IT project proposed for the DaimlerChrysler (DC) Company. The project goals and objectives mainly define the sole purpose for carrying out the implementation of the technology project. The objectives of this implementation plan can be divided into two sections, namely: The sharing of technical and general information, for example, the CATIA files can be easily communicated to both internal and external entities authorized to participate or interact with the organization’s system. This is achieved via consolidating activities for the various entities involved with the system. For example, the time for suppliers to make and receive approval orders for mechanical is greatly reduced. Operating a universal or unified system that can be monitored from a central or remote location by a system admin facilitates reducing corruption or fraud that might

Standard American Diet Versus a Nutritarian Diet

Standard American Diet Versus a Nutritarian Diet Essential Nutrients Macronutrients include carbohydrates, proteins, and fat; they supply the calories to our body for energy and growth. Micronutrients include vitamins, minerals, and phytochemicals; they do not contain calories but are essential for health and growth. They are found in whole foods, vegetables, beans, berries, and seeds. Standard American Diet In the standard American diet (SAD) about 85 percent of calories come from low-nutrient, high-calorie processed foods, animal products, dairy products and sweets. All these foods contribute to weight gain, atherosclerosis, high cholesterol, and high blood pressure. Only 10 percent of the SAD is from natural plants such as vegetables, beans, seeds and nuts, which contain micronutrients that help protect blood vessels and prevent cancer. Thats why we have an epidemic of obesity, diabetes, heart disease, and cancer. The Nutritarian Diet, Health Equation, and ANDI Scores A nutritarian diet is a diet plan rich in micronutrients based on the health equation: Health (H) = Nutrients (N) / Calories (C) This means the more nutrient dense your diet, the healthier you become. The Aggregate Nutrient Density Index (ANDI) ranks the nutrient value of many common foods based on the amount of nutrients per calorie. This system ranks foods on a scale from 1 to 1,000, with the most nutrient-dense cruciferous leafy green vegetables (kale, collard greens, mustard greens, and watercress) scoring at 1,000. The table in Dr. Fuhrmans ANDI Scores (https://www.drfuhrman.com/learn/library/articles/95/andi-food-scores-rating-the-nutrient-density-of-foods) is a list of ANDI Scores of many common foods. The Eat to Live Plan is a nutritarian diet plan with the following features: Large portions of green vegetables, raw or cooked Animal products limited to no more than three small servings per week No dairy, white flour, and white rice No processed foods, cold cereals, and sweets No sweeteners, except fruits and limited unsulfured dried fruits Carbohydrates with high ANDI scores, such as beans, peas, squashes, lentils, and intact whole grains Protective foods such as walnuts, mushrooms, onion, berries, and seeds. Food Pyramid Beef, sweets, cheese, milk, processed food, hydrogenated oil Rarely Poultry, eggs, oils Once a week or less Fish/Fat-free dairy Twice a week or less Raw nuts/Seeds 10-20% of calories Fruits 15-25% of calories Beans/Legumes 20-30% of calories Vegetables half raw and half cooked 30-70% of calories Glycemic Index (GI) and Glycemic Load (GL) Refined grain products-such as bagels, white bread, pasta, white rice, most breakfast cereals, and other processed grains- have low nutrient value. These foods are rapidly digested and converted to sugar, raising the glucose level in the bloodstream in the same way as if you had consumed a cube of sugar. Studies have shown that long-term intake of refined grain products causes weight gain and increases the risk of type 2 diabetes. The glycemic index (GI) ranks food on a scale from 0 to 100 according to their impact on blood sugar levels after eating. Foods with a high GI are digested and absorbed rapidly, producing steep rises in blood sugar and insulin levels. Low-GI foods are digested and absorbed slowly, producing gradual rises in blood sugar and insulin levels. The glycemic load (GL) measures the actual calories of glucose produced by a serving of the food. Carrot is a good example of the lack of precision inherent in using only the GI measure. Carrots GI is 35, which is fairly high. But when carrots are eaten raw, their glycemic effect is lessened as the body does not absorb all the calories in raw foods. Carrots GL is only 3. It is not a negative food, even for the diabetics. The Glycemic Index (GI) Food Chart (http://documents.hants.gov.uk/hms/HealthyEatingontheRun-LowGlycemicIndexFoodList.pdf) shows the GI for many common foods. Studies have shown that a diet with a higher GL is associated with a greater risk of colorectal, endometrial, and breast cancers. Refined grain products, soft drinks, and fruit juices can cause weight gain and lead to diabetes. Studies also show the this link becomes stronger as the individuals weight and insulin resistance increases.

Plagiarism and the Internet :: Cheating Education Essays

Plagiarism and the Internet My first memory of plagiarism is from grade school. I can remember having to do book reports. The teacher would always say, "write this report using your own words, do not just copy out of the book". So what did we do, we used a combination of both. In grade school we didn’t realize the seriousness of plagiarism. For the most part we didn’t even really understand what the word meant. It was something the teacher talked about when she assigned essays or book reports. Webster’s dictionary defines plagiarism as this, "to take and use as one’s own the ideas or writings of another." I would suspect plagiarism is as old as the written language. Inevitably, as soon as someone committed their thoughts to paper, someone else read it and used the words to express themselves without giving credit. Plagiarism goes on in all aspects of our society. It does not discriminate. Plagiarism is an issue in our schools, on our college campuses, and in our media. It weaves its thread through our entire culture. The news media and book publishers are all too aware of the nasty concept of plagiarism. Just recently the author J. K. Rowlings of the popular Harry Potter series came under heavy fire. She was accused of stealing another female author’s ideas. It seems in the early 80’s this author published books about the character Larry Potter. Her character names were the same as those in the J. K. Rowling’s series. The differences between the characters in the two series were what the characters actually were. Nimbus is a name used in both series. Nimbus in the Harry Potter series is a broom, however in the other author’s series Nimbus was an actual being. So, there in lies the crux of the matter. Almost every article I read, mentioned the importance of intent. Did the writers style of writing lead him in the direction to naturally produce the work or did the writer intentionally pass off someone else’s work as their own. In the above mentioned case, J. K. Rowlings stated Harry came to her fully formed. She did not willing use the other authors ideas. In the news media pointing the finger of plagiarism at a journalist can set off an event similar to the Salem Witch trials. Plagiarism is taken very seriously in the news media. After all, credibility is at stake, not to mention ratings as well.

Providing Free Wi-Fi to New York City

Providing Free Wi-Fi to New York City Defining the Solution: New York City is a city with a large population of people, lots of skyscraping buildings, numerous businesses, and a lack of available free WI-FI service. Today we will be working on developing a way to provide free WI-FI to all of New York City. First we have to look at the reasons, resources needed, and problems which will be on the road to providing such service to New York City. To define the problem a little in depth, we need to find out the necessities needed. 1.There needs to be a study conducted to figure out how a system can be placed in a city that is so rich in life, but cluttered with buildings and minimal available space for equipment installation. 2. The city needs to campaign a project, letting the people know what they are trying to do to bring such service to them. 3. Bring in network companies to provide the service. 4. Chart a project cost budget: i. e. -material cost, man power, and location cost. 5. Sur vey areas where service will be needed most. 6. Survey and gather information from the population on what service provider they use and service plans are used most.This will ensure that there are no network conflicts when the free WI-FI project is completed. 7. Schedule meeting with companies and experts in these technical areas to gather information. This will be information that can be charted or graphed. 8. Analyze all information, graphs, and charts that they have, to see problem areas and solutions to other problem areas. I am expecting that there will be many roadblocks to the road success. There will be many obstacles that will have to be problem and we will overcome these problems.But to develop a way to make WI-FI available to all of New York City will be tough project. It will be a tough project, however with great organization it can be a successful project. I believe with reliable and professional teamwork, it will be available in the future. Generating a Solution: Defin ing the problem for developing a solution to provide free WI-FI for all of New York City has been addressed. We have categorized where the problems lay and discussed what is needed to show the problems that exist. Now that the problems are defined, solutions need to be generated to piece together he problems. In order to generate a solution, a team comprised of technology professionals, state officials, city officials, private and non-profit developer organizations, the voice of the people, and a list of detail equipment needed and the cost of the equipment will need to be brought together as one. First is to assemble a group of broadband and wireless experts, so we can gather possible answers to the defined problem. After getting a starting point, data needs to be portrayed on charts, reports, and diagrams. This information can then be brought to the attention of city and state officials.The voice of the people can be a key to what is being used and what is needed to suit their nee ds for wireless connection. So surveys need to be sent out, public hearing need to be set up, and gather information from wireless companies to see what is being used today by the people. When setting up a public hearing, a panel of expert will be needed to answer the question that the people may have. Also to seek answers the experts will have for the people so they can configure the amount of technology is needed to make the project possible.The roles of the city government and the private and non-profit developers can be a major factor on how and where to start the wireless project. We would need the approval from these groups to have a starting point. Also we would see what resources the city already have and what is needed to included in a report for financial purposes. The financial report is essential to show what is already available for use in the project and what resource is needed plus the cost for the needed equipment. Then a starting location(s) will be needed to begin the project.Possible locations (ie: city parks) for wireless hotspots can be a good starting expansion point. To generate a solution we need: 1. Broadband and Wireless Experts 2. Approval from the City Government 3. Private and Non-Profit Development Organizations 4. State Agency Resources 5. The voice of the people 6. Locations 7. Financial Resources 8. Financial Report of Resource and Equipment Cost The next step is to gather all the possible solution information and analyze the data. Deciding a Course of Action:In generating a solution, we have learned that there are a variety of resources that have to be looked at in order for a solution to be found. We found that a team of technical professionals (ie: wireless carrier companies, IT organizations, and city electrical development department) is needed for wireless development. The voice of the people; to see what wireless carriers are being used, to survey where they use it more, and where they would like to use the wireless serv ice at. State and city officials are needed to help implement the project by vote of approval. Private and non-profit organizations are needed to fund this project.Last is to purchase the equipment for wireless capability. Deciding a course of action for the solution means that we need to take a look at what is at the top of the priority list. At the top of the priority list would be to speak with technical professionals, to see if it is possible to supply the wireless without any possible signal problems to disrupt the use of wireless service. Through this we can generate a list of resources that are needed. After speaking with various technical professionals, we see that location is also a factor when it comes to wireless service.After conducting a grid survey, a decision is made to use local and state parks as areas for project development. Through this detailed reports and charts are made for state and city officials and private and non-profit development organizations to view t he results. Next a survey is sent out to the people to see if the technical professionals and grid survey team studies are correct. As the surveys are collected and read, it is determined that the studies are correct and the parks will be accurate locations for project development. With the completion of the surveys from the people, the information is then added to the project report.In addition to the report, survey charts are created to show the mapped locations for possible WIFI development service. Plus, bar and line charts will show why these locations were chosen, as well as additional charts to show the results of the surveys sent out to the people. Third course of action is to petition to speak with the state and city officials and present the report that can provide the Free WIFI access to the city and its people. By doing this, we can seek approval to start the development and to seek the both private and non-profit development organizations.These development organizations will help finance the development project and make it a reality. After attending numerous meetings with state and city officials, technical professionals, development organizations, and getting the approvals that is needed to start development. The last course of action is to purchase the equipment that will provide the WIFI service. The WIFI project will only give access in state and local park areas, this type of WIFI access service will be considered Hotspots or Hotzones for the free WIFI access. Implementing the Solution:Deciding the course of action has shown what the top priorities are and has helped develop the steps to getting started. Next is to implement the solution to make it a reality. A proposal was submitted to address state officials and local city council about the proposed project development. In turn we received a response from these governing offices that we will be heard on the subject of providing the Wi-Fi service to the city. Before we attend the scheduled d ay, we must overlook the project report and charts, to see that all the information is correct and formal.By going back and double checking everything will help us be more confident when we sell the idea, plus we will be well prepared to answer any questions that may be addressed. After looking over all the charts and the project report, it was noted that a project schedule timeline and a budget chart was not created. So we decided to send out a research team to determine how much time will be needed to complete the project and at what cost. First a Gantt chart is created to show the activity process, along with the months and year that each activity will be taking place.We can also have a visual schedule to see what task is in development and at when the deadline should be. Next is to create a budget list (chart). The chart will show the cost for employment of personnel (salaries& contracted personnel), equipment use (purchased or rented), Travel expenses (if any), technology suppl ies and equipment, and last is to show the projects overhead cost. A budget chart is vital when speaking to government officials and organizations funding the project. The project budget cost can be a factor if we get the funding and/or approval.Now that project report is completed and all the required information is within the report, we are now ready to present it to the government officials. As the day comes and all the important variables are presented to the council of officials, we wait till they discuss the development project. The development project finally receives the approval, which moves the project to the next part of the implement stage. Checking the Gantt chart, we see that we need to employ a development team. This team needs to consist of IT experts and professionals, project managers, and a team of hands on working professional.We also need to purchase all the necessary technological (laptops, desktops, software, and communication devices) and development equipmen t needed to start the project. Next we need to schedule several meeting with the major wireless carriers to introduce to project in development and to try to influence them to be the wireless provider company. In order to choose the right companies to contact, we will schedule a public meeting to speak with NYC residents. By doing this we can see who is the major providers that the public use.Through several public meetings, we find out that AT&T and Verizon is the two providers that are used to most. So we call and schedule a meeting with the board of directors from both companies. Plus we have to schedule the proper flights to get to the corporate offices for these companies. After several physical and telephone conference meetings, both corporate providers agree to be involved in the development and would immediately put together a team to assist our development team in installing the necessary networks that we need. Through this, a change is made on the Gantt chart to include th ese companies and their team.Plus any cost will also include into the budget chart. With all the project resources that is needed for this project have been brought together, the deployment stage of the project needs to be started. Several meetings are set up to introduce all the executives, project management, government officials, and funding organizations. Construction crews and technical personnel need to be hired. Equipment needs to be ordered and purchased before the start of the project. Checking the development location charts, it has been determined that wireless systems need to be placed on high level areas.So checking city maps and blueprints, we choose city skyscrapers that have the high altitude we need. Checking with the buildings management and owners, we started to implement the wireless system construction. As the project goes through the various stages of the development; we consistently monitor the Gantt chart to make sure that the project is on schedule, continue to check for any potential paradigm shifts that can cause a delay, make sure that there is coordination of all tasks and personnel, and evaluate each completed task along the way.Experimental test are conducted throughout the development stages, to make sure that all equipment if properly functioning and compatible with our needs. To avoid any possible setbacks, contingency plans are implemented and alternate plans are made. Any changes to the project must always be reported and charted to keep all departments updated and informed. As we can see, this development project has many variables while implementing any solutions. We have to keep on track during the process and evaluate all solutions as they presented.Evaluate the Solution With the implementation of the project development, we need to consistently evaluate the solution. By doing this we will see: if the solution is logical and solves the real problem, if the solution is (economically, environmentally, politically, and ethn ically) responsible and safe, does it meet all the criteria and constraints, is it blunder-free, have we argued the positive and negative sides of the project, and check the procedure and logic of the arguments.We also have to create an ethics checklist to see if it is legal (will it violate civil law or company policy? ), will it be a win/win situation, will it be fair to all concerned in both the short term and long term, and will I be proud during the development stages and/or conclusion. We also have to remind ourselves about â€Å"purpose†. What is the purpose of why we started this project and what is the purpose of seeing this thru till the end? I see this as a motivation tool to make sure that we maintain the excitement of the project.While we are evaluating the solution, we need to implement a contingency plan for each stage of the development process. This will ensure that there is a back-up plan if we experience a paradigm shift or the project is at a development d own fall. After conducting a thorough evaluation of the solution and development process, we come to the conclusion of the project. By taking the steps to seeing the project through from defining the solution to evaluating the

Hypercompetition

Jouma! of Marketing Management, 1997, 13, 4 2 1 ^ 3 0 Evert Gummesson Stockholm University, School of Business, Stockholm, Sudden In Search of Marketing Equilibrium: Relationship Marketing Versus Hypercompetition This paper is a discussion on work in progress conceming tke development qf relationship marketing (RM). It is particularly focused on the concept of marketing equilibrium which is a marketing management correspondence to market equilibrium, the traditional concept of neoclassical economic;. The paper starts with a brief introduction to the author's approach to RJ4.It proceeds with a summary of the concept of marketing equilibrium. The next section is a discourse on hypercompetition, a partiailarly intense type of competition that has been observed by several authors. RM offers a marketing theory based on collaboration with various stakeholders through long-term relationships, customer retention and loyalty. In contrast, hypercompetitiett claims that customers uHU switch bet ween suppUers at an inaeasingly faster rate and that competitors will become increasingly hostile to one another.Two basic questions are raised: do RM and hypercompetition represent two conflicting but coexisting trends that arc both growing in intensity? and How can this coexistence or conflict be conceptually handled? Tlie aim qf this paper is not to be complete and provide an answer, only to draw the reader's attention to hypercompetition as an opposite trend to RMand to offer a platform for further analysis and constructive and reflective scholarly dialogue. The 30R Approach to R M The 30R approach to RM is the outcome of an ongoing research project on â€Å"the new markedng† (Gummesson 1994, 1995). 0R refers to thirty reladonships that were found to exist in marketing. During the research process, three core variables stood out: relatiorahips, networks and interacdon. A consequent definidon of RM then became â€Å"RM is marketing seen as reladonships, networks and inter acdon†. The 3ORs wiU not be listed here, but their basic structure wiU be given. A distinction is made between market reladonships (reladonships between actors in the market such as suppUers, customers, compedtors and intermedieiries), nd two types of non-market reladonships which exercise an influence on market reladonships, but are not part of the market propier. These are mega reladonships (reladonships in society, above the market reladonships, such as reladonships to governments) and nano reladonships (reladonships inside organizadons, such as intemal customer reladonships). Services markedng and ttie network approach to industrial marketing have provided the primary theoredcal impietus for the author to explore the shortcomings 0267-257X/97/050421 + 10 $12. 00/0  ©1997'nte Dryden Press 422Evert Gummesson of traditional marketing management theory. ^ Both theories were bom in the 1970s and have continued to giow in importance. The author's idea to merge the two goes bac k to 1982 and has since been pursued and broadened (Gummesson 1983, 1987, 1995). The term RM, however, was not used in a general sense until about 1990 (see e. g. Christopher et al. 1991; Groru-oos 1994; Gummesson 1994; Hunt and Morgan 1994; Sheth 1994). Instead, terms Uke long-term interactive relationships, interactive marketing, network approach and a new concept of marketing were used.My resejtrch approach is theory generating and based on comparative, qualitative analysis and syniiieses between data from inductive, real-world studies^ received theories and new theories in the process of development. Marketing Equilibrium This section is an introduction to the general concept of marketing equilibrium and a discussion on certain aspects of the equilibrium. Marketing equilibrium is a serendipitous outcome of the author's research on RM. The concept is further elaborated in Gummesson (1995, 19%). The three forces of marketing equilibrium are competition, collaboration and regulatio ns/institutions.Although Western economies are repeatedly referred to as market economies with free competition as their ethos, in reality they are mixed economies in which competition coexists with collaboration and regulations/ institutions. Marketing equilibrium contends that a sound market is the outcome of an optimal combination of the three forces of competition, collaboration and regulatiorw/institutions. As all kinds of equilibria in dynanuc envirorunents are unstable, it is a matter of heading toward a moving target, orJy rarely reaching it and only rarely staying there for any longer period of time.Whereas traditional marketing management literature primarily deals with competition, RM highlights collaboration. Collaboration implies that aU parties actively assume responsibility to make relationships functional. The author's conclusion is that: The focus on collaboration is the most important contribution from RM, with an impact on both marketing management and economics, and that collaboration in a market economy needs to be treated with the same attention and resped as competition. Although the third force, regulations/institutions, is not the theme of this paper, a few words will be said about it.Regulations indude both formal regulations through legislation, and informal codes of conduct through culture; institutiorts are both formal authorities whose task is to ascertain that regulations are enforced, and phenomena such as the family or religion that enforce a certain behaviour. In marketing rhetoric, regulations/institutions—and to a large extent also collaboration— are treated with suspidon and as inhibiting competition and the dynamics ^Inputs to the 30R concept also came from traditional marketing management, sales management, quality management, orgaruzation theory, and other areas. The term real world data is iised here instead of empirical data. Thereasonis that too often researchers in business subject mistake empirical for qiiantitative, while in the geiieral language of sdence empirical refers to all types of data, whrther they come as qualitative, quantitative, or in any other format. In Search of Marketing Equilibrium: Rdationship Marketing vs Hypercompetition 423 of an economy. In narketing practice, however, they are ubiquitous. Douglass North, Nobel Prize laureate in the economic sdences in 1993, has shown that regulations/institutions are dynamic and necessary elements of a narket economy (North 1993).Marketing equiUbrium attempts to see the role of marketing management in the context of sodety and on an industry and economics level. It should not be confused with the market equiUbrium of neoclassical theory of economics (also referred to as microeconomics or simply price theory). ^ In neoclassical economics, the core variables are supply and demand balanced by the invisible hand of price in a market of free competition. The market is assumed to be striving in the direction of a longterm equiU brium in which aU prices are equal and all products are standardized. Customers and suppliers are anonymous masses.Companies and industries are not managing their production and sales, they are orUy adjusting to exogenous market influences. All deviations from this idealized model axe referred to as unwanted imperfections. Although marketing management is offen described as an adaptation of neodassical economics, it is blatantly obvious from even a simple real-world study of markets, industries and individual companies, that a different foundation for a marketing management theory is imperative. For example, services which constitute anything from 60 to 90% of today's economies (depending on definition) are not considered.The assumptions of neoclassical economics are simply not vaUd. There are signs that the interest in coUaboration is gaining ground not only in real business life but also in marketing theory; the most obvious being the upsurge of literature on RM and related subjec ts such as customer loyalty and alUances. Brandenbui^er and Nalebuff (1996) introduce the term â€Å"co-opetition†, which is a combination of co-operation and competition. They show that game theory is one possible way of exploring this combination (â€Å"the prisoners' dilemma†).Gray (1989) points to coUaboration as a solution to multi-party problem and says (p. 54): â€Å"Despite powerful incentives to collaborate, our capacity to do so is underdeveloped†. In the same spirit Senge (1990), in his treatise on learning organizations and the need for dialogue says (p. 10): â€Å"Interestingly, the practice of dialogue has been preserved in many â€Å"primitive† cultures†¦ but it has been almost completely lose to modem sodety. Today, the prindples and practices of dialogue are being redbcovered and put into a contemporary context†.EMalogue UteraUy means â€Å"tlunking together† There is ein extensive literature on competition both in mark eting and economics. Particularly the books by Porter (1979, 1985) have received the attention of marketers. No effort wiU be made here to review the various aspeds of competition; the treatment of competition will be directed to its role in the marketing equilibrium and to the properties of hypercompetition. In market economies, competition is hailed as the driver of economic evolution and a necessary condition for wealth. The customer is given a choice, and a supplier can never be sure to have the customer in its pocket.ITiis is a traditional view advocated by the business community, and to an extent also by the pubUc sector in many countries where deregiilation and privatization have become foreeful strategies. The countries of the Westem world—the capitalist sodeties—are not genuine ^See Hunt and Morgan (1995) for further analysis of the shortcomings of neoclassical theory. 424 Evert Gummesson market economies. They are mixed economies in which market forces and re gulations have entered into wedlock. In totally unregulated markets only few can obtain the necessities of life.For example, free markets give large corporations the freedom to offset competition, and those who cannot compete on the labour market are left to charity or misery. The opposite—total regulation — leads to rigidity. There is no general formula that tells us in what projx)rtions individual discretion and collective regulation should be mixed. Every market and period have to find their own specific solution. Competition is a driver of certain types of change. Even if RM puts emphasis on collaboration, I would like to see RM as a synthesis of competition, collaboration and regulations/institutions.The issue is which combination of these will create the balance—the marketing equilibrium — in each sptedfic situation. If either of the three forces becomes unduly powerful, the economy will suffer; regulations/institutions is the sole force of a planne d economy. To some extent there is a naive belief in competition to set everything right. The global wave of privatization and deregulation is a reaction in markets that have become stified. It is an effort to find a marketing equilibrium. Bureaucratic and legal values have often led to a misguided interference by politidans and an unreal belief in centralized control of sodety.Although the term deregulation implies that regulations are abandoned, it is a search for more adequate laws and institutions which can become supportive to constructive forces of sodety and hold back destructive forces: Deregulation is reregulation! Some of the more conspicuous results from deregulation are found in the split up of Bell in the US and national telecom operators in many countries have lost their monopoly; the privatization of British government bodies such as the British Rail and the Airport Authority; and the most dramatic of all, the breakdown of the communist planned economies.However, nobo dy so far has been able to overview the long-term effects of deregulation and privatization. There are necessary elements of the market economy that competifion and the free market forces do not master. They can be expressed in two paradoxes. The first paradox says: regulations are needed to secure that free competition will not be curbed. In spite of adl sweet talk about competition, every individual company or industry prefers to be spared the hazards of competitions (but they consider it essential for other comparues and industries). The second paradox says: The purpose of competition is to get rid of competition.Competition attempts to reduce the infiuence of other suppliers by lower costs and prices, differentiated and difficult-tocopy offerings, or dominance of selected market niches. Hypercompetition The ideas on a new type of competition will be assembled under the umbrella concept of hjfpercompetition. They are taken from many sources, among them D'Aveni (1994), Hamel and P rahalad (1994), Moore (1996), and Verbeke and Peelen (1996). The term hypercompetition was first found in D'Aveni and the ensuing discussion on hypercompefition is mainly based on his concepts, but the comparison with RM strategies and the conclusions are my own.In marketing management and strategy, the recommendation is usually advanced that companies should build a sustainable competitive advantage, thus limiting In Search of Marketing Equilibrium: Relationship Marketing vs Hypercompetition 425 price competition or even creating a monopoly-Uke situation. Hypercompefition is the opposite: a company should actively disrupt status quo and the current competitive advantages, both its own and those of competitors, in an environment of hypercompetition, advantages are rapidly created and eroded.Hypercompefition trends are identified in four arenas of traditional competition (D'Aveni 1994, pp. 13-17): /. Cos/ and quality arena For example, upstarts Uke Southwest Airlines attack estabUshe d carriers by slashing costs or enhancing quaUty, thus lowering the bottom of the market and raising the top of it. This behaviour counteracts the RM strategy of frequent flyers' programmes. 2. Timing and know-hot/' arena The first mover in the nnarket may create an advantage and sets up impediments to imitation. Followers quickly try to overcome these, fordng the first mover to change its tactics.The know-how exploited by one company is imitated by another and imitation becomes faster and faster; eventually the innovator cannot recapture its R&D investment. 3. Strongholds arena Companies create entry barriers to keep the competition out Entrants circumvent the barriers, giving rise to a series of attacks and counterattacks. This is currently happening in inten:ontinental air services between major American carriers and national European carriers. The current war for mastery over the Intemet, with Microsoff and Netscape as the combatants, is another example. 4.Deep pockets arena Thi s means having more money than the competition. The finandally stronger and usuaUy bigger companies can endure price competition from smaUer companies. The latter, however, can caU upon govemment regulations and form aUiances with others, thus balancing out the financJal advantage. In marketing equilibrium, regulations is one of the balancing forces, and alliances is a collaborative RM strategy. For example, Microsoff's financial advantage has been counteracted by the aUiance between IBM and Apple. Information technology is a driver of hypercompetition.By using databases it is possible, and wiU be more so in the future, to quickly survey prices and other conditions, and select the best combination at each point of time. Purchasing then becomes close to the system of exchanges. But even if comparisons of suppUers are made easier for customers, so many conditions are not comparable, for example, to 426 Evert Gummesson what extent can you trust the supplier. Trust and security are basi c condidons for collaboradon and trust has proven to be a driver of business in all types of sodedes (Fukuyama 1995).D'Aveni concludes that the battle for comp>eddve advantage is eventuaUy driving the market back into a price-compieddve market. The outcome is the neodassical long-term equilibrium, although the road to this equiUbrium goes via marketing equilibrium and not just via price adjustments. He refers to the old compedfive equilibrium as looking stable because it moved so slowly that it appeared stable. Hypiercomp>eddon is a coristant state of disequiUbritim. D'Aveni deploys a revised 7Ss framework to propose hypiercompeddve strategies.The original 7Ss — designed by the McKinsey consulting company—comprise seven factors for success: structure, strategy, systems, style, skills, staff, and shared values. Successful hypiercomp;eddve firms need a new set of Ss in order to create disrupdon (p. 31ff). The first new S is stakeholder satisfacdon, referring to new ways of creating satisfied customers and a modvated eind empowered work force. The second is strategic soothsajdng â€Å"a process of seeking out new knowledge necessary for predicting or even creating new temporary windows of opportunity that compiedtors wiU eventuaUy enter but are not now served by anyone else† (p. 2). The comparafive advantage of these two factors is â€Å"†¦ the abiUty to win each dynamic strategic acdon with compiedtors† (p. 32). The third and fourth Ss are spieed and surprise, both capabiUdes for disrupdon. The hypercompeddve company both reacts more quickly and is proacdve, thus taking the market with surprise. The final three are tacdcs for disrupdon. Shifting the rules includes new ways of sadsfying the customers and playing the marketing game with a new set of rules. Signals refer to announcements of strategic intent with the purpose of stalling acdons and misleading compiedtors.For example, a preannouncement of a coining product may make cus tomers wait to see the new version and postpone planned purchases of competing products. Simultaneous and sequendal strategic thrusts â€Å"†¦ are used by hypercompieddve firms to harass, paralyze, induce errors, or block compiedtors† (p. 34). Several acdons are taken at the same dme in combinadons that make it difficult to understand what a compiedtor is actuaUy up to. In summary, whereas RM strives for stabiUty through long-term reladonships, hypercompieddon strives for continuous disrupdon at an increasingly faster rate.In RM, security is found in stabiUty; in hypercompeddon it is fotind in the ability to continuously counteract instabiUty. The RM concept is by many authors broadened to comprise more than the suppUer—customer dyad,'* for example, reladonships through alUances which is a way of counteracting hyp>ercompieddon. The imaginary organizadon^ is a network-based company which transcends the tradidonal organizadonal boundaries. It can more freely acquire Jind drop resources through outsourcing (or rather: resourcing) instead of investing in tradidonal growth (intemal or through acquisidon); the advantage of the deep pocket is thus offset. †¢See Christopher et al. (1991), Kotler (1992), and Hunt and Morgan (1994), who have approached marketing as relationships with a series of stakeholders. This is in line with the 30R approach, but flie 3ORs go further and also establish relationships based on other than the stakeholder dimension. ‘See Hedberg et al. (1994). Other terms representing the same phenomenon are virtual organizations, boundarykss organizations, and rwtwork organizations. In Search of Marketing Equilibrium: Relationship Marketing vs Hypercmnpetition 427D'Aveni (1994) discusses the role of co-operation and collusion and says that they should only be used for hypercompetitive purposes. They are not long-term relationships, they are merely temporary strategies. He lists a number of generic instances of hypercompet itive use of collaboration (pp. 338-339): to gang up against others groups; to limit the domain of competition; to biuld resojirces; to buy time; to gain access; and to leam. Hunt and Morgan (1995) suggest a comparative advantage theory of competition within a marketing management paradigm, and they present a devastating critique of neoclassical economics.D'Aveni's conclusions are contrary to Hunt and Morgan's; he rewrites neoclassical theory, using marketing management theory as a lever. Interpreted in my terms, we depart from the original and simple form of neoclassical market equilibrium, go through a phase of marketing equilibrium, and arrive at a more sophisticated level of market equilibrium. Hjrpercompietition goes beyond the neoclassical theory of perfect connpetition and restores it on a new level. Through a series of disruptive moves, where competitive advantage is surpassed, an escalation toward perfect competition develops.This means that we are back in transaction marke ting, the very evil to which RM is held to be the antidote. Conclusions for Discussion This paper has dealt with certain aspects of marketing equilibrium, one of several RM issues that preoccupy the author's nund during the ongoing research joumey into the world of RM. ‘The paper is limited to the two trends of collaboration, advanced by the RM concept, and hypercompetition, advanced by authors on strategy and competition. A paradox is seemingly a contradiction; it is not in actual fact a contradiction. An oxymoron is a combination of two phenomena that cannot be combined.So the first question in the beginning of the paper could be rephrased: are RM and hypercompetition forming a paradox or an oxymoron? When I read up on the current literatxire on competition, I found that the â€Å"new† competition was described as more fierce and faster than ever before. It had affinity with marketing warfare which was in vogue in the 19S0s. It certainly seemed contradictory to the RM idea of long-term relationships and collaboration. In my present state of ignorance the answer is: within the concept of the marketing equilibrium, both competition and collaboration coexist. They can do so and will do so.Our attention has to be directed to both of them. When competition becomes hypercompetition, collaboration may become hypercollaboration. Could it be that hypercompetition is the current driver of the upsuiging interest in RM and that RM tries to neutralize the effects of hypercompetition? To be Continued As this is work in progress, the issues that have been presented are not complete and the views are tentative and wiil be further studied. Among other issues concerning marketing equilibrium that are also being studied are the following: Tlie marketing equilibrium which has so far been described could be seen as 28 Evert Gumntesson partial marketing equiUbrium. The RM researdi project is suggesting an extention into complete marketing equilibrium. It consists of a synthesis of RM and the theory of imaginary organizations where not only the market but also the organizations (suppUers, customers, competitors and others) and sodety are included in a network of interactive relationships (Hedberg et al. 1994; Gummesson 1996). In traditional marketing management and economics, the market is outside the company and n «rketing activities are directed toward extemal customers.But there are also markets inside the company and marketing activities take place between intemal customers. This is laid bare in the treatment of the nano relationships of the 30R approach. Both intemal and extemal customers interact in networks of relationships. The boundaries between the â€Å"inside† and the â€Å"outside† have dissolved and both can be seen as parts of the same networks. Another area is the black economy with tax evasion, bribery, fraud, and organized crime as additional and disrupting forces of competition. One of the relationships in the 30R approach is named The Criminal Network.For example, Blumberg (1989) has pointed out that the strength of the market economy — competition and the profit incentive—encourages fraud. It pays to cheat! He calls this the paradox of the market economy. Everybody is familiar with it from jobs and private consumption, but it is swept under the carpet in marketing theory and textbooks. The Literature prefers the idealized image: competition as the driver to create customer satisfaction and customer perceived quality; to give customers everything they want and are willing to pay for; and to offer numerous options for consumers.Customers are asked about satisfaction and quality, but their knowledge is limited and the ignorance of the customer is exploited. Neither market economies through competition, nor command economies through regulations, have proven themselves capable of handling environmental and ecological issues. What has been achieved is primarily the outcome of vo luntary pressure group activity and law enforcement. Competitive forces have clearly not provided enough incentive for the market to innovate and reinnovate in the field.One of the relationship in the 30R approach is The Green Relationships, adding a relationship angle to environmental issues. Probably most of the achievements for a long time will only come through legislation (regulations), tight control and litigation (institutions). Can the marketing equilibrium conceptually include environmental and ecological issues? After the Paper Presentation: An Addendum In the discussion following its presentation, the paper was criticized on two points in peirticular: (1) The choice of the term â€Å"marketing equiUbrium†.The critics said — and some were dearly provoked by the term — that it gives the wrong connotation and that the term is so heavily committed to neoclassical economic theory that people will not be able to see my point. Suggested substitutes were â₠¬Å"dynamic balance† or â€Å"optimal combination†. EquiUbrium, it was claimed, conveys the idea that such a state exists and it is just a matter of time {long-term, though) before it is reached. In defence of the term {but I intend to give it more thought) I would like to claim that equilibrium can be perceived as dynamic and unattainable, but still have a value n Search of Marketing Equilibrium: Relationship Marketing vs Hypercompetition 429 in providing direction, although the journey is a never-ending journey. Perhaps the provocation as such is o( value. When a new thought or term is met with aggressions from several established scholars it may have hit a sore spot; it may even be important. The original intention was to show that equilibrium from the idealized and imrealistic assumptions of neoclassical theory could be supplemented by a marketing management-oriented equilibrium based on real-world premises.Neoclassical economics currently seems to be no more than a computer game for adult entertainment and career boosting under the disguise of â€Å"sdence†. To me, the contrast between â€Å"market† and â€Å"marketing†, designating an economics versus a management approach but still indicating affinity, makes the term expressive. Whatever term I choose, however, I am confident that economists and â€Å"me-too† researchers wiU not be impressed. 2. â€Å"Hyper† was claimed by Americans to mean â€Å"too much†, for example a hyperactive child is active to a degree that implies mental and/or physical disorder.The British perceived it as â€Å"very much†, for example a hypermarket which is a bigger European version of a supermarket. Maybe this is evidence of the validity of Oscar Wilde's statement that â€Å"England and America are two countries separated by a common language†. On the other hand, maybe â€Å"too much† is also a correct interpretation. For many of us, hypercompetition i s probably too much. Personally, it makes me nervous. References Blumberg, P. (1989), The Predatory Society, New York, Oxford University Press. Brandenburger, A.M. and Nalebuff, B. J. (1996), Co-opetition, Boston, MA, Harvard Business School Press. Christopher, M. , Payne, A. and Ballant)Tie, D. (1991), Relationship Marketing, London, Heinemarm. D'Aveni, R,A. (1994), Hypercompetition, New York, The Free Press. Fukuyama, F. (1995), Trust, New York, The Free Press. Gray, B. (1989), Collaborating, San Francisco, CA, Jossey-Bass. Gronroos, C. (1994), â€Å"Quo vadis, marketing? Towards a relationship marketing paradigm†, Joumal of Marketing Martagement, 10, No. 4 Gummesson, E. 1983), â€Å"A New Concept of Marketing†, paper presented at the 1983 EMAC Annual Conference, Institut d'Etudes Commerdales de Grenoble, France, April. Gummesson, E. (1987), â€Å"The New Marketing: Developing Long-term Interactive Relationships†, Long Range Planning, 20, No. 4, pp. 10-20. Gum messon, E, (1994), â€Å"Making Relationship Marketing Operational†. The International Joumal of Service Industry Management, 5, No. 5, pp. 5-20. Gummesson, E. (1995), Relationsmarknadsforing: Frdn 4P till 30R (Relationship Marketing: From 4Ps to 3ORs), Malmo, Sweden: Liber-Hermods (forthcoming in English).Gummesson, E. (1996), â€Å"Relationship Marketing and Imaginary Organizations: A Synthesis†, European Joumal of Marketing, 30, No. 2, pp. 31-44. Hamel, G. and Prahalad, C. K. (1994), Competing for the Future, Boston, MA: Harvard Business School Press, 1994, 430 Epert Gummesson Hedberg, B. , Dahlgren, G. , Hansson, J. and Olve, N. -G. (1994), Imagindra organisationer (Imaginary Organizations), Malmfi, Sweden: Liber-Hermods. Hunt, S. D. and Morgan, R. M. (1994), â€Å"Relationship Marketing in the Era of Network Competition†. Marketing Management, 3, No. 1, pp. 9-28. Hunt, S. D. and Morgan, R. M. (1995), â€Å"The Comparative Advantage Theory of Competitionâ⠂¬ , Joumal qf Marketing, 59, April, pp. 1-15. Kotter, P (1992), ‘Total Marketing†, Business Week Advance, Executive Brief, Vol. 2. Moore, J. E (1996), The Death of Competition, Chichester, UK, Wiley. North, D. C. (1993), â€Å"Economic Performance Through Time†. Stockholm, The Nobel Foundation, Prize Lecture in Economic Science in Memory qf Alfred Nobel, Stockholm, December 9. Porter, M. E. (1980), Competitive Strategy, New York, The Free Press. Porter, M. E. 1985), Competitive Advantage, New York, The Free Press. Senge, P. M. (1990), The Fifth Discipline. New York: Doubleday/Currency. Sheth, J. N. (1994), â€Å"The Donnain of Relationship Marketing†. Handout at the Sectmd Research Conference on Relationship Marketing. Centre for Relationship Marketing, Emory University, Atlanta, GA, June. Verbeke, W. and Peelen, E. (1996), â€Å"Redefining the New SeUing Practices in an Era of Hyper Competition†. Paper presented at the workshop Relationship Market ing in an Era qf Hypercompetition, Erasmus University and EIASM, Rotterdam, May.

10 Fascinating Facts About Stink Bugs

10 Fascinating Facts About Stink Bugs Stink bugs arent particularly beloved bugs, but that doesnt mean they arent interesting insects. Take a few minutes to learn more about their natural history and unusual behaviors, and see if you agree. Here are 10 fascinating facts about stink bugs. 1.Stink bugs do, indeed, stink. Yes, its true, stink bugs stink. When a stink bug feels threatened, it releases a pungent substance from special glands on its last thoracic segment, repelling nearly any predator that has a sense of smell (or functioning chemoreceptors). If you want a demonstration of this insects infamous skill, give a stink bug a gentle squeeze between your fingers, holding it along its sides. Before you condemn stink bugs for their pungent habit, you should know that all kinds of insects put up a stink when disturbed, including those well-loved ladybugs. 2.Some stink bugs help control pests. Though most stink bugs are plant feeders and many are significant agricultural pests, not all stink bugs are bad. Stink bugs in the subfamily Asopinae are predators of other insects, and play an important role in keeping plant pests under control. The spined soldier bug (Podisus maculiventris) is easy to identify thanks to the prominent points or spines extending from its shoulders. Welcome this beneficial predator into your garden, where it will feed on leaf beetle larvae, caterpillars, and other problem pests. 3.Stink bugs are really bugs. Taxonomically speaking, that is. The word bug is often used as a nickname for insects in general, and even for non-insect arthropods like spiders, centipedes, and millipedes. But any entomologist will tell you that the term bug actually refers to members of a specific order or group of insects – the Order Hemiptera. These insects are properly known as true bugs, and the group includes all manner of bugs, from bed bugs to plant bugs to stink bugs. 4.Some stink bug mothers (and a few fathers) guard their young. Some species of stink bugs exhibit parental care of their offspring. The stink bug mother will stand guard over her cluster of eggs, aggressively defending them from predators and acting as a shield to dissuade parasitic wasps from attempting to lay eggs in them. Shell usually stick around after her nymphs hatch, too, at least for the first instar. A recent study noted two stink bug species in which the fathers guarded the eggs, a decidedly unusual behavior for male insects. 5.Stink bugs belong to the family Pentatomidae, meaning five parts. William Elford Leach chose the name Pentatomidae for the stink bug family in 1815. The word derives from the Greek pente, meaning five, and tomos, meaning sections or cuttings. Theres some disagreement today about whether Leach was referring to the stink bugs 5-segmented antennae, or to the 5 sides of its shield-shaped body. But whether or not we know Leachs original intent, you now know two of the traits that will help you identify a stink bug. 6.A stink bugs worst enemy is a tiny, parasitic wasp. Though stink bugs are fairly good at repelling predators with the sheer force of their stink, this defensive strategy doesnt do much good when it comes to deterring parasitic wasps. There are all kinds of teeny wasps that love to lay their eggs in stink bug eggs. The wasp young parasitize the stink bug eggs, which never hatch. A single adult wasp can parasitize several hundred stink bug eggs. Studies show that egg mortality can reach well over 80% when egg parasitoids are present. The good news (for farmers, not for stink bugs) is that parasitic wasps can be used as effective biocontrols for pest stink bug species. 7.Stink bug sex isnt particularly romantic. Stink bug males arent the most romantic blokes. A courting stink bug male will touch the female with his antennae, working his way to her nether end. Sometimes, hell head butt her a little to get her attention. If shes willing, shell lift her hind end a bit to show her interest. If she isnt receptive to his overture, the male may use his head to push her bum up, but he risks being kicked in the head if she really doesnt like him. Stink bug mating occurs in an end-to-end position, and can last for hours. During this time, the female often drags the male around behind her as she continues to feed. 8.Some stink bugs are brilliantly colored. While many stink bugs are masters of disguise camouflaged in shades of green or brown, many some bugs are quite flamboyant and showy. If you love to photograph colorful insects, look for the harlequin bug (Murgantia histrionica) in its vibrant orange, black, and white costume. Another beauty is the two-spotted stink bug (Perillus bioculatus), wearing the familiar red and black warning colors with unusual flair. For a subtler but equally stunning specimen, try a red-shouldered stink bug (Thyanta spp.), with its faint rosy stripe along the top of the scutellum. 9.Young stink bugs suck on their eggshells after hatching. When they first hatch from their barrel-shaped eggs, stink bug nymphs remain huddled together around the broken eggshells. Scientists believe these first instar nymphs suck on secretions on the eggshells to acquire needed gut symbionts. A study of this behavior in the Japanese common plataspid stinkbug (Megacopta punctatissima) revealed that these symbionts affect nymph behavior. Young stink bugs that didnt get adequate symbionts after hatching tended to wander away from the group. 10.Stink bug nymphs are gregarious (at first). Stink bug nymphs usually remain gregarious for a short period of time after hatching, as they begin to feed and molt. You can still find third instar nymphs hanging out together on their favorite host plant, but by the fourth instar, they usually disperse. Sources Stink Bugs, by Blake Newton, University of Kentucky Entomology Department. Accessed online February 6, 2015.Kaufman Field Guide to Insects of North America, by Eric R. Eaton and Kenn Kaufman.Borror and DeLongs Introduction to the Study of Insects, 7th edition, by Charles A. Triplehorn and Norman F. Johnson.Encyclopedia of Entomology, 2nd edition, edited by John L. Capinera.First cases of exclusive paternal care in stink bugs (Hemiptera: Pentatomidae), by Gustavo S. Requena, Tais M. Nazareth, Cristiano F. Schwertner, and Glauco Machado, Zoologi, December 2010. Accessed online February 6, 2015.Stink Bug Egg Parasitoids, by Blake Layton and Scott Stewart, University of Tennessee   Department of Entomology and Plant Pathology. Accessed online February 10, 2015.Symbiont acquisition alters behaviour of stinkbug nymphs, by Takahiro Hosokawa , Yoshitomo Kikuchi , Masakazu Shimada , Takema Fukatsu, Biology Letters, February 23, 2008. Accessed online February 10, 2015.Stink Bugs of Economic Importance in America North of Mexico, by J. E. McPherson and Robert McPherson.

Free Essays on Involuntary Commitment

Involuntary Commitment and the Issue of Patient’s Rights The issue of involuntary commitment and its place in the mental health community has become increasingly controversial. Interestingly, both sides of the debate use an argument based on the violation of rights and the protection of rights in an attempt to prove a point. As with many mental health policies, the rules governing involuntary commitment are flawed. However, involuntary commitment is one of the ways that the mental health arena takes responsibility for the safety of society and the mentally ill individuals. Involuntary commitment should not be abolished because it serves a protective purpose, however the rights of the mentally ill population must always be considered and evaluated before instituting involuntary commitment. In an effort to avoid involuntary commitment, society must increase the amount and availability of less restrictive opportunities for treatment including the availability of medication. The National Mental Health Association discusses the accessibility issue concerning medication in their position statement on involuntary commitment. NMHA states, â€Å"consumers are sometimes forced to take less effective medications due to restrictive formularies and in order to reduce costs. In addition, the lack of parity between physical and mental healthcare coverage often results in higher co-payments for psychiatric medications†(NMHA 2003). This statement crosses over to psychiatric treatment in general. Many people are receiving inadequate treatment or short-term, intensive treatment due to cost cutting by insurance companies. Long-term therapy and treatment are very costly and available only to those who are able to pay privately. This excludes a large portion of the mentally i ll population. The underprivileged and impoverished mentally ill are often excluded from treatment which leads to decompensation and often involuntary commitment. This... Free Essays on Involuntary Commitment Free Essays on Involuntary Commitment Involuntary Commitment and the Issue of Patient’s Rights The issue of involuntary commitment and its place in the mental health community has become increasingly controversial. Interestingly, both sides of the debate use an argument based on the violation of rights and the protection of rights in an attempt to prove a point. As with many mental health policies, the rules governing involuntary commitment are flawed. However, involuntary commitment is one of the ways that the mental health arena takes responsibility for the safety of society and the mentally ill individuals. Involuntary commitment should not be abolished because it serves a protective purpose, however the rights of the mentally ill population must always be considered and evaluated before instituting involuntary commitment. In an effort to avoid involuntary commitment, society must increase the amount and availability of less restrictive opportunities for treatment including the availability of medication. The National Mental Health Association discusses the accessibility issue concerning medication in their position statement on involuntary commitment. NMHA states, â€Å"consumers are sometimes forced to take less effective medications due to restrictive formularies and in order to reduce costs. In addition, the lack of parity between physical and mental healthcare coverage often results in higher co-payments for psychiatric medications†(NMHA 2003). This statement crosses over to psychiatric treatment in general. Many people are receiving inadequate treatment or short-term, intensive treatment due to cost cutting by insurance companies. Long-term therapy and treatment are very costly and available only to those who are able to pay privately. This excludes a large portion of the mentally i ll population. The underprivileged and impoverished mentally ill are often excluded from treatment which leads to decompensation and often involuntary commitment. This...