Ford automobile analysing the vertical integration Essay

Ford automobile analysing the vertical integration - Essay ExampleGenerally, it is the level at which an organization controls the main suppliers and buyers, and aims at improving mart supremacy (Katie, 2013). In the early 20th century, Ford Corporation built a manufacturing empire unlike any other before or by and by based on vertical integration. Ford had chosen to produce the components and materials for its famous Model T passenger car instead of sourcing them from independent contractors or suppliers. The caller-up also bought glass and steel mills to produce steels and window screens for its cars. In addition, Ford acquired huge tracts of land in Asia and Brazil to grow rubber trees to construe its requirements for tyre materials. These efforts culminated in the construction of the massive Rogue plant that ensured full control of all the resources that were necessary in the production of the automobiles. The first model T cars retailed at $850 but the price fell to $440 and eventually to $290 in 1925. The approach had been able to contribute better quality cars at much lower prices and thusly progressively increase the companys market share. (Lu, 2011). On the other hand, General Motors, Fords main business rival, adopted the multi-divisional approach after on and integrated the various independent firms that were held under the umbrella firm. This ensured that the overall financial and directional decisions were made at the corporate headquarters and the operating decisisons were remaining to the various divisions. The large scale vertical integration was meant to achieve various objectives. Scholars believe that this was aimed at increasing control, capturing profitability from upstream suppliers, and exerting marketing dominance. This strategy was desirable with the prevailing market environment, which seemed to have enduring demand and low prices determined the market leader. However, despite the soaring sales figures, the approach also had som e weaknesses. These include rigidity in asset deployment, modification of product lines and responses to demand changes (Harrigan, 2003). Analysis The Ford Motor Corporation held the dominant position in the automobile sedulousness during the 1910s and 1920s. It held the largest market share and even briefly went over the 50 percent mark. It also reported the highest profits due to its better manufacturing innovation and a honorable brand name. in addition, its main competitors had less superior production technologies and felt the immense pressure from Fords market dominance and the low prices. enthalpy Ford was highly motivated by the vision of producing good and low-priced motor cars for the entire public and the development of technology used to mass-manufacture the cars. His ability to provide substantially lower prices than his closest competitors gave his company the flexibility to pursue these objectives. For instance, Fords Model T car was retailing at US$440 plot of lan d the closest competitor was a Willys-Overland vehicle that was sold for US$ 895 (Rosenbaum, 1998). The company had started with the construction of its Highland Park plant in the 1910s, which consisted of a huge capital letter investment. The multi-storey building became the largest in Michigan state. Its large and open floors provided room for machinery arrangement, and the huge windows provided ventilation and natural lighting. This made the plant a good model for digit of factories. In addition, it combined a foundry, a machine shop and a power plant, which brought various stages of automobile

BOSCH GmbH- Human Resource Management Essay Example for Free

BOSCH GmbH- Human Resource Management EssayIn our work the foreign dispatch carry through is examined, how farthest the international requirements on the resource staff ar met by Bosch. The measures, Bosch developed for the choice, readiness, moving and reintegration of its employees has been examined and set a rack upst the parking lot commit of other enterprises. The work starts with a example of the enterprise Bosch. The main incite is a detailed representation of the measures of Bosch with respect to the four phases of the foreign dispatch. These argon judged with the theory from technical literature and compargond with the common practice of other enterprises. Subsequently the question is followed whether the expansion plans in the direction of the China require a customization of the staff management. Finally we draw a conclusion whether the measures of Bosch argon suitable to fulfill the requirements or must be changed.2. Bosch2.1 Historical developmentThe enterp rise Bosch was set up under the name workshop for precision engineering and galvanic engineering in Stuttgart in the year 1886 by the engineer Robert Bosch. The international orientation already started early. In 1898 they open uped the first branch office in England (London). adept year later they opened a dependance in France (Paris). The first branch office followed in the USA in 1906. The international development has go along until today. In 2003 75% of the manufacturing sites be outside Germany. With daughter and associated companies Bosch is present in more than 50 countries universal. Bosch is whiz of the biggest industrial enterprises in Germany today and is a globular player especially in the automobile industry.Bosch has convinced with its innovations since their makeation and has a high position in the trade. In 1897 Bosch developed the first low voltage magneto ignition which firstly do the use of internal combustion engines practicable. The innovation stren gth has remained until today so Bosch was the first comp singlent supplier bringing innovations similar ESP the anti-lock braking system anti-lock braking system, the navigation system under the names Travelpilot and the electronic stability system on the market.Bosch recognized the signifi whoremasterce of its employees for the innovation and market success early, too. In 1906 Bosch introduced the eight hour day when celebrating the deliin truth of the 100,000 sten magnet igniter. With the delivery of the 500,000 sten igniter they introduced work free Saturday aft(prenominal)noons.2.2 The Bosch, group todayToday enterprise Bosch consists of the motor fomite technology, industry technology and use and goods technology. Their core competence and most important unit is still the vehicle technology. This can be proved by regarding the gross revenue volume. The share of this division was 65.4% in the year 2003. The sales development and its foreign share is displayed in graphic 1.Bos ch doubled the sales volume within solitary(prenominal) 10 years, from approx. 16 billionto 36 billion euros. However, the foreign share of the sales volume increased proportionally faster. From 49% in 1993 it rose up to 71% in 2003. These data underline again the strong international orientation of the come with.According to this Bosch has employees all everywhere the world. In 2003 Bosch employed 230,000 people oecumenical with a share of 54% outside of Germany.2.3 The incorporated coatingThe idea of the corporate goal is interpreted differently in the literature. Berthel defines corporate culture as follows corporal culture is the sum of the moral concepts, carried a occupation together of the employees norms and behavior patterns this one has taken shape in the course of the time. The philosophy of Robert Bosch stamps the corporate culture since the foundation. So he wrote in 1919 It has forever been an unbearable thought to me that someone could inspect one of my prod ucts and fall out it inferior . I induct therefore always tried to ensure that and look for work goes out that is superior into all respects .In the year 2001 this culture was strengthened by the in the buff model Be Better Be Bosch and the think ofs were formulated in a written form for the first time. They initiated a modernization take in called Be QIK. This model functions as carry through framework for the afterward stored aims and strategiesBe QIK, Quality, innovation and Customer orientedBe Better improve against previous years and gain the competitive edge,Be Bosch, committed to our vision, our tradition and of the spirit of a the participation and the legacy of our founder Robert Bosch.The enterprise therefore tries to create a global behaviorial framework, which takes over the orientation function, identification function, coordination and integration function and helps to manage the challenges of the approaching.3. Foreign dispatch process at Bosch3.1 Aims of t he foreign dispatchBy the assignment of highly adapted employees Bosch aims at a compensation of a lack of know-how in the respective forces country. Furthermore Bosch wants to rise the cross culturel skills of their executives in launch to improve thecooperation with foreign departments. Additionally it is possible for the ambitious employees to request for a dispatch in order to enhance their motivation. An important aim of foreign dispatches is finally the implementation of a worldwide corporate culture through which the communication and cooperation within the Bosch group is made easier.3.2 Dispatch formsBosch distinguishes terce dispatch forms. The business trip, the delegation as well as the transfer. The business trip with a duration of up to third months serves to establish contacts or as well as to conclude business on the spot. With the delegation Bosch distinguishes between the dispatch for the fulfilment of a project task or the dispatch in the stage setting of t rainee programs. The expatriate is foreign for a duration between three months and a year. If it is required to cover a lack of manpower a transfer is carried out. In this case the duration of the stay abroad is between one and five years. Bosch averagely dispatches their employees for three years.3.3 Foreign dispatch processA carefully structured dispatch process is very important for Bosch to ensure the success of the foreign dispatch.To this, at first the occupation order is prepared which contains the necessary qualifications of the employee with regard to the vacant job. The choice of a suitable candidate, the dispatch conversation and the information transit to the possible country are the bordering steps of the process. afterwards this journey the employee finally decides whether he brooks the position abroad. If he agrees, the employee is prepared comprehensively for the stay abroad. Then the moving to the foreign country takes place. After the job completion the emplo yee is reintegrated. The individual phases of the foreign dispatch process are explained in the succeeding(a) more precisely.3.3.1 Choice3.3.1.1 Theoretical bases and enterprise practiceThe best liability for a success of foreign dispatch can still be seen in the right choice of the employees to be sent. This should include technical criteria, behavior-related criteria, intercultural environment-related criteria aswell as personal criteria. When choosing a suitable dispatch candidate enterprises a lot orientate at technical performances. However, empirical examens show, that competences or-related behavior and-related intercultural environment abilities for the cultural customization discombobulate a cracking influence on the success of the foreign activity. Other surveys from the 1990s confirm that individual performance features are in the foreground at the choice. In addition, they show that the family is hardly co-included in the decision. An interview under ejects points , that the well-being plays the family an important role for the professional success.3.3.1.2 Choice at BoschBosch has recognized the importance of extra-technical criteria for the choice of a suitable dispatch candidate. Besides the career potential, which are investigated by the employee development instruments (see chapter 2.2), features like team and communication ability or representation of the Bosch culture are co-included in the decision. The latter has a great importance for the support of the implementation of a worldwide corporate culture, one of the aims of the foreign dispatch.3.3.2 Preparation3.3.2.1 Theoretical bases and enterprise practiceInstitutes narrow in further education and intercultural management distinguish between a country specific and country general as well as quick-witted and experience obtained breeding.The respective confrontation of these preparation methods shows the following classificationsIntellectual country specific preparationPrimarily gen eral information about the host country is mediated and vocabulary courses carried out here. Culture games are, such as the cultural assimilator training.Experience-related country specific preparationThe political, economic and socio-cultural conditions of the host country shall be apt(p) to the expatriate a better thought. With the help of case studies and role plays as well as information journeys the expatriates are prepared for country and culture specifics.Intellectual preparationThe cultural self-importance awareness model plays an importantrole in this preparation class. It assumes that it is important to remind the participant of his own stereotyped and behaviors in order to develop a sensibility for the foreign maybe strange looking cultural aspects.Experience-related country general preparationThis preparation method which shall enlarge the intercultural competence of the expatriates (on The job by outdoorsy training, intercultural simulation games) consists of the co operation on international teams as well as of an intercultural action training.Source of the success of foreign dispatches is the degree to which an expat is able to establish contacts and manages to overcome culture barriers and to find the way in the strange culture.The chief attention of the preparation in German and American companies lies in the technical education, the execution of a words training as well as the arrangement of general country information, though. An experience-related preparation seldom takes place. The external execution of the preparation measures is in general prefer opposite the internal one.The family moreover is only seldomly included in the preparations although family problems belong to the most frequent reasons for the failure of foreign dispatches. After a study of the auditing company PriceWaterhouseCoopers 40% of all kick outs return abode ahead of schedule. 96% of these on impulses of the family which often doesnt cope with the surroundings.T he final conclusion is that the size of the preparation is very undersized in the entrepreneurial practice.3.3.2.2 Preparation at BoschBosch practices comprehensive preparations for both its employees and their families to ensure the success of their foreign dispatch. At the beginning of the preparation Bosch offers a information journey which is designed for employees who go abroad for longer than 12 months. Before the definite decision, Bosch gives its employees theopportunity to go to the host country with the companion of their partner. The stay lasts for two to three days, within Europe outside Europes approximately one week. By this look and sea trip the employee and his companions can get a better idea of the future place of residence. That shall prevent them from forming unrealistic expectations.If the employee decides to accept the job offered abroad, the real preparation starts. The exchange HR department is responsible for the execution of the preparation transfers (ZM2 ). It builds a preparation plan with measures which are coordinated with the needs of the respective employee. The aim of the preparation with Bosch is the arrangement of intercultural competence. This consists of country specific knowledge, linguistic proficiency as well as cultural sensibility of the three elements together.Country specific knowledgeThe arrangement of country specific knowledge contains information about the framework conditions of the host country. Formalities which are connected with a stay abroad are given to the Expatriates and their companions traveling along in a so-called Bosch foreign preparation seminar. So-called t severallys, employees already returned home, convey information e.g. to the contract of employment or for tax regulations. By the use of mentors Bosch guarantees that experiences collected abroad are passed on and therefore used for newfound dispatches effectively.Linguistic proficiencyThe knowledge of the respective national phraseology is prerequisite for a dispatch, because it is very important for an integration in private and in working life. Bosch employees have to learn the foreign language until they reach a level that enables them to come along in working life without any problems. If they want to learn more, they also have the possibility of attaining comprehensive knowledge. The family is tied to ensure that it can find the way in daily life. The language education takes place externally and Bosch takes on the costs both for the employee and for the family. The company attaches importance to the fact that the education starts early so that the required knowledge is reached before the dispatch.Cultural sensibilityThe cultural sensibility of the employees shall be promoted by two measures the intercultural preparation training as well as the intercultural management training.The intercultural preparation training has the aim of sensitizing the employee to the think and behavior patterns of the host country to make the integration into the strange cultural environment easier for him. If the training is carried out internally, so-called country teams are responsible for it. These teams consist of employees who have made experiences in the respective host country or even are from this country themselves. This five-day intercultural preparation training is offered both for the employee and for the family since this is confronted with the same integration or judgment surdies concerning the strange culture.This has specially to be taken into account when thinking of the growing importance of multicultural cooperations, e.g. in the context of joint ventures or international project work.3.3.3 MovingAt Bosch receives the Expatriate supports for the carrying out of the necessary formalities by the so-called Bosch foreign preparation seminar. When the employee finally starts his stay abroad he usually feels like on holiday. Everything is new to him and he is fascinated by his new task at the c ompany and the new country itself. But this positive feeling often changes after a few months when the first serious problems occur. He feels helpless because he can not manage the situation in the new surrounding. This is called cultural shock.To celebrate the cultural shock as low as possible, Bosch looks after his employees during their stay and helps them when problems appear. The cultural shock can never completely prevented especially if the difference between the cultures is very large. Nevertheless Bosch tries to prepare their employees by showing general culture differences so that they can deal with problems easyierly.Furthermore Bosch offers his expatriate an intensive coaching. The employee has a mentor in the native country who is two hierarchical orders higher than himself. They meet at least once a year to talk about problems abroad or about further plans of the employee after his return to germany.In addition, a strengths-/ weaknesses analysis is carried out to be a ble to comprehend the development of the employee and not miss the summary of the knowledge and abilities.An inquiry of Schroll-Machl shows that the support of the Expatriates is often insufficient in the practice. Many Expatriates have the impression that their enterprise leaves them alone and it doesnt support at problems. They must manage various difficulties at the same time. Family problems moreover arent taken into account in the context of the support in the practice. However, wife and children are especially confronted with greater customization difficulties than the staff member because they have more frequent contacts to the strange culture.3.3.4. Reintegration3.3.4.1 Theoretical bases and enterprise practiceAfter the expiry of the delegation period the Expatriate returns back to the parent company. A successful reintegration of the employee is both of high entrepreneurial and financial importance.A negative signal starts out from a failed reintegration for other parent company members. The readiness to accept an offer for a foreign activity sinks.Furthermore the financial dimension of the complete dispatch process including the return has to be taken into account. American studies value the total costs of the foreign assignment of an employee at up to 1 millions $. In connection with this, it is surprising that only few enterprises care for the repatriation of their employees professionally. A KPMG examination from the year 2000 showed that 67% of all interviewed people who were delegated abroad said that there is need for improvement at the reintegration process of their enterprise. This criticism has to be taken sternly since problems with the reintegration have serious consequences for the Expatriate and the enterprise like e.g. a low work motivation or even the cancellation and the change to another enterprise. According to an examination of Black (1992) the share of the returnees who cancel their job within one year after their return due to integration problems is about 25%. The causes of these reintegration difficulties are multilayered. You can subdivide them into operational and private difficulties.Operational levelThe calculate for a suitable position often turns out to be difficult since the HR departments can assess hardly the qualification development of the returnee during his stay abroad. In addition returnees often have exaggerated expectations and therefore are disappointed of the offered job in their home company. They often have the impression that their new skills especially about the country they spent a lot of time in are not appreciated. A study of Wirth from the year 1992 has shown that merely 30% of all enterprises evaluate the experiences of its employees after a stay abroad. Another aspect of the reintegration is the cessation of foreign raises and other privileges. offstage LevelProblems frequently appear also in the private area of the Expatriates. During their stay abroad the often only keep the positive aspects of their life in Germany in mind, the negative everyday problems appear only after the return and the first euphoria. The culture of ones own seems alienated and it comes to the double cultural shock. Particularly the children have to acquire from the new surroundings and from the change since they have accepted the strange culture more strongly, had to leave friends and dont cope with the German school system any more. For the expatriates and their partners it is difficult to abstain from grown fond privileges like e.g. chauffeur, domestics for themselves or a swimming pool.3.3.4.2 Reintegration with BoschAs a company with strong international orientation Bosch has recognized the meaning of a successful reintegration of returnees and supports the reintegration of its employees with numerous measures at an operational and private level to put a positive and encouraging signal for future dispatches.3.3.4.2.1 Measures of the operational reintegrationBosch offers a very comprehensive and strategic personnel policy which takes into account the personal ambitions of the dispatched employees and the future need for highly qualified managers. This prevents Bosch from the problem frequently appearing that no adequate to(predicate) place can be offered to the returnee. Due to its size Bosch is moreover able to offer alternatives in the case of an abrupted dispatch process, like e.g. early return or dissatisfaction with the return position.As already explained different studies have shown that exaggerated experiences on the part of the returnees is the main reason for dissatisfaction with the position after the reintegration. To counteract this, Bosch regularly looks after the expatriate by a hierarchy higher mentor of the parent company. By this he keeps informed about all important developments in the company and furthermore he has contact person for career questions. Due to this permanent communication Bosch is able to get an exact idea about the situation and processes in the foreign business.Another important aspect which fundamentally contri alonees to the satisfaction of the returning employee is the appreciation and the use of the abroad acquired knowledge. Bosch evaluates the foreign experiences of its expatriates very comprehensively and endeavours suggestions for improvement. Furthermore the HR department tries to find a position in which the returnee can use his new won abilities optimally. This could be e.g. a position in the sales department of the region in which the expatriate was active.Furthermore the returnees have the opportunity to study further in order to work as an expert for the country they stayed in and prepare other employees for future dispatches. The BeQIK corporate culture, introduced in 2001, plays an important role for a successful reintegration. Since all subsidiary firm shall work according to the given behavioral framework, the cultural distance turns out a little bit smaller between host country and native country. Since the practical putting into action of the behavior guidelines is always subject to cultural influences, the degree of the relief should be assessed rather carefully.3.3.4.2.2 Measures of the private reintegrationTo make the reintegrationeasier for the returning expatriate and his family, Bosch offers comprehensive help. They support their employees when they search for an apartment and takes on arising extra tuition costs for the children to make the integration into the German school system easier. Furthermore other Bosch employees who returned from stays abroad in the past can give advice in so called returnee seminars where other persons affected talk about its experiences.4. Asia, challenge and chanceRapidly arising markets in the Far East and Bosch takes part This financial statement of Bosch Bohr, the chairman of the area of motor vehicle technology, shows the meaning of company leaders, which ordain be attached to Asiatic and especially t o the Chinese market. After a disorder growth obtained already 2003 in China of over 20%, Bosch wants to improve his presence further in the empire of the middle.In the following sections will be analysed, which changes or requirements to the Bosch foreign dispatch will bring the future in the Asiatic market.4.2 requirements on German executives in China4.2.1 The intercultural difficultiesThe clashing of different cultures, values and particularly the different styles of management and philosophies leads very frequently to difficulties in the subsidiary firms.To notice which one is the most frequent and greatest problem that the Chinese executives have in the cooperation with German executives and vice versa, the results of a study from the year 1999 shall be illustrated, which Chinese and German manager were working in German enterprises in China.Among the problems, which the Chinese managers have with the colleges from abroad, the most important are the communication problems, l ike is described in the chart above.The culture, communication, mutual understanding and language are connected borderingly with each other belong to this category due to the different culture and the language barrier no satisfactory communication takes placeand therefore it doesnt come to a mutual understanding.In this connection the bad English knowledge of German managers and their lack of understanding of the Chinese culture will be especially found fault by Chinese colleges.10% of the mentioning are allotted to problems of the human relations. It disturbs the Chinese executives most, that they are treated differently in comparison with the Expatriates and they dont have more than confidence in Chinese colleges.This is the reason in their opinion that it doesnt come to friendships between foreign and Chinese executives who are very welcome on a Chinese. The arrogance and haughtiness of the foreigners are also criticized and the lack of interest in the Chinese population.The pr ofessional requirements are high inside the Chinese employees are hungrily to learn the new specialized knowledge of the foreign executive and they notice very fast, weather the German executives arent not ready or capable in the expected scale, to give this knowledge further.In connection with this, it is criticized that German executives prefer to work alone, they arent cooperative. In the Chinese working world one comes upon, nonetheless, the Explanation the jock and Assistance to each other.By the cessation of the in the past (before the open-door policy of China) usual lifelong job in the same enterprise and the fact that one can be discontinued because of a bad performance a considerable pressure is triggered to do well the work and this can have disapprove influence on the employees. There is the high burden of work which lets few leisure time as well as time for the own family. everyday four-in-hand have variously and very far scattered breadth of the answers without the number of the mentioning being different from each other fundamentally on the part of the foreign ones. Any problem is emerging asdominate. Problems are most frequently mentioned are in the areas of communication, labour organization, qualification and management.The general managers from abroad find some problems with their Chinese executives not only in the area of the communication. For example they dont seem to be able to solve their problems with a better communication. However the understanding stands for the Chinese executives, at first place and the lack of communication is also becoming responsibly for many difficulties in the company.4.2.2 Cultural distinction and integrationThe culture isnt reflected only in politics and in the everyday life, (i.e. in the social and consume behaviour) but it also influences the business methods, the management behaviour and the relations of employees and employers.In the following section are discussed certain general Asian culture featu res and their implications for the staff management .Group identity versus individual identityTian xia Wei gong Everything serves the conjunction under the sky. So there is a Chinese proverb from the old days which has validity today certainly too. The individual never was in the foreground but always, the community within the particular represents a tiny member.This specific and deeply rooted feature has important implications for the staff management So the individual recognition (punishment) should be carried out in private, the teams recognition should be carried out barefaced.Conflict avoidanceMost cultures of Asia avoid systematically the open conflict stamp downing.The avoidance of open conflicts is in a close connection with the Confucianism. Straight criticism and open contradiction are accompanied by the danger to lose face and fall to the social trifle.Keeping faceMost Asian societies are settled by the principle of the disgrace (the public humiliation) not by the princ iple of guiltiness (feeling of individual responsibility, conscience). The concept of the saving face is comprehensively valid, characterizes every human relation and is very important for the staff management since it forbids the public humiliation of employees.Respect opposite to higher-ranking and oldRespect, restraint and modesty are part of the etiquette in the Asian culture room generally. Hierarchies have a more important role (often according to old, rank and sex) than in Germany. The formal authorisation isnt called into question this is part of the harmony commandment.However, one shouldnt put the Asian respect before the authority absolutely. A bad supervisor is also criticized in Asia and will be corrected though indirect by pressure on third party, anonymous letters, passive behaviour and resistance, which are disguised with excuses or by frequent illness or really irrational behaviours, like panic bouts.The re-registration is frequently encoded. So the western manager must learn how indirect signals of the discontent should be decoded or interpreted.The respect of the age is one of the basic concepts of a Confucian intellect. The Age doesnt make only wise but gives a inhering authority. Seniority and hierarchy thinking still established tightly in the heads of the Chinese managers. Foreign companies are smitten with the distinguishing between respect of certain hierarchies and the prerequisite of the support managers who render the corresponding service but dont have the right age yet. In order to be accepted a younger manager must be more competent than an old one.GuanxiGuanxi has to be translated by the following expression personal relations and connections. It plays a large role in China in all areas of the life it works as sesame-open you when required because clear and codified jurisdiction doesnt have any tradition, relations are reply keyfor all problems.Western Managers should pay more attention to Guanxi if they want to succeed in c hina.4.2.3 Recruitment and motivation of local workersThe recruitment of highly qualified staff and the tie of won workers with the enterprise are a big problem area with which many foreign businesses are confronted in China. These phenomena shall be delineate here only briefly since a detailed description would blow up the frame of this work.Recruitment of local workersThe absence of qualified personal is responsibly for the high fluctuation. More and more enterprises try to find Chinese university graduates who are trained in Germany for the business in china.Motivation of local workersIf one has found local executives, one must be able to keep it because the high fluctuation is connected to high costs.Different instruments can contribute to soothe or to overcome the staff bottleneck. These are e.g. the image-building (charitable events), the training (further education possibilities have a high place value) as well as a solid and long-run career promotion strategy. For young hig hly qualified stuff, a good salary and promotion chances are decisive for staying in the enterprise.4.3 Optimization/customization of the dispatch process for/to ChinaIf one carries now out an optimization of the foreign dispatch process with Bosch to the employee-employer relationships in China against the background of the executed Asian culture features and criticisms of the Chinese Manager of their German colleagues and colleagues, then the following implications are the resultAs a rule, an intercultural preparation takes place. No reason is seen for preparations for the Chinese executives in most enterprises. It will hold the assumption that the Chinese executives must adapt to the western behaviour patterns and methods of working.A common intercultural training is, however, absolutely essential in China for the following reasonsThe great difficulties which arise from the lack of mutual understanding, are in a close connection with the knowledge about the respecting other cultu re, the action sample and moral concepts, but also its enterprise philosophies and styles of management.An intercultural seminar can make considerably, behind certain behaviour which explanations and which roots suit to an executive. It doesnt prevent the appearance of problems but it offers to possibilities of reacting specifically and developing common action strategies.Furthermore a Chinese executive can for example be made familiar with the German culture as follows by consignments to the German parent company, international stays, participation in international management courses of Chinese universities or in business Schools.Also for partner and children problems arise in the context of a longer stay abroad. Acceptable solutions must therefore be found also for the family.It is often impossible just in the pacific home to solve the language problems satisfactorily what a far-reaching isolation of the marriage partner and the children can cause with negative family consequence s. Therefore the language standard should correspond to that one of the Expatriate which enjoys an education on the standard of the easy communication in the work everyday life.Despite good preparations for marriage partner and if necessary children problems often arise of the cultural integration and problems at school. For the better integration contacts to partners of other Expatriates should be organized.The possibility of working abroad is very important for the partner who accompanies the Expatriate abroad. An intensive cooperation with other enterprises on the spot would be necessary to realize the professional way of expatriates wife in China. If no place can be found, the possibilityshould be offered for a further training for the meaningful use of the timeout such as a master course of studies.4.4 Bosch measures for ChinaAll preparatory training is evacuated to the IFIM, the form for intercultural management in Bad Honnef, since Bosch internal country speakers are special ized in European countries till now.The information journey which shall convey an impression to the Expatriate over its potential future place of work can be extended by max. two days. Another prolongation isnt granted since the employees/inside activities are used at home and every longer stay also more costs for Bosch meant for hers.The language education is carried out in a 5-week language course at the national language institute NRW in Bochum for which the future Expatriate is put by its work activity completely freely.In the 2 annual cycle the personnel officer the ZM2 accompanies a potential Expatriate on an information journey and this one checks life and employee-employer relationships on the spot.Although Bosch mediates e.g. alone for the partner, however give up many arrangements, not at the job search because of the language requirements. As a rule, Bosch can arrange a job for 5% of the partners.To subsume it, this yields no big changes in the dispatch process especially for China. Professional external help is used regarding the training, one otherwise orientates himself at the worldwide valid dispatch process.5. ConclusionThe Bosch group is a worldwide active enterprise that on the international markets, special it would like to be present on the Asian market in future. This strategy makes high demands on the staff since intercultural understanding is increasingly important besides technical qualities. International employee use represents a central instrument of the staff development. According to the high importance the dispatch process is organized very professionally by Bosch in all four phases (choice,preparation, moving, and repatriation). This grand effort beats itself in very low withdrawal rate, these are only 1-2 % in Bosch and lie under the reference values of other enterprises consequently considerably.A possible disadvantage of the time intensive preparatory phase which lasts for at least 10 weeks is the lack of flexibility. Short- term manpower requirements due to problems, like e.g. demolition of a stay abroad or illness of a manager cannot be covered with the usual staff practice in Bosch.The preparation measures of Bosch seem very well suitable also for the dispatch to China, a stronger focus on the language education of the family and the social should be put as well as professional integration of the partner. In order to make an improved cooperation possible of the Expatriates on the spot, a common intercultural training is advisable with the Chinese colleagues.BibliographyBosch (2004A) The Objectives and Principles of Employee Development, order enterprise booklet at at all Boschs personnel departments as well as Central division employee development and executives (ZM3).Bosch (2004 B) Bosch Australia regional coign clays of The Bosch Group orders www.bosch.com.au/downloads/Home/RBAU.pdf (12.04.2004).Bosch (2003A) Business report 2003, orderwww.bosch.com/de/download/GB2003_DE.pdf (11.04.2004).Bosch ( 2003B) Bosch today, order onwww.bosch.com/de/download/Boschheute2003_DE.pdf (10.04.2004).Bosch (2003/2004 ) Worldwide responsibility environmental report 2003/2004 ,order www.bosch.com/de/download/UWB_de.pdf (01.05.2004.)Kuan, Y.-C./Hring-Kuan, P. (2001) Journey guest in China, 1st edition, Dormagen.Nickut, J. (2003) Subject and leadership potential recognize and systematicpromotes to order under www.mwteam.de/products/Perspek/archives/01-2003/interview HrNickut-RobertBosch.pdf (01.05.2004).Nickut, J./Loose, H., (2000) A step to the global player international choice- AC of Robert Bosch GmbH . In Staff, exercise book 7/2000, S.360, 363.Redding, dear/Ng, M. (1982) The Role of Face in The organic lawal Perceptions of Chinese manager, in Organization study, 3rd year, no. 3, S.201-219.Welge, K.-M./Holtbrgge, D. (2003) International management, 3rd edition, Stuttgart.List of the Internet sourceshttp//www.boschrexroth.com/corporate/de/jobs_und_karriere/personalpolitik/index.jsp (14. 05.2004).http//www.bosch-career.de/de/company/aims.htm (14.05.2004).http//www.relojournal.com/nov2000/kpmgsurvey.htm (13.05.2004)http//www.workforce.com/section/09/23/26/42/index.html (13.05.2004)

The Role of Superstition Essay Example for Free

The Role of Superstition EssaySuperstition is a recurring theme in The Adventures of huckleberry Finn. Superstition is be in Merriam Websters Collegiate Dictionary, 10th Edition as a belief or practice resulting from ignorance, fear of the unknown, trust in magic or chance. Mark couplet effectively uses superstition to both foreshadow events and to contrast the personalities of the characters in the book. The more sivilized characters of the book do not believe in superstition, scarce the slight educated characters, such as Huck and Jim, often make decisions based on their belief in superstition. While several of the lesser characters in The Adventures of Huckleberry Finn believe in superstitions, it is Huck and Jim, the two main characters of the novel, who reveal that they live according to their superstitions. For example, in Chapter 4, Huck, who is then staying at leave Douglas house, sees a spider creep up his father up. He flicks the spider and it lands in a burnin g candle, shrivels up and dies. I flipped it attain and it lit in the candle and before I could budge, it was completely shriveled up.I didnt need anyone to tell me that was an awful painful sign (p. 3). According to Huck, killing a spider can bring pitiful luck. In an effort to reverse the bad omen, Huck turns around three times, each time crossing his breast, and then ties up a little gyre of his hair to keep the witches away. Huck isnt even sure this ritual will work for killing a spider, as it was intended for another bad omen, but he feels compelled to try to do something, so strong are his superstitious beliefs. Huck encounters another superstition Chapter IV of the novel.Huck, who is living with the Widow Douglas, spills the salinity and immediately tries to reverse the bad luck by tossing the salt over his left shoulder. Miss Watson, who has recently come to live with her sister, the Widow Douglas, stops him, however, and this causes Huck to worry because he cannot fini sh his ritual. I reached over for some of it as quik as I could to throw over my left shoulder to keep off the bad luckfeeling all worried and shaky, and wondering where it was going to fall on me, and what it was going to be says Huck (p. 13).Miss Watson, along with Widow Douglas, along with many of the more refine people of the novel do not believe in superstitions the same way as do slaves and less civilized people. Miss Watson will not let Huck toss the salt over his shoulder because she is trying to provide him with a good civilized and educated upbringing. According to Jim, one of the worst things you can do is touch a snakeskin. Huck does just this after faking his death at the cabin and discovering Jim at Jackson Island. The first sign that the snakeskin is actually causing bad luck is when Huck decides to play a trick on Jim.Huck takes the dead rattler that he has killed and put it near where Jim will be sleeping in the cave to scare him. Huck forgets that a snakes mate c urls up beside its dead mate. When Jim got into bed that night the dead snakes mate bites Jim on the heel, causing Jim to be unable to walk for a time. Touching a snakeskin is supposed to be so bad that Jim says that he would rather look at a new moon a thousand times over his left shoulder than touch a snakeskin.I awluz spected dat rattlesnake-skin warent done wid its work (p.90) says Jim after his and Hucks raft is torn apart by the steamboat. Jim, who tends to be more superstitious than Huck, introduces Huck to many superstitions he had never heard before. According to Jim, you mustnt count the things you are going to cook for dinner, because that would bring bad luck. The same if you shook the tablecloth after sundown. And he said if a man owned a beehive and that man died, the bees must be told roughly it before sunup next morning, or else the bees would all weaken down and quit work and die (p.39).When Huck decides to catch some young birds libertine a yard or two at a time and lighting(p. 39), Jim will not let him because he says it will bring death. He Jim said his father laid mighty sick once, and some of them catched a bird, and his old granny said his father would die, and he did. (p. 39). It is generally believed that many of the superstitions ensnare in The Adventures of Huckleberry Finn originated with the slaves and then spread throughout the South.Through his writing, Mark Twain infers to the reader that mainly the slaves, the uneducated, and the unreligious believed in the superstitions. Huck, being poor and uneducated, believed in them because his Pap, who was found with a cross in his boot to keep the witches away, raised him to believe that way. Likewise, Jim, who was a slave, also believed in superstitions. The theme of superstition in the book by Twain serves two purposes it makes the reader wonder what will happen next and also accurately portrays the various levels of society of the time.

Financial Analysis of Ryanair and British Airways

Financial Analysis of Ryan channelize and British AirwaysFinancial analysisThe purpose of fiscal analysis is to determine the financial health of a melodic phrase. Generally, this analysis is performed by the professionals who prep argon reports using the proportionalitys taken from various financial reports. The financial balances mensural are also helpful to compare with varied business. The following analysis studies the four major financial positions of BA and Ryan shipProfitability,Efficiency,fluidity andFinancial gearing.ProfitabilityIt is the unproblematic goal for any business, without this the business dopenot be projected in long run. The purpose of measuring winability is the key component for success of business. The ratios which are use to evaluate moolahability are listed down the stairsReturn on ordinary shareholders funds (ROSF)Return on capital assiduous (ROCE)Net profit mete tax revenue profit borderline.ROSFIt compares the amount of profit for the layover available to the owners average stake in the business during that same period. The ratio is explicit down the stairs ROSF = (Net profit after taxation and preference dividend (if any) / ordinary share capital +reserves) 100The Ratios calculate for BA Ryan air are shown belowFrom the higher up set back, it is clearly seen that BA values are inconsistent but whereas Ryan air tends to show improvement every year which gives more profits to the shareholders. From the definition we can say that the high ROSF %, the more profit available to shareholders.The year 2011 considered to be good for both airlines BA and Ryan air, since they are making huge profits and better revenues compared to their previous year performance. As a result, their ROSF had risen to 26% 11.34% which resulting high profits to the shareholders.This scenario has changed completely when it comes to 2012 for BA. If their investors left their cash in bank, they could have got some haughtyly charged returns. But instead BA returned (3.6%) to their investors. Though its revenue is increase by 8% and operational cost by 11% it continued to show considerable operating results. However, due to exceptional be items like expense related to pensions, BMIs acquisition affected the BA economy. On the former(a) hand, Ryan air returned 16.11% which is high than previous year to the shareholders. This is because Ryan air revenue increased by 25% and profit by 50% approximately compared to 2011. (According to annual report 2012).Though its operating be are increased due to (fuel price rise) it managed to balance that by increasing passengers fares of about 15%.In 2013, BA has raised from loss of (3.6) % to 10.78%. This is because of play along attains the profit from exceptional items (57m) and IAG part of BA contributed (265m) and also revenue rose by 5.5%. Though inconsistent in fuel prices affects their operational costs which is almost 0.3% of their innate operational costs. Bu t BA managed to stabilise it by non-fuel costs which has risen in 2012. Whereas Ryan air revenue increased by 13% which is less compared to 2012 change. Since its a low cost carrier it should maintain passenger fare as low as possible in order to compete with its rivals but, revulsion in fuel prices had raised their operational costs by 45% and passenger fare by 6%. At the end beau monde operated in profits and returned 17.35% to the shareholders.Based on ROSF results, we can say that Ryan air has performed well continuously in tierce consecutive years period by giving profits to its shareholders but BA shown some ups and downs in its results. Further ratios leave behind give us more idea why the difference has been evolved in their performance.ROCE (Return on capital employed)It is a fundamental measure of business performance. ROCE is delimitate as the ratio of crystallize operating profit to the capital employed. Capital employed is the difference b/w total assets and accr edited liabilities. The ratio is expressed belowROCE = (NET PROFIT BEFORE TAX / CAPITAL EMPLOYED) 100The ratios calculated for BA and Ryan air is shown belowThe above table describes the ROCE of a company for a period 2011-2013. From the definition we can state that higher the value of ROSE is indicating that the company c generates more earnings per dollar of capital employed. It enables us to analyse and compare BA and Ryan air without the impact of tax. It also considered the long-term debt as a part of capital, which is not the case of ROSF.Thus this ratio reveals how BA and Ryan air economized on its overall capital.In 2011, BA performed well by giving a positive result due to increased revenue in 2011 from premium travel passengers. But the performance is shrined in 2012 due to rise in operational costs and loss of 41m on exceptional items and also 66m due to partnership with IAG. Due to this it had shown negative result in 2012. But in 2013, it again rises to 4.11% from (1. 86%) because of the factors explained in ROSF.Ryan air has shown continuous improvement for three age. In 2011 its profit increased by 26% and carefully balancing the fuel costs and operating costs. For the other both years also it continuous to shown good result even though operating cost rise to 45%. Thus, we can say from ROCE ratios Ryan air performed much(prenominal) better than BA. The gross-profit margin is studied below to measure the profitability.GROSS PROFIT MARGINIt is a key financial factor that asses the profitability of a company core activities excluding fixed cost. Gross profit represents the difference b/w sales revenue and the cost of sales. The ratio is represented by gross profit to the sales revenue generated for the same period. It is a apt(p) by the formula shown belowGross profit margin = (gross profit/sales revenue) 100Gross profit margin ratios of BA and Ryan air is shown belowIt can be seen from above table that Ryan air performed well compared to BA. Though the values over three years some fluctuate but they were generating good profitability by improving their sales and proper balancing and control of fuel costs which has almost rise to 38% in 2013. Similarly airport charges and other operational costs were stabilised to make airline in profitable condition.On other hand, BA also performed well except for the year 2012.in which its fuel costs rise by 14 %, maintenance by 15% and operating withdraw costs by 34%. Due to this they showed lower values. But by gaining proper control over the above costs mentioned they started to improve their profitability by 2013. Now net profit margin is studied in order to see whether the airline is able to improve its profitability.NET PROFIT MARGINIt is the defined as the ratio b/w net profit before tax to the sales revenue. It also measures how much each of dollar earned by the company is translated into profits. If the value is low it indicates low margin of safety and higher risk that the sales decline will erase profits and lead to net loss. It is granted by the formula as shown belowNet profit margin = (profit before tax / sales revenue) 100Net profit margin ratios for BA and Ryan air shown belowThe above table depicts us Ryan air is operating much better than BA. From annual reports it is known that BA invested much money for long-term asset. Hence, their net profit margins are quite low in these three years. In 2011, it invested in IAG, bought BMI at 172.5m in 2012 and from 2011 its investing 5 billion every year for new fleet and up gradation of fleet and other.in 2011 it opened T5 which will be home to A380 fleet from 2013. On the other hand, Ryan air net profit margins are high since its investments for long term assets are low compared to BA. Ryan air continuously invest to buy new a/cs and so its the reason that it has youngest fleet of planes in the world. In 2013 it decided to buy 175 new Boeing 737-800 a/c which will be a long term asset for the Ryan a ir to transport more no. of passengers.In conclusion to the analysis of BA and Ryan air, profitability is metric by using various ratios. The results are fluctuated for BA whereas Ryan air tends to show improvement year by year from 2011-13. both(prenominal) BA and Ryan air increased their revenues, gained some control over operational costs along the analysis and deliver positive returns except for the year 2012 for BA.EFFICIENCYThe qualification ratios measure the efficiency in which various resources are managed and used in the business. The following ratios are used to evaluate the efficiency of the business number settlement period for receivablesAverage settlement period for payablesSales revenue to capital employedSales revenue per employeeAverage settlement period for ReceivablesA business will commonly be concerned with how long it takes for customers to pay the amounts owing. The efficient and timely collection of customer debts is a vital part of cash flow management. So this is the ratio which is very closely watched in many businesses. It is given by the formula as shown belowAvg.settlement period for receivables = (Trade receivables/sales revenue) 365.The ratios calculated for BA and Ryan air shown below tableThe values in above table depict the average number of days used to collect its revenue from debtors. Both BA and Ryan air has got appreciable shorter period to collect their revenue. In the analysis period from 2011- 13, BA managed to get back his revenue from receivables by an average of 17 days with slightly increased in 2013 compared to 2011. When it comes to Ryan air it has got very shorter period of an average of 5 days. From the table it is clearly seen that debtor days have fallen which means business is converting credit sales into cash much quicker than BA. This shorter period certainly asset for Ryan air liquidity.Average settlement period for payablesThe average settlement period for payables measures how long, on average, th e business takes to pay its trade payables. The ratio is calculated by a formula shown belowAverage settlement period for payables = (trade payables/credit purchases) 365The ratios calculated for creditors as shown belowSales revenue to capital employedThis ratio examines how effectively the assets of the business are being used to generate sales revenue. greater the value represents higher productivity. The ratio is calculated by a formula shown belowSales revenue to capital employed= (sales revenue/ (total assets- latest liabilities))The ratios are calculated for BA and Ryan air as shown belowFrom the table it is clearly seen that both BA and Ryan air have utilised their assets properly to improve their productivity and hence it is the reason their values of productivity rising over past three years. The values of Ryan air is small compared to BA because Ryan air revenue is almost fractional of BAs total revenue. At last despite of their company size both are making use of their assets properly.Sales revenue per employeeIt is the ratio relates sale revenue generated to a particular business resource, which is labour. Higher the value indicates greater staff efficiency. Its ratio is calculated by a formula shown belowSales revenue per employee = (sales revenue / number of employees)The ratio calculated for BA and Ryan air shown belowThe above tables describes about sales revenue per employee. Both companies uses different currency so for better analysis BA revenue is converted to euros according to exchange rate in that periods. The values clearly states that Ryan air is more labour productive than BA and other fact is noticed from table is that two companies increasing their efficiency over the analysis period 2011-2013.LIQUIDITYThese ratios are concerned with the ability of the business to meet its short-term financial obligations. Higher the ratio, the more liquid the business is considered to be, since liquidity is vital to the survival of a business. Li quidity is measured by the following ratios shown belowCurrent ratioAcid test ratio.Current ratioIt is defined as the ratio b/w liquid assets to the current liabilities. A higher current ratio is preferable to a normal one since liquidity is vital part in business. It is given by the formula as shownCurrent Ratio = (current assets/ current liabilities)The current ratio values for BA and Ryan air shown belowValues in above table clearly depict that BA current ratio values over three years On the other hand, Ryan air maintained its current ratio values 1 throughout analysis period in which it properly balanced short-term assets over liabilities and has got more liquidity compared to BA. In 2013 Ryan air current ratio value is decreased compared to 2012 because it has decided to buy 175 new Boeing 737 planes over next five years. Overall, Ryan air liquidity is better than BA.Acid-test ratioThis is an forefinger that determines whether a company has enough short-term assets to cover im mediate liabilities without selling inventory. This ratio is more reliable compared to current ratio because it doesnt include inventory. This is given by a formula as shown belowAcid-test ratio=current assets / current liabilities. (Excludes inventories in current assets)The values for BA and Ryan are shown belowFrom the table it is seen that BA values during analysis period is 1.so, this ratio indicates that company experiencing good growth, fastly converting receivables into cash and also it can also overcome its financial obligations without depending on inventories.In conclusion to the analysis of BA and Ryan air, liquidity is measured by using various ratios. The results are fluctuated for BA whereas Ryan air tends to show improvement year by year from 2011-13. Ryan air has got more liquidity compared to BA and it can easily overcome its financial obligations.3.4 Financial gearIt is the relationship b/w the contribution to financing made by the owners of the business and the amount contributed by others in form of loans. A business level of gearing is an important factor accessing risk. Gearing takes place of owners insufficient funds. Any business borrowing money from others agrees to pay interests if the borrowing is heavy then this can be meaning(a) financial burden to the company. The ratios used to measure gearing are shown belowGearing ratioInterest cover ratio.Gearing ratioIt is defined as ratio b/w long-term lenders to the long-term capital structure of a business. It is given by a formula as shownGearing ratio = (non-current liabilities/capital employed)The gearing ratios for BA and Ryan air calculated belowThe values from table states that both companies are highly geared businesses since their gearing ratios 50%. Both the companies have high shares of long-term debt in their long-term capital structure. So both companies are subjected to financial risk. Ryan air tends to decrease its debts during analysed period which can be seen from the t able by controlling their operational costs effectively during analysed period. Whereas, BA managed to decrease their debts with some fluctuations in values which can be observed from the years 2011-2013.so, a cash flow which is strong and reliable can handle high gearing effectively compared to cash flow which is unreliable .

Educational Status of Women in India

Educational Status of Women in IndiaINTRODUCTIONEducation and literacy can be viewed as essential prerequisites for the full consolidation of women into the sociable and economic flavour of the nation. Apart from providing greater opportunity for employment in the skilled and prestigious high-income jobs, feminine teaching and training nurse most-valuable consequences for the whole familys welf atomic number 18, as well as for its one-on-one members. Where the m other(prenominal) of the domicile has above average education she is more likely to enter the agitate grocery store and use her tackary income to raise the standard of well-being of the family. In addition, most studies from around the world fo below found a relationship that is inverse surrounded by a womans education and her fertility, and that is corroboratory between her education and the ahead of time survival chances of her child (Ghazi, 1985). A childs academic achievement is also likely to be virtual ly associated with its mothers train of schooling. The educational status of women at that placefore is the key indicator of the stage of societal development and the potential for progressive change.Literacy is an important indicator of development among tribal groups. Among women in public, high literacy rates lead to lower infant mortality rates (Kingdon, 1999 World Bank, 1997), reduce the number of pregnancies and enhance the status of women both in domestic life and society. Additionally, the mothers literacy status and educational attainment dumbfound significantly positive effects on the childs human capital attainment (Sengupta and Guha, 2002 Colclough, 1982). The tribal population, in general, lags behind the Hindus and the Scheduled Caste population both in literacy and educational attainment. This discrepancy in human capital attainment between the mainstream population and the tribes is in particular marked among tribal women. However, the literacy rates for schedul ed tribes in India have also improved substantially from 1961 (8.54 per penny) to 2001 (47.10 per penny) for both males (13.04 per cent to 59.17 per cent) and females (2.89 per cent to 34.76 per cent) respectively.OBJECTIVE OF THE STUDYThe hand paper aims to focus on the educational status of Muthuvan women belonging to the state of Kerala.THE STUDY POPULATIONThe tribes under instruction atomic number 18 kn let as Muthuvans who be residing in the Chinnar Wild Life Sanctuary in Devikulam taluk of the Idukki district in Kerala. The Muthuvan settlements be situated in the interior of the forest. To reach the Muthuvan settlements argon too effortful because of the segregated nature of settlements in the interior forest. Necessary and relevant information was collected from three Muthuvan colonys in the Sanctuary namely Eruttalakudi, Puthukudi, and Fifth Mile. The study generates ethnographic data through unoriginal sources, participant observation, orally conveyed memories, pe rsonal observations and interviews.In the 2001 census report the population of Muthuvan tribe is clubbed with the Mudugar tribe of Wayanad district therefore does non give the correct population of both these tribes. The population size of Muthuvan/Mudugar tribe has been given as 21000. The Muthuvans be settled agriculturalists, cultivating lemon grass, ragi, maize, beans, sweet potato and other assort ve followables. Their chief food items are ragi and rice with leaves and vegetables. Each household ca-ca their food.LITERACY LEVEL OF TRIBES IN KERALAIn all the five category plans, priority was given to educational development of the Scheduled Tribes. The main reason for the very slow spread of education among the Scheduled Tribes is the peculiar nature of their habitation. mass of the Scheduled Tribes are living in remote areas far away from educational institutions. The socio-economic condition prevailing in the tribal settlements are not contributive for studies. Lacks of sufficient educational institutions in tribal areas, their poverty etc, curtailed effective educational development among Scheduled Tribes. However, the literacy rate of the tribes in Kerala (64.9 per cent) is far ahead of the tribal areas in India (47.10 per cent) and even higher than the literacy rate of the total population of the country (64.8 per cent).The Muthuvans are very poor. Many of the students discontinue schools at Primary and Middle school out-of-pocket to financial delicateies. Though the state and central government is providing enough financial assistance in the form of scholarship, free boarding, lodging facilities, provision to text books and middle-day meals in particular schools, stipend and hostel facilities, not many tribal children are attracted to education. The Muthuvans have not been earning much to educate themselves. Their cultural surrounding and poverty creates hindrances in the process of their education.NON-FORMAL EDUCATION AMONG THE MUTHUVANSA mong the Muthuvans the dormitories were a kind of training institution for unmarried boys and missys. It is in this Chaavati (male dormitory) and Kumari Madam ( young ladys dormitory) that the traditions were passed from mouth to mouth, from older age group to youths and from youths to younger ones. The parents and the elders of the village initiate the child into different customs and traditions of their confederacy and group.The dormitory system exist as a kind of school where the Muthuvan youths of either sex fill how to perform their conjugal and social duties as also the lore of the clan. These Muthuvan dormitories are chiefly meant for imparting social education to the Muthuvan children. Muthuvan dormitory especially the Chaavati functions as if it is a club, a place for juvenile happiness, a non-formal school, and also a training center for children for making the Muthuvan boys as mature community members. At least up to the second quarter of the 20th century Muthuvans ha d both male and female dormitories (Krishna Iyer, 1939 Luiz, 1962) to train their youths to a useful and mature community member. But now the female dormitories (kumari madam- where kumari indicate the young unmarried- young ladys, madam indicates dwelling) had undergone a process of decay.The Muthuvan dormitory (Chaavati) acts as a club for members to come together to share traditional experience. Their folk-tales, folk-songs and folk dances reveals lessons in different agricultural operations, hunting, wood cutting, honey collection, and in economic pursuits. These stories and anecdotes speak about sanctity of Muthuvan discipline, social approbation, social justice, law and order in their community. Chaavati enables them to get to know how to protect the community by learning the ways of defence against animal raids and enemy attacks, teaches them how to be useful for the community through co-operative labour, enables to know the community rituals and rites and also how to partici pate in them, provides an avenue to be community conscious and corporate in their feelings and actions thus making them responsible to the community. Members are also taught how to look at fishing nets, traps, mats, ornaments etc., whereas in formal schools this kind of activities are absolutely not seen and home could not attract the Muthuvan children. From the dormitory, each Muthuvan acquire the knowledge about the botany and fauna, the forest track path, medicinal plants for various diseases and so on. In the Chaavati Muthuvan children are properly educated in order to face future eventualities of life and dispense ages with the cultural requirements.FORMAL EDUCATIONFormal education is considered as important tools for social change and development. Formal education can be broadly divide in to two, primary and secondary education. Primary education is intended for all children aged between 4 years to 12 years where as secondary education is provided for children aged 12 yea rs and above. In general any type of education oral or written is the action of developing the individual mentally and morally.For primary education in all the study villages government established primary schools with a single(a) hut class room which bequeath house all the students up to IV standard, handled by a single teacher. Muthuvans send their children to school up to primary level. To attract the children to school, government provides many facilities for students in primary level. All students in the primary school are provided with book, pencils, and slates for free of cost. Government also provided mid-day meal to all students in the primary level. In mid day meal per day 150 gram rice and 30 gram dal and 2 eggs in a week are provided.Children above the IV standard will be sent to the tribal hostels and tribal schools away in the block or district headquarters. But in one case they come for vacation, majority of them never return to hostels. The strange life style and s chedule at the hostel, being away from the parents and the village, missing all the cultural and social freedom, all these make them quit the hostels and keep them still close to illiteracy. Like any other people they too feel comfortable to speak their own language and dialect, the enavan pech (our own speech).LITERACY TRENDS AMONG THE MUTHUVAN WOMENAmong the Muthuvans the demand for education is much lower than as compared to other tribes in Kerala. Muthuvan women have to flirt in order to cope with their workaday living and do not place a high value on education. Additionally, in the remote Muthuvan hamlets where a good infrastructure is lacking, women find it difficult to have access to schools. Many are not even aware of the existence of schools in their areas due to lack of communications and networks.LITERACY LEVEL OF THE MUTHUVAN WOMENEven though Kerala has a high literacy rate even in the rural areas (90.9 per cent), women among the Muthuvan tribe are still lagging behind in literacy (36.98 per cent compared to the women literacy rate of Kerala, 87.80 per cent). The general trend of high female literacy rates in Kerala and the high status of women in the state have no impact on the literacy rate among the Muthuvan women because of their closing off and living in the dense forest away from the main stream.Considering the educational qualification of the women respondents in the study area, out of the total 211 respondents 71.09 per cent are illiterate, 18.48 per cent studied up to the primary level, 10.5 per cent were in the Middle school level. Only two respondents were studied up to Higher Secondary Level and two were studied up to graduate level.Due to the provision of incentives such(prenominal) as mid- day meal programmes and distribution of uniforms, there is a slight increase in the number of children who go to school. In the sample population, Muthuvans in the age group of 5 to 19 years showed some inclination towards schooling. Out of 92 boy s and 83 girls, 81.66 per cent boys (75 boys) and 80.53 per cent (67 girls) pay heeded school. These are obviously the first generation learners because the largest number, 82.66 per cent boys (62 out of 75 boys) and 79.10 per cent girls (53 out of 67 girls) were in the primary school. The number of girls and boys in the Middle and High school were meager. at that place are many reasons for this condition. Non-availability of middle schools in the vicinity of tribal settlements as well as the failure of ITDP schools in the state of Kerala to offer Middle schools and High Schools is the two most important reasons for the educational backwardness of tribal children. Poverty of the parents is yet another reason. Above all they are still unaware of the importance of education.EDUCATION OF THE MUTHUVAN GIRL CHILDRENThe girl child among the Muthuvans is denied the future opportunity of the total development. The reasons associated with not educating girl child are financial constraints, early marriage, submissiveness, and motherhood. After attaining puberty, Muthuvan girls are not allowed to go to school even if the school is rigid in the settlement itself. Girls have no say on the topic of education. It is entirely their parents decision. Regarding their aspiration to educate their daughters, the parents had different response. More than half of them wanted to send their daughters to schools but others thought it was futile. In absence of hired labour, the girls work at home and fields is of utmost importance and all considered the fact that eventually the girls have to get married and scoop their families. Where parents are enthusiastic about educating their daughters, they enroll their daughters in schools but rarely allow them to complete their schooling. The girls study up to primary school only since there is no middle school in their area they have to go to townsfolk to continue their education. The Muthuvans are reluctant to send their girl children out of their settlements since they are very much concerned about the safety of their daughters. Thus they discontinue their education at the primary level and turn to household chores and agricultural activities.From early childhood itself Muthuvan girls play a prominent role in running the family. By the age of 12-14 years most of the girls join the agricultural force. The girls also supplement the household income through their labour-force and also participate in minor forest produce collection. If they have spare time in spite of all these activities and guard permission from their parents then they may go to school.According to 47.86 per cent of the respondents the reason for their present educational status is that the facilities were not available for them to get educated, 0.94 per cent revealed that girls education was not allowed, 6.16 per cent said the reason that because of agricultural activities and household chores they did not get time to study, 3.31 per cent opined t hat they did not have any interest to study since this education is worth less for them on account of that they are staying in the forest and they possess enough knowledge from the forest itself to cope with their lives.Out of 211 respondents 93.36 per cent are ready to send girl children to school up to primary level, while 6.63 per cent shows unwillingness to send their girl children to school. They are of the opinion that girl children should first learn how to manage household chores and agricultural activities as they have to manage her husbands house after marriage.From early childhood to begin with, girl children are trained in various domestic chores. As soon as girl is grown up enough to play she is regarded old enough to work. She may be seen assisting her mother in all domestic work bringing fuel from the forest, carrying water from the nearby pipe and by attending to small babies. She has to attend all kinds of domestic work. When the girl children started to manage the household mother can go for agricultural activities without any hindrance.In absence of hired labour, the girls work at home and fields is of utmost importance and all considered the fact that eventually the girls have to get married and start their families. Other than going school 50.23 per cent of the girl children were managing the household chores, helping in agricultural activities and taking care of the younger children. Even if the schools were located in their hamlet itself, due to these work burdens girl children were always withdrawn from the schools.DROP-OUT AMONG THE MUTHUVAN CHILDRENDrop out is an evil of primary education. Primary education is imparted with two main objectives as to make the children literate and to prepare them for bonnie responsible citizen of the country. So the children to be literate should have at least four years schooling and to be a responsible citizen most have and eight years of schooling. The drop out pupils of the study area is large. So it is very important to analyze the cause for drop out.REASON FOR DROP-OUTSThe reasons for drop-out are depending on family status, economic imposition, bi-lingual education, lack of interest, etc. Among the Muthuvans it was found that the problem of dropout is not an isolated phenomenon, but it may be attributed to so many other facts.1. Economic ineptnessThe Muthuvans depend on agriculture for their subsistence. Further they also engaged in wage labour and each family income ranges from Rs 800/-to Rs.1000/-per month. As such they find it difficult for them to authorise hard earnings on the expenses of their childrens education.Though majority of the families depended on agricultural produce and collection of Non-Timber Forest Produce (NTFP), barter system has no long-term very much effective in their daily living. Everything has a price now a days including education. Exploitation of non-tribes in procurement of agricultural produce from Muthuvans and consequently trap in vici ous cycle of indebtedness accentuated the problem of poverty. Due to their poor economic condition, children assist their parents in familial subsistence. As such this drop-out problem is perpetuating in the study area.2. Socio-cultural factorsSocio-cultural practices of Muthuvans play a significant role in the overall development of children in the study village. The formal education which is imparted to Muthuvan children is innocent of learning about their own society and their vernacular language, they are forced to learn alphabets in alien language.Even the teachers are not well versed with Muthuvan language and they teach in text book language. They are not bothered about whether the children are capable of understanding what they are taught. It is the fact that disdain their tradition and culture these societies have to accept the innovation for getting employment. But they feel that the medium of instruction should be local up to primary level and the syllabus should be ba sed on their culture and society. Lack of such amenable medium of instruction and territorial based education causing green goddess of confusion among the children. Eventually they turn down this education under those psychological pressure and phobia about the formal education.3. Non-availability of facilitiesAll the settlements had primary schools and Anganwadies, but these settlements do not have Middle school and High Schools. The Primary Schools in the study area was working with a single teacher in a small hut having only one room. All the students from Standard I to Standard IV were sitting in the same class room and the single teacher managed all the classes. Further analysis of the reasons for dropout showed that after the attainment of puberty girls never allowed to go to schools, in addition to this their economic conditions also forced them to dropout. The dropout broadly occurred after the child completed the school. Where schools are not located at close quarters fro m the settlements, rates of dropout as well as non-enrollment are high. There is a natural hesitation on the part of most parents to send children to schools located at a distance.Lack of appropriate atmosphere of schooling, continuous attendance, paternal interest, study interest are some of the important problems of education faced by Muthuvan children. Few teachers perceived economic problems, inadequacy of clothing, lack of books and stationery as the reasons for poor attendance of students.Poverty coupled with insufficient infrastructure is responsible for the prevalence of large scale drop out among the tribal children. The Muthuvan settlements are located in forest belts. Often children have to walk through wild animal infested forest tracts to reach the nearest school. This is a big safety risk. For example, not a single child in the school going age in the settlements in the midst of Chinnar Wild Life Sanctuary was going to school, where the schools are located away from th e settlement. The Muthuvans are especially apprehensive about move girls through lonely forest tracts for a very genuine fear. Many a time not only they encounter wild elephants but also wild and lusty men. There have been instances when forest contractors, non-tribal men in the neighbouring villages have tried to make sexual advance at these young girls.PRE-METRIC HOSTEL FOR FEMALE CHILDRENThe Kerala state provided a boarding institution for tribal girls- pre-metric hostel as it is called, in Marayoor, the nearby town of the study area, for the convenience of the tribal girls who are coming from the remote settlements. The hostel has now thirty-two boarders who are students in Government-run and secluded schools. Of them, only six are from Muthuvan community. As Muthuvans consider themselves as superior to the other tribes they do not prefer to admit their children to the hostel where they would have to live, interdine, and interact with the Malapulaya children. Muthuvans are cla iming superior status over Malapulayas. The school dropout rate among Muthuvan children is said to be considerably high. It would seem that besides their hesitancy to stay and interact with Malapulaya children, Muthuvan children who are used to high altitudes and evergreen forest habitat and associated way of living find the hostel and school alienating. The resistance of Muthuvan parents to their children intermingling with Malapulaya children is very high. This also forms one of the reasons for not sending the children in the schools away from Muthuvan hamlet.DISCUSSIONLow literacy among the Muthuvan tribe in general and women in particular, presents a very serious problem. The demand side of labour market has a cave inback effect on the investment decisions on the Muthuvans in education. They are relayed on agriculture for their livelihood. The Muthuvans consider both boys and girls as economic summation to the family, therefore sending them to school upsets the traditional pat tern of division of labour. Muthuvan girls usually help their mothers at home in all possible ways and work in the field in the agricultural seasons. In non-agricultural seasons they are usually engaged in the collection of minor forest produces, grazing cattle and goats, under these circumstances parents never force the children to go to school at all. Although economic constraints hinder tribal girls from getting educated, cultural, social and family structures also contribute to the tremendous novelty in dropout rates of girls among the Muthuvans.Besides going to school majority of the Muthuvan girls are managing the household chores, taking care of the younger children, helping in the agricultural activities, hoard minor forest produces and firewood. They also bring water from the far away pipes and looking after the livestock. Parents want the children to help them in agriculture and other allied activities. On the top of that, school vacations are not synchronized with the h eavy agricultural seasons of sowing or harvesting. So the parents cannot be faulted for pulling out their children for getting of superficial extra help. The study area has only primary and middle level schools. After completing middle level education, they are unable to go to town for higher education due to cultural and safety reasons as mentioned earlier.The Muthuvan literacy level, in general is quite low. But in case of Muthuvan women it touches the lowest bottom. Muthuvans as settled agriculturalists lack enough food grains to maintain the family whole year. Education therefore is a luxury for them which they can hardly afford. Each school- going girl in a Muthuvan family is an economic unit and contribute to the family. If the girl is taken away from her normal economic work to attend school, the family is deprived of little income which she brings instead, the parents have to feed the child out of their earnings which further reduces the economic stability of the family.Mer ely increasing the number of schools in tribal areas or throwing up superficial incentives per se will not bring development to the doors of the tribal women or girl children. The actual needs and real life situations have to be taken learning of while planning schemes for tribal development. In order to facilitate tribal girls to make extensive and effective use of schooling facilities, schools must be located within easy and safe reach of children. This definitely is a meaningful incentive for a large number of tribal parents who are desirous of sending their children schools. One cannot expect young girls to walk for miles through dangerous animal and human infested forest tracks. It is easier to offer scholarships and gold medals to successful tribal learners than opening modernistic schools in distant tribal belts or removing the actual hurdles to effective utilization of existing facilities.The introduction of formal education is not without any interdict impact. A set of v alues totally alien to the Muthuvan culture have now been introduced to their community. Often, the curricular content of class room training is in admit contradiction to their real life experiences. Barring a few exceptions tribal education programmes do not take into account the needs and conditions of tribal life and culture. A curriculum that is alien to their culture and ways of life leaves them confused. Such concepts as the father being the sole bread earner, mother attends only to household chores, boys playing out-door games and girls engaged in domestic work leaves them perturbed. Even the gender insensitive games that are taught in the non- tribal schools do not have positive attitude towards tribal values. The non-tribal culture at large does not have a very pro-women attitude and the same is reflected in the attitude of these teachers towards female children. The teacher addressed the girls as waste, burden, and scolded them whenever they did not show interest in the l essons or failed to answer their questions. They made a point to repeatedly remind the female students that their place was in the home and that kitchen work does not require any formal schooling. Teachers with such attitudes are doing great damage to the motivation of girl children because of their gender sieve attitudes. Ideas that had hitherto not crept into Muthuvan mind have now been introduced. Many female teachers also act as a negative, influence on women and girl children. They usher their displeasure and disapproval about such tribal practices as elopement, divorce and widow marriage. These young children are slowly developing a sense of horror towards their indigenous practices, many of which are very progressive.

N. Fowleri Diagnosis, Treatment and Prevention

N. Fowleri Diagnosis, Treatment and PreventionHistorical AspectNaegleria Fowleri (N. Fowleri ) is a free hold, thermophilic protozoan that is a human particularized pathogen that attacks the cardinal nervous system. It can be found in contaminated fresh body of water sources. It enters through the nose and travels to the brain causing primary amoebic meningoencephalitis1. It was eldest observed in 1899 and later named after Dr. M. Fowler, who observed the first reported fatal cases of acute pyogenic meningitis in Australia in 19652. trance these transmission systems realize been set as early as the 19th century it is challenging to signalize beca t disturbrical role it mimics many of the symptoms of bacterial meningitis1.Primary amoebic meningoencephalitis (PAM) is a necrotizing and hemorrhagic meningoencephalitis3. The symptoms start 1-9 long time after the onset of transmission these symptoms include fever, nausea, headache and vomiting. The initial symptoms mimic thos e of bacterial meningitis, the later symptoms atomic number 18 unique to this disease. Later symptoms include make do stiffness, hallucinations, seizures, an inability to focus, lack of balance and eventually coma and death. The mortality rate for this disease is 95%. The disease progresses quickly and leads to death within 12 days of the initial infection1. piece of music this infection has a high mortality rate, it is very rargon. There have been 300 reported cases of PAM worldwide in the last 40 years4. It is important to note that this conditioned is often misdiagnosed so these numbers are estimates. In the get together States there have been 138 cases in the last 50 years1. This infection was once a condition that plagued developing countries but the incidence is spreading all over the world. Researchers suspect that the improverd temperatures cod to global warming, increased use of public water sources due to scarcity and an overall increase in aquatic recreational act ivities are to blame3,18.While swimming and other aquatic recreational activities help proliferate this disease so do rituals. Aga Khan University in Pakistan noticed an increased number of deaths motherd by PAM in young males that had no floor of swimming, but were devout Muslims. Those who design this faith pray five times a day and before every prayer, they perform ablution, ablution is the washing of the hands, face, ears, nose, mouth, arms and feet. While cleansing the nose, water is forced up the nose putting individuals performing this practice with inadequately purified water at a great pretend for PAM3. unearthly festivals like the Kumbh Mela where Hindus gather and swim in the Ganges river put those who participate at risk of developing diseases like PAM caused by N. Fowleri 3. In addition to sacred practices, therapeutic interventions like the Neti pot increase the risk of PAM. Nasal irrigation systems like the Neti pot work to relieve the symptoms of sinusitis and cold. It works by removing debris and mucus from the nasal bone passages. The recommendation is that the water should be boiled or mixed with a non-ionized sodium chloride.Basic structureN. Fowleri are a part of the free living amoeba that cause infections in the central nervous system. Some of the other protists are Acanthamoeba spp and Balamuthia mandrillas. Naegleria fowleri have been classified by modern techniques which analyze morphology, biochemical thoroughfare and molecular phylogeny2. The modern approach classifies N. Fowleri as a part of the super group Excavata, in the group Heterolobosea and a part of the family Vahlkampfiidae. Although the genome for N. Fowleri is not yet finished there are some studies producing information about its molecular and genetic characteristics. N. Fowleri s genus includes more than 40 species, but N. Fowleri is the only one that is known to cause disease in humans. De Jonckheere created the most popular identification system for N. F owleri . The identification system uses genetic markers like internal transcribed spacers (ITS1) and 5.8S rDNA 2. This identification system revealed at least 8 different genotypes. The genotypes are dispersed among different continents America (I,II,III), Europe (III,IV,V,VI,VIII), Oceania (V), and Asia (II,III). Of the octad genotypes only four have been found in humans, types 1-42.Naegleria are a part of the group heteroloboseans that have a three-phased lifecycle. They are first amoeba, then flagellate and at long last cyst formation5. N. Fowleri reproduces in the amoeba form via double star fission to produce the cyst and the flagellate forms. The entire cell cycle is 8 hours, N. Fowleri spends 28 minutes in M phase, 180 minutes in G1, 183 minutes in S phase, and 90 minutes in G22. In the amoeba form, the trophozoite ranges in size from 15-25 m. Trophozoites also have cytoplasmic projections called food cups which acknowledge phagocytosis of bacteria, yeast, erythrocytes and cellular waste. Trophozoites are the form of the amoeba that can feed and divide, they are also the form that enter the human host6.Trophozoites give transition into the flagellate decimal point after being exposed to a saline solution2. The flagellates cannot feed or divide, the transition also involves a change in shape from pleomorphic to pear tree shaped with a pair of flagella. The flagella have the typical 9+2 structure and are surrounded by a cytoplasmic membrane. The 9+2 flagella structure describes the cross- sectional arrangement of microtubules that make up the flagella. There are nine doublet outer tubules and two central singlet tubules7. The cyst form is yucky to most disinfection. The cyst formation is spherical, smooth, double walled and refractive. They measure about 20m. The material of the cyst wall is synthesized and packaged by the rough endoplasmic reticulum2.Route of contagion N. Fowleri is a thermophilic amoeba, its optimal temperature ranges from 1150 to 1220 F. N. Fowleri can typically be found in warm freshwater like lakes and rivers, warm water from industrial parks, or inadequately chemically hardened water, other warm water sources like water heaters and soil. In their natural environment N.Fowleri phagocytize cyanobacteria and eubacteria to regulate levels.Samples from the lakes of the southern coupled States reveal that N. Fowleri introphozoite formis present during the summer. During the winter months N. Fowleri in cyst form survive in freshwater sources, but no form of N. Fowleri can withstand freeze temperatures1 .Most cases of PAM are caused by swimming in warm freshwater, from drinking water, recreational activities, ritual abulation and sinus irrigation systems1. Infection occurs when water containing N. Fowleri gets into the nose. The amoeba enters the nose and travels along the olfactory nerve, through a bony plate in the skull called the cribriform plate3. Once it reaches the brain it causes meningoencephalit is, intellectual edema and results in herniation. The olfactory bulbs and orbitofrontal cortices become necrotic and hemorrhagic. The selective information on both humans and mice support the conclusion that death is ultimately caused by increased intracranial pinch and herniation3.Swimming in water containing N. Fowleri increases the risk for PAM but age and sex are also risk factors. From the 1962- 2015 there have been 138 reported cases of PAM in the United States, 114 of the cases have been children around the age of 12. roughly 75% of the infections have affected males1. Certain behaviors are associated with an increased risk of infection, those infected individuals reported participating in water related activities like swimming, diving event and head dunking1. Although N. Fowleri can be transmitted through water it cannot be transmitted through aerosols or droplets, or via person to person contact. N. Fowleri can be found in other organs of the body, such as the heart, lun g, spleen and thyroid1.PathogenesisN. Fowleri enter the human host through the nose which provides access to the brain. Within eight hours of infection N. Fowleri is present in the mucus layer of the olfactory epithelium. Within 24 hours N. Fowleri are in the olfactory bulb and present in the cribriform plate. By 96 hours neutrophil polymorphs cause a severe inflammatory response in the olfactory bulb which leads to brain tissue damage3.Contact dependent mechanisms are N. Fowleri mediated pathogenic processes. The primary mechanism of pathogenesis in N. Fowleri is adhesion. Adhesion al utters for movement and chemotaxis in the nasal mucosa and assists N. Fowleri with disease progression. Adhesins are expressed on the resurrect of N. Fowleri, the adhesins are integrin like proteins surrounded by adhesion like structures. Fibronectin binding protein, protein kinase C and NFa1 are important to interrupting the host mediated cytotoxicity3. In an experiment interrogation cytopathicity of N. Fowleri, a culture would bind to Fibronectin and in the presence protein kinase C the ability of the amoeba to adhere increased8. N. Fowleri also produces Reactive Oxygen Species (ROS) which damage the host cell. following cell damage, N. Fowleri uses phagocytosis and amoebastomes to assist N. Fowleri in breaking down and consuming the cells through a sucker structure on its surface. These processes are mediated via actin and involve the polymerization of monomeric G-actin and filamentous F-actin. Studies have found that a membrane protein Mp2CL5 may also play a role in pathogenicity, without this protein N.Fowleri are nonpathogenic3 .This protein is suspected to aid in pathogenicity by navigating the environment, and movement toward food sources9.In addition to contact dependent mechanisms of pathogenicity, N.Fowleri also utilizes contact independent mechanisms. N-PFP is a cytolytic pore forming protein that depolarizes the cell membrane and decreases the integrity. Naegleria pores A and B are pore forming polypeptides that are very similar in structure and function. Both are antimicrobial and cytolytic polypeptides3. The enzymes phospholipase A, A 2 and C are present in patients with PAM. Phospholipases are responsible for the demyelination of white matter. Sphingomyelinase, neuroaminidase, elastase and proteolytic enzymes are responsible for demyelinating nerve tissue. N. Fowleri are hemolytic due to the heat shock protein 70 which is unaffected by salt concentrations, chelating agents, pH and temperature extremes3,10. This protein is present in the cytoplasm, pseudopodia and phagocytic food cups. There are many other factors associated with the pathogenicity of N. Fowleri and others that are suspected to have an effect on the pathogenicity.On the onset of infection the hosts innate immune system attempts to reduce the pathogens cytotoxicity. During the early infection the body releases mucin which surrounds the N.Fowleri trophozoites to anticipate cy totoxicity. In the later infection eosinophils and neutrophils surround the N. Fowleri cells to prevent cytotoxicity. Inflammation increases over time, although there are not many cells that penetrate the host epithelium. The inflammation and polymorph atomic cells from the host response damage cerebral tissue2 .Diagnosis, Treatment, PreventionDiagnosis of N. Fowleri is heavily dependent on laboratory techniques. The most effective way to diagnose N. Fowleri requires cerebrospinal fluid (csf) which is conducted while the patient is living and brain biopsy which is conducted post-mortem11. Different laboratory ravels are utilized to analyze the specimen. When PAM is suspected, samples can be wet mounted and situated under a microscope to identify trophozoites12. Polymerase chain reaction is a method that can be used to amplify DNA, to identify the presence of N. Fowleri DNA in a sample11. Another laboratory technique involves antigens that were developed from mouse monoclonal anti bodies (mAbs) against N. Fowleri . When indirect immunofluorescence assays are used mAbs react to N.Fowleri from specific geographic regions13.The infection due to PAM progresses quickly and as previously stated, mimics symptoms of bacterial meningitis. Even with the advances in laboratory diagnostics most cases are diagnosed post mortem making effective treatment elusive. 1 successful case study provides an example of effective diagnosis and treatment of this condition. On July 13, 2013, a 12 year-old girl presented to Arkansas Childrens Hospital vomiting, having trouble holding up her head and was unable to open her eyes. A few days prior to hospitalization the patient had been playing in a local water park. During her hospitalization she experienced hallucinations, and thirst. A spinal tap was performed which ruled out bacterial meningitis. The laboratory set N. Fowleri trophozoites in the patients cerebrospinal fluid. After determining the infection was PAM caused by N. Fowle ri, physicians initially treated the patient with antibiotics and fungicides like Amphotericin B, Rifampin, Fluconazole, Dexamethasone and Azithromycin .None of these treatments improved the condition of the patient. The hospital petitioned the Center for Disease hold (CDC) to allow the use of a new experimental drug available for the treatment of N.Fowleri14. The drug Miltesfosine was given 36 hours after the initial diagnosis, physicians also lowered the patients body temperature to 93.2 F0 to reduce cerebral edema and intracranial pressure. After 18 days in the ICU there was no N. Fowleri found in her system. The patient experienced a full but gradual recovery over the next fifty five days. After seven days the patient was able to write her name, in xiv days she was able to speak in one and two syllable words. She also underwent both speech and physical therapy14.This patient is one of the three known survivors of PAM. While the virulence factors and the degree of recovery th at surround the other two cases of survival are unknown. The prompt diagnosis, treatment with Miltesfosine within thirty six hours and maintaining a low body temperature for this patient played significant roles in effectively treating this infection14. Although the first case of N. Fowleri was over 50 years ago, the mortality rate for this disease continues to increase due to water scarcity which increases use of water from public sources. As previously stated this condition is either diagnosed post mortem or misdiagnosed. The development of a standard microbial treatment will aid in the reduction of high mortality rates14.In the three cases of survival the patients were all intially treated with amphotericin B, rifampcin, fluconazole, dexamethasone and phenytoin during the first week of infection15. In 1969 a patient survived PAM with the successful treatment of amphotericin B. The patient in 2013 was initially treated with amphotericin B and it was ineffective. Miltesfosine effec tively treated this patients PAM14. Other drugs with the potential to treat PAM have been tested, and some have been proven effective while others have not. Clotrimazole a drug that has been used as an antifungal had potential to treat PAM but under further study was deemed ineffective16.In developing countries like Pakistan where water is in short supply and ablution is common practice the danger of becoming infected with N. Fowleri is greatly increased. irrigate sources in these countries include wells or water storage tanks which are often contaminated with N. Fowleri 17. In order to prevent infection the World Health Organization (WHO) encourages that water storage units and wells be regularly tested to ensure proper disinfection. humans health organizations have also encouraged the use of nose clips while swimming in lakes and other freshwater sources, and boiling water that is used for ablution17. centilitre disinfection regimens prevent against most pathogens in drinking w ater systems however free living amoeba like N. Fowleri survive most disinfection. The cyst form of N. Fowleri is large-minded to most disinfection and are associated with biofilm that can build up in drinking water systems. N. Fowleri have been isolated in drinking water systems in Australia, the United States and Pakistan, in both Australia and the United States they maintain chlorine levels of 0.5mg/L at all times in the drinking water18.To test the amount of chlorine requisite to eliminate N. Fowleri, inquiryers conducted an experiment using two separate sites, a pre re-chlorination site and a post re-chlorination site, both sites were monitored before and after re-chlorination for a year. The results were that after chlorination of greater than 1mg/L at each site, in the post re-chlorination site the amoeba were gone within 60 days. The pre re-chlorination site would have seasonal flares of N.Fowleri but the chlorine levels eliminated the protozoan and prevented further spre ad. Overall chlorine levels above 1mg/L result in the elimination of N.Fowleri in drinking water systems18.Summary of current areas of research notesN. Fowleri is a rare pathogen that was discovered over fifty years ago. Since its discovery still not much is known about this pathogen. Future research into this pathogen will focus on patient complaint diagnosis and treatment, expanding the drugs that are used, biomarkers, and drug targets. In order to determine whether the patient has contracted PAM due to N.Fowleri the patients csf is tested and if the test is negative for bacterial cultures and the patient has a history of swimming or other aquatic activities, then the patient tests positive for N.Fowleri. Extracting csf can increase the pressure in the patients brain and lead to herniation of the brain. Because N. Fowleri travels to the brain via the nasal passage, the proposed route of diagnosis is collecting a nasal sample. Research confirms that N.Fowleri can be calm in both c sf and nasal cultures3.Drugs administered through the nasal cavity, through the transcribial route would be delivered across the cribifrom plate to the inferior portion of the frontal lobe. This is the site where N. Fowleri attacks and spreads to the central nervous system. Drugs like amphotericin B do not decrease the minimum inhibitory concentration (mic) when administered intravenously. By potentially administering the drug transcribialy, the drug passes the blood hindrance which would allow the drug to be more potent, trail the route of N.Fowleri, attack the site of infection, allow the lethal dose of drug to achieve the mic without venous drainage, and lastly to avoid symptoms of intravenous drug administration 15.There are clinically approved drugs that have promising amoebicidal effects. These drugs interrupt the mechanisms and processes of the amoeba. digoxin and proyclidine both exhibit amoebicidal properties. Digoxin treats atrial fibrillation and heart rhythm disorder by helping the heart beat stronger and with more rhythm19. Proyclidine is used to treat Parkinsons and other diseases that cause involuntary pass movement20. In order for further testing of the amoebicidal effects of these drugs to continue to be studied more drugs that have the potential to be amoebicidal must be identified and screened for tests to go from in vitro testing to in vivo testing. There has not been a lot of emphasis on finding drugs that treat N. Fowleri because the condition is rare and affects populations in the developing world.Biomarkers for PAM have been challenging to identify because little is known about N. Fowleris pathophysiology. Mass spectrometry, NMR and other tools of analysis are being utilized to identify biomarkers. Researchers are also making biochemical profiles of individuals in populations that contracted the disease against those who did not. These profiles will include information on the individuals age, gender, ethnicity and factors that predisp ose them to this condition3. This condition is rare and because of its rarity has been studied infrequently. With limited time and resources N.Fowleri is funded and studied less frequently than conditions that affect larger populations like Malaria or the Zika virus.The range of drugs used to treat patients with PAM is severely limited, researchers are developing drugs that would inhibit different processes of N.Fowleri. The drug pathways are hydrolytic enzymes that invade the host cells, glycocytic enzymes that are expressed differently by the pathogen, thiol based redox metabolism pathway, aerophilic stress pathway, trypanothione pathways, and encystation and excystation pathways3.Bibliography1. Naegleria fowleri- primary amebic meningoencephalitis (PAM) amebic encephalitis. Centers for Disease Control and Prevention Web site. =. Updated December 2015. Accessed January, 2017.2. Martinez-Castillo M, Cardenas-Zuniga R, Coronado-Velazquez D, Debnath A, Serrano-Luna J, Shibayama M. Naegleria fowleri after 50 years Is it a ignored pathogen? J Med Microbiol. 2016. inside 10.1099/jmm.0.000303 doi.3. Siddiqui R, Ali IKM, Cope JR, Khan NA. Biology and pathogenesis of naegleria fowleri. Acta Trop. 2016164375-394. doi http//dx.doi.org/10.1016/j.actatropica.2016.09.009.4. Coupat-Goutaland B, Rgoudis E, Besseyrias M, et al. Population Structure in Naegleria fowleri as Revealed by Microsatellite Markers. Chiang T-Y, ed. PLoS ONE. 201611(4)e0152434. doi10.1371/journal.pone.0152434.5. The genome of naegleria gruberi illuminates early eucaryotic versatility. Cell. (- 5)- 631. doi 10.1016/j.cell.2010.01.032.6. Marciano-Cabral F, Cabral GA. The immune response to naegleria fowleri amebae and pathogenesis of infection. FEMS Immunology Medical Microbiology. 200751(2)243-259. doi 10.1111/j.1574-695X.2007.00332.x.7. Lodish H, Berk A, Zipursky SL, et al. Molecular Cell Biology. 4th edition. New York W. H. Freeman 2000. Section 19.4, Cilia and Flagella Structure and Movement. Available from https//www.ncbi.nlm.nih.gov/books/NBK21698/8. Han, KL., Lee, HJ., Shin, M.H. et al. Parasitol Res (2004) 94 53. doi10.1007/s00436-004-1158-99. RVEILLER FL, SUH S, SULLIVAN K, CABANES P, MARCIANO-CABRAL F. Isolation of a unique membrane protein from naegleria fowleri. J Eukaryot Microbiol. 200148(6)676-682. doi 10.1111/j.1550-7408.2001.tb00208.x.10. Song, KJ., Song, KH., Kim, JH. et al. Parasitol Res (2008) 103 313. doi10.1007/s00436-008-0972-x11. Cope JR, Ali IK. Primary amebic meningoencephalitis What have we learned in the last 5 years? Curr Infect Dis Rep. 201618(10)31-016-0539-4. doi 10.1007/s11908-016-0539-4 doi.12. Baig AM, Khan NA. Tackling infection owing to brain-eating amoeba. Acta Trop. 201514286-88. doi 10.1016/j.actatropica.2014.11.004 doi.13. Pugh JJ, Levy RA. Naegleria fowleri Diagnosis, pathophysiology of brain inflammation, and antimicrobial treatments. ACS Chem Neurosci. 20167(9)1178-1179. doi 10.1021/acschemneuro.6b00232 doi.14. Heggie TW, Kpper T. Surviving naegleria fowleri infections A successful case report and novel therapeutic approach. Travel Medicine and Infectious Disease. . doi http//dx.doi.org/10.1016/j.tmaid.2016.12.005.15. Baig AM, Khan NA. Novel chemotherapeutical strategies in the management of primary amoebic meningoencephalitis due to naegleria fowleri. CNS Neuroscience Therapeutics. 201420(3)289-290. doi 10.1111/cns.12225.16. Jamieson A. Effect of clotrimazole on naegleria fowleri. J Clin Pathol. 197528(6)446-449.17. Siddiqui R, Khan NA. Primary amoebic meningoencephalitis caused by naegleria fowleri An old enemy presenting new challenges. PLoS Negl Trop Dis. 20148(8)e3017. doi 10.1371/journal.pntd.0003017 doi.18. Miller HC, Morgan MJ, Wylie JT, et al. Elimination of naegleria fowleri from bulk water and biofilm in an operational drinking water distribution system. Water Res. 201611015-26. doi S0043-1354(16)30912-5 pii.19. Dawson AH, Buckley NA. Digoxin. Medicine. 201644(3)158-159. doi http//dx.doi.org.prox y.campbell.edu/10.1016/j.mpmed.2015.12.006.20. Procyclidine. Drugs.com Know more. Be sure Web site. https//www.drugs.com/cdi/procyclidine.htm. Updated 2017. Accessed 5/25/17, 2017.1 Naegleria fowleri- primary amebic meningoencephalitis (PAM) amebic encephalitis. Centers for Disease Control and Prevention Web site. https//www.cdc.gov/parasites/naegleria/pathogen.htmlhistory. Updated December 2015. Accessed January, 2017