Using the Spanish Verb Echar

Using the Spanish Verb Echar Echar may primarily mean to throw, but the reality is that it has literally dozens of possible translations that vary wildly with the context. Fast Facts Although it is usually defined first in dictionaries as to throw, echar is an extremely flexible verb than can refer to many types of giving something motion, either literally or figuratively.Echar is the verb in a wide array of idiomatic phrases.Echar is conjugated regularly. In its simplest usage, echar means to throw or, more generally, to move (something) from one place to another. See how the way you understand and translate the verb depends on what is being moved and how: Echà ³ el libro a la basura. (She threw the book in the garbage.)Echar una cuchara de aceite de oliva. (Add a spoonful of olive oil. While throw works in the sentence above, it obviously doesnt here.)Angelita echà ³ la carta al correo. (Angelita sent the letter in the mail.)Echà ³ el vino en una copa. (He poured the wine into a glass.)Este dragà ³n es monstruo que echa llamas de fuego por la boca. (This dragon is a monster that breathes fire from its mouth.)Esa mquina echa chispas. (That machine gives off sparks. You also could use throw here: That machine throws sparks.)Le echaron de la escuela. (They tossed him out of the school. Note that, as in English, this sentence can be understood literally, meaning he was physically removed, or figuratively, meaning that he was expelled.)Zupo les echà ³ la charla a sus jugadores. (Zupo gave the talk to his players.) Idioms Using Echar Because echar can be so broadly understood, it is used in a variety of idioms, many that you probably wouldnt associate with the concept of throwing. For example, echar la culpa, which might literally be understood as to throw blame, typically would be translated simply as to blame. Example: Y luego me echà ³ la culpa de arruinarle el cumpleaà ±os. (And later he blamed me for ruining his birthday.) Here are some other idioms using echar: echar un vistazo a (to glance at)echar de menos a alguien (to miss someone)echar abajo (to pull down)echar la llave (to lock)echar el freno (to put the brakes on)echar a perder (to ruin or demolish)echarse atrs (to back out)echarse un novio (to get oneself a boyfriend)echar ganas (to put forth much effort)echar a suertes (to make a decision by random means such as tossing a coin or drawing straws)echar el alto (to order someone to stop)echar un ojo (to watch or look at)echar balones fuera (to sidetrack)echar las campanas al vuelo (to shout out the news)echar el cierre (to close or shut down)echar algo en falta (to miss something)echar la buenaventura (to tell a fortune)echar la vista atrs (to look back)echar por tierra (to ruin or spoil)echar una siesta (to take a nap or siesta)echar sapos y culebras (to rant and rave)echar una mirada (to take a look)echar sal (to salt)echar en saco roto (to do something in vain)echar el resto (to go for broke)echar un pulso (to challenge someone, t o arm wrestle) echar pestes de alguien (to run somebody down)echar una pelà ­cula (to show a film)echar la primera papilla (to vomit)echar una mano, echar un capote (to help out, give a hand)echar leà ±a al fuego (to add fuel to the fire)echar el guante a alguien (to catch somebody)echar una cana al aire (to let ones hair down. A cana is a gray or white hair.)echar una cabezada (to nap)echar chispas (to give off sparks, to rant)echar una bronca a alguien (to tell off someone)echar agua al vino, echar agua a la leche (to water down) Also, the phrase echar a followed by an infinitive often means to begin, as in these examples: Cada vez que oà ­a la cinta me echaba a llorar. (Each time I heard the tape I would burst into tears.)Prà ©stame tus alas y echarà © a volar. (Lend me your wings and I will begin to fly.) Conjugation of Echar Echar is conjugated regularly, following the pattern of hablar. Here are the most common indicative tenses: Present: yo echo, tà º echas, à ©l/ella/usted echa, nosotros echamos, vosotros echis, ellos echanPreterite: yo echo, tà º echas, à ©l/ella/usted echa, nosotros echamos, vosotros echis, ellos echanImperfect: yo echaba, tà º echabas, à ©l/ella/usted echaba, nosotros echbamos, vosotros echabais, ellos echabanFuture: yo echarà ©, tà º echs, à ©l/ella/usted ech, nosotros echaremos, vosotros echarà ©is, ellos echaran.

Couric Family Tree - Ancestry of Katie Couric

Couric Family Tree - Ancestry of Katie Couric 1. Katherine Anne (Katie) COURIC was born on 7 Jan 1957 in Arlington, Va. Second Generation 2. John Martin COURIC Jr.  was born on 28 Aug 1920 in Brunswick, Glynn Co., Ga. He married Elinor HENE married on 26 Jan 1944 in Chicago, Cook Co., Ill. 3. Elinor HENE  was born on 30 Jun 1923 in Omaha, Douglas Co., Nebr. John Martin COURIC Jr. and Elinor HENE had the following children: i. Emily COURIC was born on 5 Jun 1947 in Atlanta, Fulton County, Georgia, and died of pancreatic cancer on 18 Oct 2001 in Charlottesville, Albemarle County, Virginia. ii. Clara (Kiki) COURIC (living) iii. John Martin COURIC III (living) 1 iv. Katherine Anne (Katie) COURIC Third Generation 4. John Martin COURIC  was born on 19 Jan 1886 in Eufaula, Barbour Co., Ala.  and died on 13 Apr 1947 in Laurens Co., Ga.  He married Wildie Churchill HIBBLER on 11 Jan 1912  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 5. Wildie Churchill HIBBLER  was born on 5 Jul 1886 in Miss.  and died in Apr 1974 in Arlington, Va.  She was buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. John Martin COURIC and Wildie Churchill HIBBLER had the following children: i. Charlotte COURIC  was born about 1914 in Georgia.2 ii. John Martin COURIC Jr. 6. Berthold B. (Bert) HENE  was born on 18 Jun 1890 in Burlington, Des Moines Co., Iowa.  He worked as an architect  and described himself as medium height and build, with grey eyes and black hair.  He married Clara L. FROHSIN. 7. Clara L. FROHSIN  was born on 8 Jan 1898 in Alexander City, Tallapoosa Co., Ala. and died on 20 Nov 1987 in Atlanta, Fulton Co., Ga. Berthold B. (Bert) HENE and Clara L. FROHSIN had the following children: 3 i. Elinor HENEii. Bert HENE Jr.  was born about 1926 in Nebraska. Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Generations 1-3 8. Alfred Alexis COURIC was born on 20 Feb 1843 in Eufaula, Barbour Co., Ala.  and died on 17 Dec 1917 in Eufaula, Barbour Co., Ala.  He married Sarah Sophia (Sallie) MCKLEROY on 20 Dec 1871 in Eufaula, Barbour Co., Ala.  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 9. Sarah Sophia (Sallie) MCKLEROY was born on 18 Apr 1850 in Eufaula, Barbour Co., Ala.  and died on 9 Jan 1900 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour County, Alabama. Alfred Alexis COURIC and Sarah Sophia (Sallie) MCKLEROY had the following children: i. Mollie Shorter COURIC was born on 2 May 1873 in Eufaula, Barbour Co., Ala.  and died on 24 Apr 1947 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.ii. Alfred Alexis (Lex) COURIC was born on 11 May 1876 in Eufaula, Barbour Co., Ala.  and died on 23 May 1941 in Eufaula, Barbour Co., Ala.  He is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.iii. Katherine Kolb COURIC was born on 18 Jan 1878 in Eufaula, Barbour Co., Ala.  and died on 6 May 1936.iv. William McKleroy (Roy) COURIC was born on 25 Jun 1880 in Eufaula, Barbour Co., Ala.  and died on 12 Sep 1918 in Eufaula, Barbour Co., Ala.  He is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.v. Sarah Pauline COURIC was born on 3 Feb 1882 in Eufaula, Barbour Co., Ala.  and died on 11 Sep 1954 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.vi. Charles Mathuron COURIC was born in 1884 in Eufaula, Barbour Co., Ala. an d died in 1934 in Dawson, Ga.4 vii. John Martin COURICviii. Junius Battle COURIC was born on 28 Jun 1889 in Eufaula, Barbour Co., Ala. and died on 3 Nov 1968 in Miami, Dade Co., Fla.ix. Edmonson Shorter COURIC was born on 5 Jan 1891 in Eufaula, Barbour Co., Ala. and died on 23 Aug 1953 in Miami, Dade Co., Fla.x. Martha Gill COURIC died at the age of 7 months, 1 day  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 10. James Edmund HIBBLER  was born on 20 Sep 1847 in Alabama and died on 25 Feb 1921. He married Ida Hill IVY on 2 Mar 1871 in Noxubee Co., Miss. 11. Ida Hill IVY  was born on 5 Dec 1849 in Mississippi and died on 5 May 1927. James Edmund HIBBLER and Ida Hill IVY had the following children: i. Carrie B. HIBBLER  was born about 1871 in Noxubee Co., Miss. ii. Fannie HIBBLER  was born about Apr 1873 in Mississippi. iii. James S. HIBBLER  was born about 1874 in Noxubee Co., Miss. iv. Robert HIBBLER  was born about 1876 in Noxubee Co., Miss. v. Mary A. HIBBLER  was born about 1879 in Noxubee Co., Miss. vi. Lottie J. HIBBLER  was born about Mar 1882 in Mississippi. 5 vii. Wildie Churchill HIBBLER viii. Laura HIBBLER  was born about Oct 1890 in Mississippi. 12. Aaron HENE  was born about Oct 1848 in Bavaria.  He immigrated about 1864-1865 to the United States  and was naturalized in 1893.  He worked as a cigar maker  and married Matilda MEYER about 1883. 13. Matilda MEYER  was born about Aug 1862 in Germany.  She immigrated in 1874  or 1889  to the United States and was naturalized in 1893. Aaron HENE and Matilda MEYER had the following children: 6 i. Berthold B. (Bert) HENEii. Robert D. HENE  was born about Mar 1899 in Nebraska. 14. Isaac FROHSIN was born on 2 Aug 1865 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 26 Dec 1922 in Alexander City, Tallapoosa Co., Ala. He is buried on 28 Dec 1922 in West Point, Troup Co., Ga. Isaac married Emma HAGEDORN on 10 Feb 1897 in West Point, Troup Co., Ga. 15. Emma HAGEDORN was born on 4 Aug 1865 in Giershagen, Nordrhein-Westfalen, Germany and died on 13 Apr 1946 in Alexander City, Tallapoosa Co., Ala. She is buried in West Point, Troup Co., Ga. Isaac FROHSIN and Emma HAGEDORN had the following children: 7 i. Clara L. FROHSINii. Leon FROHSIN was born on 5 Jan 1899 in Alexander City, Tallapoosa Co., Ala. and died on 6 Nov 1973 in Fulton Co., Ga.iii. Ralph FROHSIN was born on 24 Aug 1902 in Alexander City, Tallapoosa Co., Ala. and died on 13 Oct 1994 in Alexander City, Tallapoosa Co., Ala.iv. Lewis FROHSIN was born on 16 Apr 1906 in Alexander City, Tallapoosa Co., Ala. and died on 8 Aug 1977 in Fulton Co., Ga. Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Generations 1-3 16. Charles Mathuron COURIC was born on 24 Nov 1817 in Laurient, France  and died on 19 May 1861 in Eufaula, Barbour Co., Ala.  He married Henrietta Francoise Farier DOUTRE about 1839 in Eufaula, Barbour Co., Ala. and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 17. Henrietta Francoise Farier DOUTRE was born on 10 Aug 1805 in Saintes, France  and died on 22 Nov 1873 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. Charles Mathuron COURIC and Henrietta Francoise Farier DOUTRE had the following children: i. Lucien COURIC was born about 1841 in Eufaula, Barbour Co., Ala. and died about 1898 in Wetumka, Ala.8 ii. Alfred Alexis COURICiii. Frances Elizabeth COURIC was born about 1845 in Eufaula, Barbour Co., Ala. and died on 1 Jan 1900 in Union Springs, Ala.iv. Alida Mathilde COURIC was born on 25 Oct 1847 in Eufaula, Barbour Co., Ala. and died on 14 Mar 1933 in Mobile, Ala. 18. Captain William Henry MCKLEROY was born unknown. He married Martha Gill SHORTER. 19. Martha Gill SHORTER was born about 21 Sep 1821 in Pass Christian, La.  and died on 6 Sep 1855. Captain William Henry MCKLEROY and Martha Gill SHORTER had the following children: i. Emily Francis MCKLEROYii. John Martin MCKLEROYiii. William Henry MCKLEROY IIiv. Mittie MCKLEROYv. Mary MCKLEROY9 vi. Sarah Sophia (Sallie) MCKLEROYvii. Reuben S. MCKLEROY died in Sep 1855 in Pass Christian, La. 20. James Lawrence HIBBLER was born on 24 Nov 1812 in Edgefield Co., S.C. and died on 20 Mar 1880. He married Mary Ann AMASON on 9 Feb 1838 in Sumter Co., Ala. 21. Mary Ann AMASON was born on 19 Aug 1819 in N.C. James Lawrence HIBBLER and Mary Ann AMASON had the following children: i. Laura Jane HIBBLER was born on 10 Dec 1838 in Sumter Co., Ala.ii. Infant HIBBLER was born in 1840 in Sumter Co., Ala. and died in 1840 in Sumter Co., Ala.iii. Thomas William HIBBLER was born on 15 Aug 1842 in Sumter Co., Ala. and died on 3 Oct 1857 in Sumter Co., Ala.iv. Robert HIBBLER was born on 10 Nov 1845 in Sumter Co., Ala.10 v. James Edmund HIBBLERvi. Infant HIBBLER was born on 10 Dec 1849 in Sumter Co., Ala. and died on 10 Dec 1849 in Sumter Co., Ala.vii. Infant HIBBLER was born on 15 Dec 1851 in Sumter Co., Ala. and died on 15 Dec 1851 in Sumter Co., Ala.viii. Mary Frances HIBBLER was born on 11 Aug 1852 in Sumter Co., Ala. 22. Bird IVY  was born on 5 Mar 1812 in Warrenton Co., Ga. and died on 8 May 1884 in Pickens Co., Ala. He married Caroline Jemima COCKRELL and is buried in 1884 in Old Memphis Cemetery, Cochrane, Pickens Co., Ala. 23. Caroline Jemima COCKRELL  was born on 5 Oct 1827 in S.C. and died on 30 Nov 1895 in Noxubee Co., Miss. She is buried in 1895 in Odd Fellows Cemetery, Macon, Noxubee Co., Miss. Bird IVY and Caroline Jemima COCKRELL had the following children: i. Thomas William IVY was born about 1846 in Noxubee Co., Miss.11 ii. Ida Hill IVYiii. Charlotte Gibson IVY was born about 1851 in Ala.iv. Jesse Churchill IVY23 was born about 1854 in Miss.v. Jeremiah A. IVY was born about 1856 in Miss.vi. Carrie Moore IVY was born on 15 Jun 1860 in Noxubee Co., Miss.vii. Fannie Barrett IVY was born on 18 Sep 1861 in Miss. 24. Wolfgang HENE was born about 1814 in Geinsheim, Germany He married Mahle (Mable?) UNKNOWN. 25. Mahle (Mable?) UNKNOWN  was born about 1813 in Bavaria. Wolfgang HENE and Mahle (Mable?) had the following children: i. Isaac HENE  was born about Mar 1838 in Geinsheim, Germany and died on 14 Mar 1905 in Cook Co., Illinois.  He immigrated in 1863 to the United States  and worked as a vegetable peddler in Chicago.ii. Simon HENE was born on 15 Feb 1843 in Geinsheim, Rhein Pfalz, Germany  and died on 25 Mar 1895.  He is buried in the Jewish Cemetery, Burlington, Des Moines Co., Iowa.iii. Charles HENE  was born on 12 Dec 1844 in Geinsheim, Germany  and died on 3 Jun 1901 in Colorado.  He was a cigar manufacturer in Chicago, Cook Co., Ill.  and is buried in Fairmount Cemetery, Denver, Colo. 12 iv. Aaron HENE v. Bertha HENE  was born about 1854 in Bavaria.vi. Blondiso (Blondie) HENE  was born about Jul 1873 in Germany. She immigrated in 1885 to the United States. 26. MEYER was born and had the following children: 13 i. Matilda MEYERii. Freda MEYER  was born about 1873 in Germany. Fifth Generation Continued Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Fifth Generation, Part One Fifth Generation, Continued 28. Solomon FROHSIN was born about 1838 in Brakel, Hoxter, Nordrhein-Westfalen, Germany. He married Julia LEVINSOHN. 29. Julia LEVINSOHN was born. Solomon FROHSIN and Julia LEVINSOHN had the following children: i. Jonas FROHSIN was born on 27 Aug 1856 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 23 Apr 1949 in New York, N.Y. He is buried in Atlanta, Fulton Co., Ga.ii. Ida FROHSIN was born on 27 Aug 1857 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died in 1938.iii. Abraham FROHSIN was born on 20 May 1864 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 14 Apr 1942 in New York, N.Y. He is buried on 17 Apr 1942 in Mt. Sinai Cemetery, Philadelphia, Pa.14 iv. Isaac FROHSINv. Cecelia FROHSIN was born on 28 Sep 1869 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 15 Jun 1949 in Philadelphia, Pa. She is buried on 17 Jun 1949 in Mt. Sinai Cemetery, Philadelphia, Pa. 30. Abraham HAGEDORN was born on 26 Oct 1819 and died on 15 May 1908. He married Clara ROSENBAUM. 31. Clara ROSENBAUM was born on 10 May 1825 and died on 19 Apr 1897. She is buried in Giershagen, Nordrhein-Westfalen, Germany. Abraham HAGEDORN and Clara ROSENBAUM had the following children: 15 i. Emma HAGEDORN Sixth Generation 38. Reuben Clarke SHORTER Sr was born on 13 Feb 1787 in Culpepper Co., Va.  and died on 14 Jul 1853 in Eufaula, Barbour Co., Ala.  He married Mary Butler GILL on 31 May 1812 in Jasper Co., Ga. 39. Mary Butler GILL was buried in Shorter Cemetery, Eufaula, Barbour Co., Ala. Reuben Clarke SHORTER Sr and Mary Butler GILL had the following children: i. Sarah Elizabeth SHORTERii. Emily Frances SHORTER was born on 15 Aug 1816  and died on 13 May 1839.iii. John Gill SHORTER was born on 23 Apr 1818 in Monticello, Jasper Co., Ga.  and died on 29 May 1872.  He was the Alabama Civil War Governor.19 iv. Martha Gill SHORTERv. Eli Sims SHORTER was born on 15 Mar 1823 in Monticello, Jasper Co., Ga.  and died on 29 Apr 1879 in Eufaula, Barbour Co., Ala.vi. Reuben Clark SHORTER Jr. was born on 22 Jan 1825 in Monticello, Jasper Co., Ga. and died on 14 May 1853 in Montgomery, Montgomery Co., Ala. He is buried in Oakwood Cemetery, Montgomery, Montgomery Co., Ala.vii. William James SHORTER was born on 28 Oct 1826  and died on 2 Oct 1839.viii. Mary Butler SHORTER was born about 1828.ix. Sophia Herndon SHORTER was born on 22 May 1830  and died on 18 Mar 1850.  She is buried in Shorter Cemetery, Eufaula, Barbour Co., Ala.x. Sampson Slaughter SHORTER was born on 23 Sep 1834  and died on 29 Oct 1840.  He is buried in Shorter Cemeter y, Eufaula, Barbour Co., Ala.xi. Henry Russell SHORTER was born about 1833 in Jasper Co., Ga. and died in 1898.xii. Laura Maria SHORTER 40. Jacob HIBBLER was born in 1762 and died in 1835. He married Virginia BELCHER. 41. Virginia BELCHER was born on 26 Aug 1774 in Greenwich, Sussex Co., N.J. and died in 1824. Jacob HIBBLER and Virginia BELCHER had the following children: 20 i. James Lawrence HIBBLER 56. Louis FROHSIN married UNKNOWN. Louis FROHSIN had the following children: 28 i. Solomon FROHSIN Prepared by Kimberly Powell, January 2006 Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation

The Ultimate Reality of the Good God Essay Example | Topics and Well Written Essays - 750 words

The Ultimate Reality of the Good God - Essay Example The Ultimate Reality of Good and Bad Taoism proposes that Yin Yang is the cosmic symbol of primordial unity and harmony and manifest phenomenal quality; the two great regulating forces of cosmic order in the unparalleled world. If Lao Tzu, the founder of Taoism, is correct in his notion as regards the coexistence of good and bad in one body to attain balance, God then is not wholly good, or rather God does not manifest balance. God is good can be understood as a twofold claim: â€Å"God is wholly good—there is no defect or blemish in God or in his actions for He never does anything which is ultimately wrong or evil, and God is necessarily good because He is utterly invulnerable to evil† (Morris 48). As each of us perceives good and evil differently, there can be no definite meaning to both. What one sees as good can be evil in the eyes of another, or what appears to be a bad inception can yield a good result. Nonetheless, man has the tendency to accept a thing as good only if it satisfies his desires. God at times relates to man in ways that cannot be deduced by an ordinary mind, yet His purpose is incontestably good however it affects man. God gives us opportunities to rejoice and grieve, to triumph and suffer defeat, to love and hate for reasons that do not often come out on the surface. As in the story of Job when he was sardonically urged by his wife to curse God for all the mishaps that b efell him, he retorted â€Å"Shall we accept good from God and not trouble?† (Job 2:10 NIV). ... As in the story of Job when he was sardonically urged by his wife to curse God for all the mishaps that befell him, he retorted â€Å"Shall we accept good from God and not trouble?† (Job 2:10 NIV). Good and bad are â€Å"at one and the same time a division and reunion, and if they are spoken of as contending forces, they are also co-operating powers and the tension in which they are held is that of harmony, of the mutual play of creation, not of conflict† (Cooper, Fitzgerald and Stoddart 20). Apart from the nature of God, this is also evident in the way children are reared. The intention of a mother is constantly disposed at what begets good for her offspring, thus will put into practice again the approaches that proved favourable on her first. Despite growing up under the same roof and direction though, children do not grow to be identical in character, nor in fate. Good and bad demonstrates balance in the art of healing. Patients suffering from the same illness may be prescribed different doses of medicine, or different types of medication, for that matter. While a certain remedy benefits one, does not create a firm basis that it will not harm the other. It is true that good and bad are in two distant poles; yet the poles are not separate but bent towards each other to form a connection; that without the combined perception of good and bad, there lies no success in an endeavour. Balancing Reality in Pursuit of Holism Author Brian Luke Seaward (146) states that balance does not necessarily mean a 50/50 ration with whatever sits on either side of the scale. Rather, it might be proportional to a 60/40, 30/70 split, or any combination that equals to a whole (146). The opposites which Taoists suppose as contents of a whole are but merely stages in

Federal Role in Healthcare Delivery Essay Example | Topics and Well Written Essays - 1000 words

Federal Role in Healthcare Delivery - Essay Example The role of federal government in healthcare is to facilitate Medicare- a plan by the U.S government to provide health insurance to people that are 65 years and above, those below 65 with certain disabilities and those with final-stage renal disease. On the other hand, there is Medicaid- a co-operation tasked with providing cash benefits to welfare beneficiaries, mainly low-income mothers and children and disabled persons and the elderly. This is a responsibility undertaken by both the federal and state government. Nonetheless, there has been a long-time argument as to whether the federal government should be responsible for healthcare entirely (Bovbjerg, Wiener and houseman, 2005). Those favoring the federal government taking over the healthcare system argue that healthcare is essentially a right and not privilege as illustrated by the state government system. That the federal government considers healthcare as a service entitled to all Americans because they are citizens as opposed to the fact that they reside in a particular state. Ideally, it would promote the general welfare of all Americans thus the Universal Healthcare plan. Those favoring the state government taking over argue that it would be better suited to comprehend its citizen’s problems and recommend viable solutions (Bovbjerg, Wiener and houseman, 2005). In 1945, President Harry Truman, only seven months into his presidency, proposed to improve the state of the healthcare system by tackling five issues. The foremost issue was the inadequate number of healthcare professional i.e. doctors, nurses and other specialists in the low-income parts of U.S. He noted that the low earning capacity of healthcare professionals in these parts made it difficult for them to practice there. Coupled with this was the fact that the hospitals and clinics present in these areas did not meet the proper standards of quality. Therefore, he sought to access federal funding to

What is Architecture? Concepts in the UK

What is Architecture? Concepts in the UK ‘We shape our buildings, and afterwards they shape us’ [1] Architecture, like history, is unreliable, subjective, selective, rewritten, continues to be influenced by rich or powerful individuals or institutions, and is rarely a reflection of the common man. The vernacular aesthetic of a country has been carefully curated and developed over many years, to the point where it is no longer a true reflection of the common people. Much like national costume, country dancing or folk music, architecture is too often used to preserve the memory of a golden past. Architecture is an ideal.. It can and should evolve with the passing of time to reflect new challenges, aspirations and values. Modern western society has never been more egalitarian or democratic and its built environment caters to its inhabitants in all aspects of their existence: it’s where they live, work and play. As such the role of modern architecture is to benefit ordinary people while at the same time integrating the echoes of the past. Architecture has, and will, always be used as a symbol of power and wealth or promote ideologies. From the Roman Empire to the New York skyline, the intention of the enduring architecture of the past is to celebrate the triumph of the small class of ruling elite, despite masquerading as a cultural space, where political projects attempt to become socially meaningful.[2] Today, the majority of European national governments have an architectural policy designed to benefit their populations, and promote their unique national image or ‘brand’ abroad. This essay is intended as a limited examination of England as an example of how such a policy can reconcile the desire to preserve our heritage without hindering progress. Architecture as representation of national identity. In 2009 Denmark launched its first national architecture policy, ‘A Nation of Architecture’ with the intent of ensuring the production of high quality architecture, thereby guaranteeing a good quality of life and economic growth.[3] This policy was specifically introduced to promote the values that Danish architecture seeks to represent.[4] In 2013 Scotland introduced its own architecture policy, ‘Creating Places’, seeking to champion quality design which reflects Scotland as a modern, forward-thinking nation [5] England remains one of the only countries in the European Union without any sort of policy[6]. Earlier this year Ed Vaizey, Minister for Culture, Communications and Creative Industries, invited Terry Farrell to conduct one of the most extensive investigations into the UKs built environment.[7] Both Ed Vaizey and Terry Farrell have been outspoken about the importance of the built environment to the nation as a whole, yet a Built Environment was not a theme covered by the terms of reference for the Review[8] and even before the review had been published, Vaizey publicly stated, I havent anticipated that the report will result in any changes to legislation.[9] Architecture in the UK The Farrell Review The Farrell review is an analysis of the current built environment of Britain. It recognises that Britain has always played a significant role in architectural innovation, and that in general the standard of architectural design has improved.[10] However, this does not mean that current standards are sufficient; English architectural design has stalled and is facing new challenges. The review highlights areas which are in need of improvement over the coming years.[11] An Architecture Policy for 21st Century England In the 1970s, England moved away from its industrial past, and previous regional manufacturing powerhouses, such as Birmingham, Newcastle and Manchester were eclipsed by London’s stranglehold on the financial market. [12] In 21st century England there is once again a demand for change and a shift in emphasis from the capital to the regions.[13] RIBA argues that a Minister for the Built Environment should be appointed to sit within the Cabinet Office â€Å"promoting quality in the built environment and implementing a Design Policy across government.†[14] While ‘core’ departments such as the Treasury, Foreign Office and Home Office have continuity from government to government, architecture, housing, infrastructure, transport and planning are liable to be lumped in with any number of other ‘minor’ ministries.[15] Currently, architecture is a subset of Heritage within the Department for Culture, Media Sport (DCMS).[16] The consequence of this constant shifting around is a haphazard and disjointed system that surely indicates the dismissive attitude of central government to the role of the built environment. This lack of focus must be rectified. Nor is there any existing government appointed (or other official) representative to champion the cause of design[17] Farrell recommends that the current Design Review should be reinvented under the acronym PLACE Planning, Landscape, Architecture, Conservation and Engineering.[18] All government departments and government-funded bodies would then sign up to an agreed set of principles and a design policy statement, which would set out how they intend to co-ordinate the design quality of their respective built environment ambitions, activities and responsibilities. [19] Such a policy would also take account of â€Å"procurement (of services and products), accessibility, sustainability, information and communications technology, maintenance and stewardship a nd the public realm†. [20] This more cohesive approach lends itself not only to greater efficiency and economy, but also represent a ‘kitemark’ of uniquely English architectural design, rather than simply current British standards of constructions. Perceptions of English Architecture Scotland and Denmark are confident that their particular national identities are reflected in the values they intend their architecture to convey. If such a policy were to exist in England what would its identity be based upon? As the central, dominant nation in Great Britain for more than 300 years[21], and founder of the British Empire[22], the English have not needed in the past to worry about a specifically English national identity: the seat of government has always been in London, the common language has always been English and the established religion has been the Church of England. England equated to Britain. However the recent vote on Scottish independence was a sharp reminder that nothing is set in stone. The Empire, maritime and manufacturing supremacy have all gone, and now there is a need to rediscover an identity that is uniquely English and not simply a rehash of British clichà ©s. The danger is that a policy based on national identity might get hijacked by jingoists, sentimentalists and traditionalists. In a speech on St. George’s day, 1993, John Major attempted to dispel public fears of joining the European Union, by claiming that Britain would always remain, â€Å"†¦distinctive and in Europe. Fifty years from now, Britain will still be the country of long shadows on county grounds, warm beer, invincible green suburbs, dog lovers and as George Orwell said old maids bicycling to Holy Communion through the morning mist . . .† [23] What he was describing was middle-class, conservative, Home Counties England, which has always resisted change and modernity. This nostalgic and rural English idyll is not a true reflection of English national identity and is precisely what has to be avoided if a national Architectural policy is to be truly beneficial to the English nation. The defenders of chocolate box England side-line the impact of the industrial revolution, which funded the manor houses and mansions, and the civic buildings so dear to the hearts of conservationists, ignore the slum clearances done in the name of social justice in post-war urban planning, and hold in check building work of national importance that would benefit the vast majority of the population, in order to protect the privileged few[24]. Such attitudes in no way reflect English national character traits of ‘pragmatism, puritanism and utilitarianism that are aligned with (rather than hostile to) urbanism and economic growth’. [25] There is a real disparity between what is promoted and protected as ‘English’ architecture by these privileged classes, and what ordinary people need. Introducing an architectural policy to England would not only ensure some kind of minimum design standard, but could also stamp inclusivity, innovation and individualism as the watchwords of modern English values. â€Å"The distinction between historical and recent is redundant. All that is past is our history. That which is most ancient is likely to be valued more highly because of its rarity†¦. Our recent history may prove to be enormously important to future generations so we should attempt at least to anticipate this.† Steven Bee [26] England drastically needs to change its attitude to architecture and identity and recognise that a national identity is about the present and should not just be based on the past. Its irrefutable reputation for preservation and conservation is a relatively recent phenomenon: 75 years ago there were no listed buildings, whereas today there are over 375,000. [27]However, these are primarily buildings which are sometimes referred to as â€Å"poster British heritage† fiercely defended by certain clique of British society whose tastes are selective and blinkered.[28] Only 0.5% of all listed buildings are modern, built after 1945. [29] The architecture of the industrial Revolution (much of it based in the Midlands and the North) are less prized than the Georgian mansions of the south-east. This is not a rejection of the past: there is an undeniable relationship between heritage, place and identity.[30]However, the past is only an aspect of who we are. Individuals have dreams and amb itions, and in the same way places should be aspirational. Even HRH Prince Charles who recently released his own recommendations intended to protect English design, insists that he is not against modern design, and stresses that buildings must take peoples’ needs into consideration.[31] Rather than being run by a self-serving elite of upper and middle-class traditionalists, an effective policy should be carefully curated by a panel of experts who are in tune with the people and the nation’s needs, able to judge without prejudice the best direction for a modern England on a world stage and willing to adapt and amend plans to reflect changing circumstances. â€Å"(Britain) stands out †¦ as a country with an immensely strong and diverse cultural identity and memory expressed in its built and natural environment to which we all†¦ can relate It is those foundations of identity and memory that provide Britain with its successful future in a competitive and fast-changing world.† Alan Baxter[32] Design for the Future The term ‘heritage’ is extremely limiting, it is often only associated with the distant past. [33] The current generation does not separate traditional and modern design as it was in the 20th Century, this current mindset recognises sees the potential in what is already there, the value of place, identity and sustainability.[34] The approach is no longer to build to be remembered, but to build to benefit future generations. â€Å"‘New’ and ‘old’ need not compete.† Lucy Musgrave.[35] After publishing his review Farrell suggests that in fact England is a country which would not benefit from total, inclusive formal ‘English’ policy, and would actually benefit from regional policies which reflected our truly unique and diverse country. A policy that might work for central London could have very little relevance to a village in Wiltshire or a Northern industrial city. Such an all-inclusive formal policy is more effective on smaller countries, [36] a country like England has such a unique and vast range of regional identities that need to be protected, and perhaps England’s long history and international presence means that it is not as easy for it to present a single, universal image. Farrell also calls for a Chief Architect, similar to a Chief Planner, which would mean a consistent high standard of design our built environment must perform successfully, we must have enough homes for our population, we must tackle climate change, and even how can we design to deal with our changing environment, such as the floods which hit Britain every year.[37] Conclusion â€Å"History is not defined by the ‘discrete projects’ (one-off buildings such as stately homes or castles) but is continuous.† Hank Dittmar [38] If England is to have national identity as an aspect of national planning we must ensure that it is the best qualities that are in evidence. Whether the solution is a one size fits all approach as suggested by Prince Charles, or a more localised, regional policy, as proposed by Farrell, the aim should be to benefit the entire community by establishing standard values in architecture. That way ‘good’ builds are designed before they are erected as opposed to identifying them as worthy or significant long after they have been built. A design policy offers a centralised goal for all those contributing to the built environment. It goes beyond just design, to a aim and ultimate goal to produce well designed quality building which fully benefit the inhabitants of England. Regardless of whether a policy is for a whole country or a single village, it should be developed and enabled by government, but led independently by industry. The stewardship, long-term planning and identity of real places should be a fundamental part of built environment policies.[39] It is vital that if a policy is ever put in place it must be correctly implemented. Past RIBA President Sunand Prasad succinctly states, â€Å"It is people that make the difference not policy. Crudely put, good people can work round bad polices but good policies cannot work round bad people.† [40] Policy is not about creating a vernacular style, or trying to mimic the past, it is about ensuring quality design for buildings which properly benefit their users. [1] Churchill, Winston. Never Give In! Winston Churchill’s Greatest Speeches. United States: Sound Library, 2005, 298. [2] Jones, Paul. The Sociology of Architecture. Liverpool: Liverpool University Press, 2011, 2. [3] ‘2007 Architectural Policy’ (Danish Architecture Centre), accessed 20 December 2014, http://www.dac.dk/en/dac-cities/architectural-policy/architectural-policy-2007. [4] Danish Ministry of Culture, A Nation of Architecture Denmark Settings for Life and Growth, May 2007, 4. [5] The Scottish Government, Creating Places. A Policy Statement on Architecture and a Place for Scotland., 24 June 2013, 4-5. [6] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’.The Guardian. The Guardian, March 31, 2014. http://www.theguardian.com/commentisfree/2014/mar/31/uk-architecture-policy-review-built-environment. [7] Terry Farrell, ‘The Farrell Review’, 31 March 2014, 2-3. [8] Terry Farrell, ‘The Farrell Review’, 147. [9] Wainwright, Oliver. ‘What Should the Government’s Architecture Review Focus on? | Oliver Wainwright’.The Guardian. The Guardian, March 25, 2013. [10] Terry Farrell, ‘The Farrell Review’, 9 [11] Terry Farrell, ‘The Farrell Review’, 8. [12] Terry Farrell, ‘The Farrell Review’, 31. [13] Terry Farrell, ‘The Farrell Review’, 31. [14] Terry Farrell, ‘The Farrell Review’, 148. [15] Terry Farrell, ‘The Farrell Review’, 30. [16] Terry Farrell, ‘The Farrell Review’, 148. [17] Terry Farrell, ‘The Farrell Review’, 149. [18] Terry Farrell, ‘The Farrell Review’, 157. [19] Terry Farrell, ‘The Farrell Review’, 152. [20] Terry Farrell, ‘The Farrell Review’, 152. [21] Krishan Kumar, Jeffrey C. Alexander (Contribution by),The Making of English National Identity, 227. [22] Krishan Kumar, Jeffrey C. Alexander (Contribution by),The Making of English National Identity, 1st ed. (United Kingdom: Cambridge University Press, 2003), ix. [23] Lawson, Mark. ‘The Inter-Continental Address: An Analysis’. The Independent. Independent, April 27, 1993. http://www.independent.co.uk/voices/the-intercontinental-address-an-analysis-1457731.html. [24] Peter Mandler, ‘Against â€Å"Englishness†: English Culture and the Limits to Rural Nostalgia, 1850-1940’,Transactions of the Royal Historical Society7 (1 January 1997), 155. [25] Peter Mandler, ‘Against â€Å"Englishness†: English Culture and the Limits to Rural Nostalgia, 1850-1940’,155. [26]Terry Farrell, ‘The Farrell Review’, 100. [27]Terry Farrell, ‘The Farrell Review’, 101. [28] Terry Farrell, ‘The Farrell Review’, 22. [29] Terry Farrell, ‘The Farrell Review’, 23. [30] Terry Farrell, ‘The Farrell Review’, 23. [31] HRH Prince Charles, ‘Facing up to the Future: Prince Charles on 21st Century Architecture’, Architectural Review (Architectural Review, 20 December 2014), http://www.architectural-review.com/essays/facing-up-to-the-future-prince-charles-on-21st-century-architecture/8674119.article?referrer=RSS. [32]Terry Farrell, ‘The Farrell Review’, 102. [33]Terry Farrell, ‘The Farrell Review’, 104. [34]Terry Farrell, ‘The Farrell Review’, 108. [35]Terry Farrell, ‘The Farrell Review’, 101. [36] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’. The Guardian. The Guardian, March 31, 2014. http://www.theguardian.com/commentisfree/2014/mar/31/uk-architecture-policy-review-built-environment. [37] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’. [38]Terry Farrell, ‘The Farrell Review’, 101. [39] Terry Farrell, ‘The Farrell Review’, 150. [40] Terry Farrell, ‘The Farrell Review’, 149.

Managing Culture Essay

A central issue in management of organizational culture is how to overcome the Principle-Agent Problem and how to deal with the institutional theory. If a business is to effectively deal with an expanding government, it must make sure that its culture is well managed. To do so, organizational managers must learn how to prevail over the Principal Agent problem and the institutional theory. The Principal Agent problem is a description of a conflict of interests; that the principle (principle stakeholders, shareholders, etc. ) earns profits on the performance of the organization whereby the agents (employees) usually earn unconditional wages. They are parallel but conflicting wants; the principle seeks the greatest return for the least pay whereby the agent seeks to do the least work for the greatest pay. The Principle-Agent Problem is found in many employer/employee associations especially when stakeholders employ top executives of corporations (Jackson and Carter 2000). The principle must always settle conflicts between organizational objectives and the incentives of the different subgroups within the organization. Good managers employ incentives, commands, and organizational culture to make sure that this is achieved. On the other hand, institutional theory deals with the deeper and more flexible features of social structure. It lays emphasis to the procedures through which structures, regulations, norms, and customs develop as reliable guiding principles for social behavior. It finds out how these elements are developed, diffused, implemented, and adapted in an organization. The notion of Institutional theory and organizational culture is important in organizations. The building blocks of institutions and cultures have the capacity of carrying with them different meanings even in a single organization or culture. Differences in interpretations of mutual symbols support the multiplicity on which cultures flourish and institutions rely. In the theory of organizational culture, issues of diversity are mainly dealt with through studying the different subcultures while institutional theory deals with diversify in institutional logistics (Jackson and Carter 2000). Therefore, the management has a role to play in mediating between these two issues (Principle-Agent Problem the institutional theory). This essay develops the argument that organizational culture can and should be managed in corporations in five sections. Section 1 defines the meaning of organisational culture †¢ Section 2 outlines the importance of organisational culture †¢ Section 3 describes how organisational culture can be managed †¢ Section 4 describes Culture and Management of Organizational Change Section 5 describes the implications for culture management This essay will thus show that organizational culture should be managed since it leads to improved coordination and integration in organizations with the result being improved organizational effectiveness. What is Organizational Culture? Organizational culture refers to the set of mutual values, beliefs and expectations that govern the way members of an organization approach their duties in the work place and interrelate with one another. Research shows that organizational culture is quite different from other world cultures. It lays emphasis on how workers describe their colleagues and the kind of stories they share with one another. According to Schein 1980, organizational culture is â€Å"a pattern of shared basic assumptions that organizational members learn as it solves its problems of external adaptation and internal integration that works well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems† (Schein 1980:12). The figure below shows that organizational culture is divided into five levels, that is, fundamental assumptions, values, behavioral norms, pattern of behavior and Artifacts and Symbols. [pic] Figure 1: Levels of Organizational Culture (Adapted from Schein 1980) Importance of Organizational Culture Literature on organizational effectiveness shows that organizational culture plays a significant role in motivating and augmenting the value of intellectuals particularly the employees. The concept of organizational culture is important in knowledge intensive corporations. This paper makes it clear that culture is an essential factor in organizations and helps maximize the value of human resources. Schein 1990 advocates that organizational culture is even more significant in contemporary organizations than it was in the past. Organizational culture leads to improved coordination and integration in organizations with the result being improved organizational effectiveness. Through organizational culture, an organization is able to process invention and the capacity to successfully bring in new technologies. Organizational culture also enables organizations to effectively control dispersed work units and augment employee diversity. It also allows for cross-cultural management of international ventures and multi-national corporations. Besides the greater need to cope with the external and interior factors, organizational culture has become increasingly important since, for many organizations, intellectual assets now comprise the major source of value. Augmenting the value of workers as intellectual assets calls for a culture that encourages their intellectual participation and, eases both personal and organizational learning. It also calls for the creation and application of new knowledge and the readiness to share new ideas with others (Sennet 1998). Managing Organizational Culture With the fast changing environment and ongoing insights into organizational efficiency, business organizations are seriously rethinking how they should manage their cultures to achieve their goals and objectives. It is necessary for these organizations to identify the type of culture that is necessary to accomplish their goals and objectives and make certain the successful execution of the required changes (Ogbonna and Wilkinson 2003). Culture extends over the range of management thinking and corporate culture has been one of the most continuing catchphrases of organizational management. The appeal of the context is that corporate culture is ostensibly unifying and this clearly appeals to management’s involvement in forecasting an image of the corporation as a community of people’s interests. Possibly, culture penetrates to the core of an organization-it is almost similar to the context of personality regarding an individual and the critical sense of what defines an organization; its mission and core values. As a result, the management of culture should become a critical area of management competency in organizations. It should, however, be noted that adoption of the best culture is a prerequisite if an organization is to succeed. Managers should determine the most efficient culture for their organization and, if need be how to effectively change these cultures. The success of contemporary business organizations could be highly attributed to corporate culture. Research shows that organizational culture is a major pointer to organizational performance and this culture can be managed to enhance an organization’s competitive advantage. Organizational culture is a good image for an enterprise whose top management would like to develop. The image of a corporation differs in terms of how one views the organization. Research shows that even organizations with strong cultures have a broad social distance between senior management and employees. Organizational culture is barely planned or predictable; it is the ordinary results of social interrelations and, therefore, evolves and emerges with time. As a result, this should be managed to fit certain strategic ends since organizations have the ability of transforming themselves and the management of culture is such a good way of avoiding such incidents. According to Ogbonna and Wilkinson (2003), organizational culture should be managed as a device for augmenting company effectiveness (Ogbonna and Wilkinson 2003). Management of organizational culture can be more readily enumerated and empirically evaluated based on the interpersonal and symbolic features of management. This requires deep qualitative management of the organizational lives of every employee. Managers while managing organizational culture should put into consideration certain factors such as change-oriented culture, education culture, inventive culture and project-oriented culture. Management of organizational culture should identify and develop an organizational culture that allows for agility, encourages alliances, companionships and networks; promotes knowledge management; promotes corporate responsibility and proper integrity and incorporates diversity. Culture and Management of Organizational Change If real change is to take place in corporations rather than short-lived change, then it has to take place at the cultural perspective. Organizational culture has many strong attractions as a facilitator for change. Firstly, cultures can be plainly created-managers need to be aware of what is needed to change an already existing culture. The capacity of organizations to be culturally inventive is associated with leadership. The top management in any organization must be responsible for developing powerful cultures. This is because organizational leaders develop the social reality of a corporation; they shape organizational beliefs and deal with the drama and visualization of the corporation (Mir and Mir 2009). Research shows that culture is often counter posed to prescribed rationality- In this sense culture is significant in resolving the predicaments associated with bureaucracy in an organization; formal procedures are vital for organizational integrity though they also restrain autonomy and invention. Today, organizations are growing in an uncertain manner and the adoption of adaptable cultures that are receptive to change to deal with the changing environment and crises has become essential. Ackroyd and Crowdy, (1990) focus on the relationship between culture and the management of organizational change through the cultivation of friendly interactions at all levels, the amalgamation of individuals with shared goals and dependence on employee responsibility (Ackroyd and Crowdy 1990). Implications for The Management Of Culture In an Organization Research shows that there are two fundamental approaches to the management of culture in organizations and, by implication, this include strategy conforming (upholding order and continuity) and transforming (altering and breaking already existing patterns). As demonstrated by the successive poor performance of many companies, the efficiency of the selected approach to corporate culture and strategy depends on the conceptual factors relating to both the inner and the exterior business environment. Thus, organizational culture needs to be managed though the adopted strategies are highly determined by the prototype and prospect subscribed to by the manager. In coping with the management of organizational culture, it is important to identify as much as possible the features of the present or new target culture; the illusions, symbols, customs and assumptions that add force to the culture. Consequently, action can be initiated in any of the key areas listed below: †¢ Enrollment, selection and substitution- Culture management can be influenced by making certain that appointments make the existing culture stronger or encourage a culture shift; removal and substitution may be used to significantly change the culture of an organization. †¢ Socialization- stimulation and successive development and training can lead to acculturation to an already existing or new culture. This can also enhance interpersonal exchange of ideas and team work, which is vital in fragmented corporate cultures. Performance management/compensation systems- This can be used to encourage preferred behaviors, which may result to changed organizational values. †¢ Leadership- Managers can strengthen or assist in the abolishment of existing illusions, symbols, behaviors, and beliefs. †¢ Participation- of all corporate members in cultural rebuilding or management activities and related inputs, decision-making and improvement activities is important if long-term cultural change and management is to be achieved. Interpersonal communication- Meeting the needs of interpersonal interactions is vital in promoting an existing corporate culture and integrating organizational members into that culture. †¢ Effective teamwork- This encourages change and developments in cultural communication. †¢ Structures, principles, processes, and resource allocation- This need to be compatible with the culture of an organization (Boston, Istensaker and Falkenberg 2007). The above represent several strategies that can be used in corporations to manipulate it in terms of the cultures and subcultures that make it up.  The management of organizational culture is based on a complicated comprehension of the tacit and explicit features that make up the already existing culture. Conclusion This essay has shown that organizational culture can and should be managed. What makes up organizational culture and its alleged role in corporate success are contested, resting on prospects of culture either as traditionally based, change resilient, deep societal system which emphasizes all company strategies and activities. Organizational culture should thus be managed to provide for organizational success.

Effects Of Binge Eating On Eating Disorders - 969 Words

Purging Disorder is characterized by recurrent purging (self -induced vomiting, misuse of laxatives, diuretics, or enemas) to control weight or shape in the absence of binge eating episodes. (Forney, Haedt-Matt, Keel, 2014) There are many behaviors associated with purging disorder such as binge eating which leads to loss of control, or overeating in anorexia nervosa. (Goldschmidt et al., 2015) Sociocultural and psychiatric factors are also believed to be important in the subject of weight concerns, dieting, and unhealthy weight control practices. (Simone et al., 1996; Symth et al., 2008) Binge eating is the strongest predictor of purging, loss of control, and overeating. Each were associated with a higher likelihood of purging than non-pathological eating. (Goldschmidt et al., 2015) Researchers had participants trained in how to record mood, stressful events, and behavior for event contingent (completed after any eating episodes or anorexia nervosa behaviors such as binge eating and purging), interval-contingent (nightly assessments) and signal-contingent recordings (completed response to six daily semi-random prompts by investigators occurring every 2-3 hours. Participants recorded their behaviors and results showed that purging (in the absence of loss of control, and/overeating) may serve to regulate negative affect in a similar way as binge eating. Purging may simply delay the experience of a negative mood. 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