When the Was Titanic Found

After the sinking of the Titanic on April 15, 1912, the great ship slumbered on the floor of the Atlantic Ocean for over 70 years before its wreckage was discovered. On September 1, 1985, a joint American-French expedition, headed by famous American oceanographer Dr. Robert Ballard, found the Titanic over two miles below the ocean’s surface by using an unmanned submersible called Argo. This discovery gave new meaning to the Titanic’s sinking and gave birth to new dreams in ocean exploration. The Titanic’s Journey Built in Ireland from 1909 to 1912 on behalf of the British-owned White Star Line, the Titanic officially left the European port of Queenstown, Ireland, on April 11, 1912. Carrying over 2,200 passengers and crew, the great ship  began its maiden voyage across the Atlantic, headed for New York. The Titanic carried passengers from all walks of life. Tickets were sold to first-, second-, and third-class passengers—the latter group largely consisting of immigrants seeking a better life in the United States. Famous first-class passengers included J. Bruce Ismay, the managing director of the White Star Line; business magnate Benjamin Guggenheim; and members of the Astor and Strauss families. The Sinking of the Titanic Only three days after setting sail, the Titanic struck an iceberg at 11:40 p.m. on April 14, 1912, somewhere in the North Atlantic. Although it took the ship over two and a half hours to sink, the vast majority of the crew and passengers perished due to a significant lack of lifeboats and improper use of those that did exist. The lifeboats could have held over 1,100 people, but only 705 passengers  were saved; nearly 1,500 perished the night the Titanic sank. People around the world were shocked when they heard that the â€Å"unsinkable† Titanic had sunk. They wanted to know the details of the disaster. Yet, however much the survivors could share, theories about how and why the Titanic sank would remain unsubstantiated until the wreckage of the great ship could be found. There was just one problem—no one was sure exactly where the Titanic had sunk. An Oceanographers Pursuit For as long as he could remember, Robert Ballard had wanted to find the wreckage of the Titanic. His  childhood in San Diego, California, near the water sparked his life-long fascination with the ocean, and he learned to scuba dive as soon as he was able. After graduating from the University of California, Santa Barbara in 1965 with degrees in both chemistry and geology, Ballard signed up for the Army. Two years later, in 1967, Ballard transferred to the Navy, where he was assigned to the Deep Submergence Group at the Woods Hole Oceanographic Research Institution in Massachusetts, thus beginning his illustrious career with submersibles. By 1974, Ballard had received two doctoral degrees (marine geology and geophysics) from the University of Rhode Island and had spent a lot of time conducting deep-water dives in Alvin,  a manned submersible he helped design. During subsequent dives in 1977 and 1979 near the Galapagos Rift, Ballard helped discover hydrothermal vents, which led in turn to the discovery of  the amazing plants that grew around these vents. Scientific analysis of these plants led to the discovery of chemosynthesis, a process in which plants use chemical reactions rather than sunlight to get energy. However many shipwrecks Ballard explored and however much of the ocean floor he mapped, Ballard never forgot about the Titanic. â€Å"I always wanted to find the Titanic, Ballard has said.  That was a Mt. Everest in my world—one of those mountains that had never been climbed.†* Planning the Mission Ballard wasn’t the first to try to find the Titanic. Over the years, there had been several teams that  had set out to find the wreckage of the famous ship; three of them had been funded by millionaire oilman Jack Grimm. On his last expedition in 1982, Grimm had taken an underwater picture of what he believed to be a propeller from the Titanic; others believed it was only a rock. The hunt for the Titanic was to continue, this time with Ballard. But first, he needed funding. Given Ballards history with the U.S. Navy, he decided to ask them to fund his expedition. They agreed, but not because they had a vested interest in finding the long-lost ship. Instead, the Navy  wanted to use the technology Ballard would create to also help them find and investigate the wreckage of two nuclear submarines (the USS Thresher and the USS Scorpion) that had been mysteriously lost in the 1960s. Ballard’s search for the Titanic provided a nice cover story for the Navy, who wanted to keep their search for their lost submarines a secret from the Soviet Union. Amazingly, Ballard maintained the secrecy of his mission even as he built the technology and used it to find and explore the remains of the USS Thresher  and the remains of the USS Scorpion. While Ballard was investigating these wreckages, he learned more about debris fields, which would prove crucial in finding the  Titanic. Once his secret mission was complete, Ballard was able to focus on searching for the Titanic. However, he  now had only two weeks in which to do it. Locating the Titanic It was late August 1985 when Ballard finally began his search. He  had invited a French research team, led by Jean-Louis Michel, to join this expedition. Aboard the Navy’s oceanographic survey ship, the Knorr, Ballard and his team headed to the likely location of the Titanic’s resting place—1,000 miles due east of Boston, Massachusetts. While previous expeditions had used close sweeps of the ocean floor to search for the Titanic, Ballard  decided to conduct mile-wide sweeps in order to cover more area. He was able to do this for two reasons. First, after examining the wreckage of the two submarines, he discovered that ocean currents often swept lighter pieces of the wreck downstream, thus leaving a long debris trail. Secondly, Ballard had engineered a new unmanned submersible (Argo) that could explore wider areas, dive deeper, stay underwater for many weeks, and deliver crisp and clear pictures of what it found. This meant that Ballard and his team could stay on board the Knorr and monitor the images taken from Argo, with the hopes that those images would capture small, man-made pieces of debris. The Knorr arrived in the area on August 22, 1985, and began sweeps of the area using Argo. In the early morning hours of September 1, 1985, the first glimpse of the Titanic in 73 years appeared on Ballard’s screen. Exploring 12,000 feet below the ocean’s surface, the Argo relayed the image of one of the Titanic’s boilers embedded within the sandy surface of the ocean’s floor. The team on the Knorr was ecstatic about the discovery, although the realization that they were floating atop the graves of nearly 1,500 individuals lent a somber tone to their celebration. The expedition proved to be instrumental in shedding light on the Titanic’s sinking. Prior to the discovery of the wreckage, there was some belief that the Titanic had sunk in one piece. The 1985 images did not give researchers definitive information on the ship’s sinking; however, it did establish some basic foundations that countered early myths. Subsequent Expeditions Ballard returned to the Titanic in 1986 with new technology that allowed him to further explore the interior of the majestic ship. Images were collected that showed the remains of the beauty that so captivated those who had seen the Titanic at its height. The Grand Staircase, still-hanging chandeliers, and intricate  iron-work were all photographed during Ballard’s second successful expedition. Since 1985, there have been several dozen expeditions to the Titanic. Many of these expeditions have been controversial since salvagers brought up several thousand artifacts from the ship’s remains. Ballard has been widely outspoken against these efforts, claiming that he felt the ship deserved to rest in peace. During his two initial expeditions, he decided not to bring any discovered artifacts to the surface. He felt that others should honor the sanctity of the wreckage in a similar fashion. The most proliferate salvager of Titanic artifacts has been RMS Titanic Inc.  The company has brought many notable artifacts to the surface, including a large piece of the ship’s hull, passenger luggage, dinnerware, and even documents preserved in oxygen-starved compartments of steamer trunks. Due to negotiations between its predecessor company and the French government, the RMS Titanic group initially could not sell the artifacts, only put them on display and charge admission to recoup expenses and generate profit. The largest exhibition of these artifacts, over 5,500 pieces,  is located in Las Vegas, Nevada, at the Luxor Hotel, under the direction of the RMS Titanic Groups new name, Premier Exhibitions Inc. Titanic Returns to the Silver Screen Although the Titanic has been featured in numerous films through the years, it was James Cameron’s 1997 film, Titanic, that stimulated massive, worldwide interest in the ship’s fate. The movie became one of the most popular films ever made. The 100th Anniversary The 100th Anniversary of the sinking of the Titanic in 2012 also fueled renewed interest in the tragedy, 15 years after Cameron’s film. The wreckage site is now eligible to be named a protected area as a UNESCO World Heritage site, and Ballard is also working to preserve what remains. An expedition in August 2012  revealed that increased human activity has caused the ship to break down at a faster rate than previously expected. Ballard came up with a plan to slow the process of degradation—painting the Titanic while it remains 12,000 feet below the ocean’s surface—but the plan was never implemented.   The discovery of the Titanic was a momentous accomplishment,  but not only is the world conflicted about how to care for this historical wreck, but its existing artifacts could also now be in jeopardy. Premier Exhibitions Inc. filed for bankruptcy in 2016, asking permission from the bankruptcy court to sell the  Titanics artifacts. As of this publication, the court has not made a ruling on the request.

Shakespeares Romeo and Juliet and Baz Luhrmanns Romeo...

William Shakespeares The Tragedy of Romeo and Juliet, set in 16th century Verona, Italy shares differences with Baz Luhrmanns Romeo + Juliet, set in modern day Verona Beach. These stories contain the same characters and conflict, however major and minor discrepancies are galore in the story lines of both formats of William Shakespeares creation. Some major inconsistencies occur, such as Mercutio dying at a beach, portrayed as a hero, instead of being at a bar, looking like a fool, Friar Lawrences letter is successfully sent to Romeo by mail carriers, however he does not have the opportunity to read it, unlike in the play version, where Romeo does not get the letter from Friar John, and is told the news by Balthazar, and nobody†¦show more content†¦Mercutio steps in to protect his friend, Romeo, from the dangers of the villainous Tybalt Capulet. Unfortunately, Mercutio dies in both versions of Shakespeares The Tragedy of Romeo and Juliet, never making it to the end of the sto ry lines. However, Mercutio dies portrayed as a hero in Luhrmanns portrayal of Romeo and Juliet, by attempting to save Romeo from Tybalt, unlike in the play, where he is seen as the joker he has always been. Mercutios portrayal as a hero probably occurred because of Luhrmanns dislike of the way Mercutio died in the play. Nonetheless, Mercutio still suffered the same fate that occurred to him in both versions. In addition to the alterations in Mercutios death, the letter from Friar Lawrence successfully makes it to Romeo in the movies portrayal of Mantua, however, he never has the chance to read it. This is different from Shakespeares play version since Friar John is supposed to give Romeo Friar Lawrences letter, unlike in the movie, where a mail service is attempting to deliver the letter. In Shakespeares original version, Friar John is held back at a plague quarantine as stated in ACT V, scene ii, Suspecting that we both were in a house where the infectious pestilence did reign, s ealed up the doors and would not let us forth... (V.ii.9-11), and was not allowed to leave the house where he was held back at to deliver the important message. In the movie, however, Romeo does get the letter from Friar Lawrence, butShow MoreRelatedBaz Luhrmanns Interpretation of William Shakespeares Romeo and Juliet1925 Words   |  8 PagesBaz Luhrmanns Interpretation of William Shakespeares Romeo and Juliet Two households, both alike in dignity, In fair Verona (where we lay our scene) From ancient grudge break new mutiny, Where civil blood makes civil hands unclean From forth the fatal loins of these two foes A pair of star-crossed lovers take their lives Read MoreAnalysis of Baz Luhrmanns Use of Cinematic Devices in the Opening Scenes of William Shakespeares Romeo and Juliet2183 Words   |  9 PagesAnalysis of Baz Luhrmanns Use of Cinematic Devices in the Opening Scenes of William Shakespeares Romeo and Juliet Baz Luhrmanns 1997 film version of Romeo and Juliet is updated to the modern age while still retaining the original dialogue. The opening shots are unusual but highly affective. Luhrmann starts off with a static long shot focusing on a TV inRead MoreShakespeares Romeo and Juliet Versus Baz Luhrmanns Version of the Play: Relationship Between Juliet and her Parents in Act 3 Scene 5 1024 Words   |  5 PagesRomeo and Juliet is a play created by a famous playwright called William Shakespeare. Baz Luhrmann adapted the play to create a modern version of Romeo and Juliet in 1996. There are many similarities and differences in how Baz Lurhmann and Shakespeare portray the relationship between Juliet and her parents. There are many times in the scene how Shakespeare uses language, structure and form to present the relationship between Juliet and her parents, while Baz Luhrmann reveals this relationship usingRead MoreComparison of Two Film Versions of Romeo and Juliet Essay733 Words   |  3 PagesVersions of Romeo and Juliet Shakespeare’s play ‘Romeo and Juliet’ was made into a film by two different directors. Baz Luhrmann’s to Franco Zeffirelli’s interpretation of Romeo and Juliet were very distinct and they both appeal to different age group audiences. Franco Zeffirelli’s version was the first film of Romeo and Juliet. It was produced in 1968 and it was quiet typical, exactly what the audience would have expected the film of ‘Romeo and Juliet’ to be. UnlikeRead MoreRomeo And Juliet Movie Comparison Essay1055 Words   |  5 PagesIn the original play Romeo and Juliet written by William Shakespeare in 1587, throughout the years there have been movies made trying to convey the message that Shakespeare had wanted. The movies that will be examined in order to compare the differences on whether they are similar to the original are Baz Luhrmann’s 1996 version William Shakespeare’s Romeo + Juliet and Carlo Carlei’s 2013 version, Romeo Juliet. The movies are another version of the original play in terms of setting, tone and charactersRead MoreAppropriation Of Romeo And Juliet1135 Words   |  5 PagesWilliam Shakespeare’s play Romeo and Juliet. This is why director Baz Luhrmann created a modern film appropriation of the classic text called Romeo + Juliet. The film was constructed to appeal to a younger movie-going audience to assist them in understanding the original text by William Shakespeare through the use of strong visual and aural techniques. An appropriation involves taking a well known text and inserting it into another context. In order to modernise the classic text Romeo and Juliet a numberRead MoreThe Success of Baz Luhrmanns Romeo And Juliet1393 Words   |  6 PagesThe Success of Baz Luhrmanns Romeo And Juliet Baz Luhrmanns Romeo and Juliet was highly successful. The film sold millions at the box office and was well received by critics such as Paul Matthews who said that Romeo and Juliet was a, radical invention of a classic text. Although the film was released to late in the year to receive any awards, William Shakespeares Romeo + Juliet was and always will be considered a classic. The reason for the films success wasRead MoreRomeo And Juliet Film Analysis1458 Words   |  6 Pagessimultaneously, and especially when adapting Shakespeare. William Shakespeare’s Romeo + Juliet is an adaptation that has stirred much controversy since its release, and it’s easy to understand why. Critics deemed the film kitsch, tasteless, and even went as far as to dismiss it as â€Å"MTV Shakespeare† because of its fast-paced style and blatant advertisement in some of Shakespeare’s most important scenes. I thoroughly believe that Baz Luhrmann is attempting to get teenagers interested in ShakespeareRead MoreRomeo And Juliet, The Balcony Scene : As Interpreted By Franco Zeffirelli And Baz Luhrmann1415 Words   |  6 PagesRomeo and Juliet, The Balcony Scene: as interpreted by Franco Zeffirelli and Baz Luhrmann William Shakespeare’s Romeo and Juliet, debatably one of the most famous love stories of all, has many film versions which have interpreted this well-known, beloved story of love in a plethora of ways. Two of the more notable film versions of this love story are Franco Zeffirelli’s 1968 version and Baz Luhrmann’s 1997 version. Zeffirelli’s version takes place in the 16th century in Verona, Italy, just as theRead MoreComparing the Starts of Two Film Versions of Romeo and Juliet1744 Words   |  7 PagesFilm Versions of Romeo and Juliet Romeo and Juliet is a timeless, classical love story written by the unmatched author, William Shakespeare. Many of Shakespeare’s works are considered literary classics, but none are more loved, well known than Romeo and Juliet. This play masterfully tells the love story of two teenagers in Verona, Italy. The title characters, Romeo and Juliet, are members of two feuding families. Romeo is a Montague and Juliet is a Capulet. There

The Effect of Outsourcing on Public Sector Organizations Free Essays

The Effect of Outsourcing on Public Sector Organizations JOHN H HANNAH III UNIVERSITY OF PHOENIX The Effect of Outsourcing on Public Sector Organizations This paper will examine the particular issues associated with the impact of outsourcing on public sector organization’s performance and employee commitment. As the move to outsourcing is part of a wider phenonom for flexibility in the organizational, structure, development and change paradigms of public sector organizations. This paper begins by examining the problems associated with an outsourcing strategy in public sector organization. We will write a custom essay sample on The Effect of Outsourcing on Public Sector Organizations or any similar topic only for you Order Now Many counties within the US, have chosen to outsource the investment and operation of non-competitive public services, such as water and waste management, public transports, mail services, information and communication technology services, facilities management and road infrastructures. Outsourcing today has become an essential revenue and growth strategy for almost every existing corporation. It creates flexibility in the company, ensuring the maximum utilization of available resources within the company. It also offers corporations cost advantages and help free up their management resources. Orange county government-anywhere USA, requested the services of a Home Land Security Specialist to assist in the collaborative, assessment, development and strategic enhancement of it municipality’s Information Technology (IT) and Critical Facilities’ (CF) upgrades and security. Upon the completion of plan, expectations and deliverables, a series of introductions with Directors, Managers and Supervisors, it was apparent the federal dollars associated with the project was indeed the motive for the invitation. In my initial general assessment and development of a strategy, the organization handbook was the first critical reading which uncovered a mission statement, values, ethical guidelines and the organizational cultural premise. â€Å"The Mayor’s outline the vision, values and mission as simple – to serve. You have an important job to do as we work to meet the needs of our citizens. We ensure that roads are built and maintained; we protect environmental resources; we respond to crisis and emergency situations; we staff facilities that care for people; and we ensure that the quality of life of our citizens is protected our challenge is to build on the strengths of our diverse community so that everyone can enjoy the very best Orange County has to offer. We are committed to maintaining an organization where citizens are engaged in civic affairs, take ownership in their government and have input in the decision making process†. The following core values serve as our foundation: 1. FAIRNESS, 2. WORK ETHIC 3. INTEGRITY AND CHARACTER 4. EXCELLENCE AND INNOVATION: 5. PROFESSIONALISM AND ACCOUNTABILITY (Orange County Government, 2012) . The role of the Security Specialist in this public sector organization is to examine the particular issues associated with the impact of outsourcing on public sector organization’s performance and employee commitment and develop a strategy to move this organization toward outsourcing initially in the areas of IT and CF. Provide an assessment and evaluation of the organizational readiness for change in the area of outsourcing. This paper begins by examining the problems associated with an outsourcing strategy in public sector organization in the form of an assessment. As public sector moves to outsourcing as part of a wider strategy to increase flexibility in the organizational, structure, development and change paradigms of public sector organization. Outsourcing helps organizations to be focused. Since the most valuable resource within management is time, once a process is successfully outsourced, the management gets more and effective time to explore new revenue streams, time to accelerate other projects and time to focus on customers. Traditionally executives spend 80 percent of their time managing details, and only 20 percent on planning and customer relations, in other words, a successful outsourcing process can help reverse this ratio. Outsourcing can also help companies to have access to new technologies that might not be used in their company. This is mainly because the outsourcers use the latest state-of-the art technologies to serve their private sector clients. And this might also increase the change paradigm shift and rapid migration of these companies to new technology. Outsourcing also helps multi functional areas and department of a public sector providing the benefit of 24-hour operational cycles and providing necessary services to their customer. The ever- growing pressure for increased productivity and profitability of city, county and state governments thus, the pressures to reduce costs and improve productivity are the main factors that influenced the beginning of offshore outsourcing. For example, the main advantages to move production to private contracting of products and services to reduce in-house human resources management cost. Hence, today outsourcing has become an attractive and powerful strategy for companies to reduce cost and improve performance. These models provide theoretical guidelines upon which valid and reliable organizational assessments should be based. All of these models provide value to management and human resource organizational leaders performing organizational assessments based on a internal aspects or a system theory evaluation approach (Erwin Garman, 2010). The McKinsey 7S Framework model is used as a tool to assess and monitor changes in the internal situation of an organization closed system assessment. The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change. The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful evaluation and assessment tool. The Seven Interdependent Elements of the 7s model are Hard elements (strategy, structure and systems) and the Soft Elements (shared values, skills, style and staff) (Waterman, Peters, Phillips, 1980) Burke Litwin Model (The Casual Model of Organizational Performance Change) – The Burke Litwin Model, suggests linkages that hypothesize how performance is affected by internal and external factors. It provides a framework to assess organizational and environmental dimensions that are keys to successful change and it demonstrates how these dimensions should be linked causally to achieve a change in performance. According to Burke-Litwin’s model, an organization may conduct a change intervention in stages as they relate to a specific focus in two stages â€Å"First order and Second order† changes. If an OD intervention is directed toward structure, systems, and management practice result, it can be considered a first order change, if interventions are directed toward mission, strategy, leadership, and organizational culture then result in second order change (Burke Litwin, 1992). The Marvin Weisbord-Six-Box Model (Weisbord’s Model) is designed to assess the functioning of organizations based mainly on the techniques and assumptions of the field of organizational development. The model represents a particular way of looking at organizational structure and design. It gives attention to issues such as planning, incentives and rewards, the role of support functions such as personnel, internal competitions among organizational units, standards for remuneration, partnerships, hierarchies and the delegation of authority, organizational control, accountability and performance assessment. The model also follows the basic ‘systems’ approach to organizational functioning including the well-known inputs and ‘outputs’ categories. The six-box model is comprised of the following components (boxes): (1). Purposes, (2). Structure, (3) relationships; (4). Rewards, (5). Leadership, (6). Coordinating technologies. The only disadvantage to this model is it s design to only address internal environments (Weisbord, 1978). An open system organizational development theory and (Burke Litwin) model will be utilized to conduct a diagnosis analysis planned change assessment to the organization. These changes are usually designed to address an organization problem or to help an organization prepare for future. It is the one method of quickly bringing change, which focus on human and social aspects of the organization as a way to improve organization’s ability to adapt and solve problems. The best theory is developed from practice; the best practice should be grounded in theory (Seeger, 2006; Brown, 2011). The Burke Litwin Model hypothesizes’ how performance is affected by internal and external factors. Public sector management occurs within a complex, dynamic system involving stakeholders, coupled with informational and resource material flows and behaviour that is characterized by interactions related to internal and external environments. According to Burke-Litwin’s model, an organization may conduct a change intervention in stages as they relate to a specific focus in two stages â€Å"First order and Second order† changes. If an OD intervention is directed toward structure, systems, and management practice result, it can be considered a first order change, if interventions are directed toward mission, strategy, leadership, and organizational culture then result in second order change (Burke Litwin, 1992). The theory of Organizational readiness for change is considered a multi-level, multi-faceted construct. From and organization-level construct, readiness for change refers to organizational members’ shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational member’s value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior (Weiner, 2009). References Bateman, T. S. , Snell, S. A. (2007). Management: Leading collaboratiing in a competitive world (7th ed. . New York, NY: McGraw Hill – Irwin. Boland, T. , Fowler, A. (2000). A systems perspective of performance management in public sector management. The International Journal of Public Sector organizations, 13(5), 417-446. doi:10. 1108/09513550010350832 Brown, D. R. (2011). An experiential approach to organization development (8th ed. ). Boston, MA: Prentice Hall. Burke, W. W. , Litwin, G. H. (1992). Causal model of organization performance and change’. Journal Management, 18(3), 523-545. doi:10. 1177/014920639201800306 Erwin, D. G. , Garman, A. N. (2010). Resistance to organizational change: Linking research and practice,. Leadership Organization Development Journal, 31(1), 39-56. doi:10. 1108/01437731011010371 Harrison, M. I. , Shirom, A. (1999). Organizational diagnosis and assessment: Bridging theory and practice. Thousand Oaks, CA: Sage. Kotter, J. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 59-67. Retrieved from http://89. 248. 0. 102/upload/Topplederprogrammet/Kotter. pdf Lewin, K. (1951). Field Theory in Social Science. London, England: Harper Row. Orange County Government. 2012, April). Employee Handbook. Fl. Retrieved from http://www. ocfl. net/Portals/0/resourcelibrary/employment-employehandbook. pdf Waterman, R. , Peters, T. J. , Phillips, J. R. (1980). Structure is not organization. Mckinsey Quarterly, 2-20. Retrieved from http://www. tompeters. com/docs/Structure_Is_Not_Organization. pdf Weisbord, M. (1978). Organizational Diagnosis: A Workbook of Theory and Practice. Addison-wesle y. Wiener, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4, 67. doi:10. 1186/1748-5908-4-67 How to cite The Effect of Outsourcing on Public Sector Organizations, Papers

Study Report The Newborn Babie

Question: Observe a newborn less than three month of age either via a video or real-life. Answer: The new born babies are born with innate communication and behavioral skills. New born babies are ready for communication by their body movements, cries and visual response and they use this as their language. The behavioral state of a new born baby arises from one of the six state of consciousness. The state consists of two sleep state, three awake state, and one transitional state. These are quiet sleep, active sleep, quiet alert, active alert, active crying and drowsiness (Medline Plus, 2011). The new babies face expressions and the movements of the body varies in every state. The new born with healthy nervous system gradually and smoothly transits from one state to other state. The new born normal development occurs gradually. The major developments are explained below: 1. Physical development:In this the gain in weight and height. In the first week the baby sheds some weight and then gain regain it by the end of the next week (Seidel, Henry M., Rosenstein, et al, 2001). 2. Cognitive development: In this the babys brains develop. 3. Emotional and social development: It includes the babys cry when uncomfortable, communication through eye movements and mimicking with their tongues so as to copy the mother or someone else. 4. Language development: The listening skills helps in absorbing sounds and languages and thus develops the foundation of speech. 5. Sensory and motor skills development: The new born has all the five senses. The first sense that develops is sense of touch. Vision also develops but on a slow scale. Motor skill also develops starting with the head and moving to trunk, legs and hands. In a new born it is seen that the most dominant state is active sleep. The new born sleeps for 15 to a8 hours daily and that is the reason it is known as the dominant state. Inside the womb for nine months the baby is sitting in the womb closing his eyes so in the initial months the baby used to those patterns of sleep only but with time gradually and slowly he develops alternate patterns of sleeping and waking. This stage is the one which is prevailing in first few months regularly. In this stage only the babies motor skills also develop (Stettler N, Bhatia J, Parish A, Stallings VA, 2006). First his head movement starts than the movement of trunk, hands and legs takes place. Its a top to down process starting from head to legs. Initially turning of head, throwing legs and hands in generally seen in the first three months. The movements up till the eight week are not under the control of the baby. They are involuntary movements with out any intention. The baby does not push away dur ing feeding periods or he tries to grab a toy all these activities are involuntary. After three months only the baby gazes his/her hands and understands that the fist and fingers are a part of their body. The motor skills are not well developed during the first three months but they have started developing at their own pace. The baby has some in born neonatal reflexes or primitive reflexes. These are called the inborn behvioural pattern that is developed during the uterine life. The development is completed at the time of birth and are fully developed. These reflexes are gradually inhibited by the higher centers present in the brain in the period of 0 to 12 months. The reflex includes sucking, swallowing, blinking of eyes, passing urine, hiccupping, and defecating (Bein-Wierzbinski, 2011). These reflexes are natural and are not taught to the baby. These are involuntary, unintentional movements that are important for the survival of the baby. They are named as moro reflex, asymmetrical tonic neck reflex, symmetrical tonic neck reflex, grasping reflex, sucking reflex, rooting reflex, planting reflex, blinking reflex, pupillary reflex, gallant reflex and stepping reflex. The five things that can calm a new born baby are explained below: 1. Swaddling: wrapping the baby makes the baby feel that he is returned to the womb and it keeps the baby from flailing arms. 2. Side/Stomach: The babies calm down when they lie on their sides or on their stomach. As it resembles the same wombs position of the baby 3. Shhhh:If a sound shh is made than it calms the baby as it is the same sound that he was listening in the stomach. Making a shh sound from the mouth and two or four inches away from the babys ear calm a baby. 4. Swinging:Rhythmic movements calms a baby as it is the same jiggling movement that the baby has felt inside the uterus. They can be done by baby slings, carrier, dancing, rocking chairs, rides and the bouncy seat. 5. Sucking: If a pacifier a finger or the nipples of the breast is put ino the babys mouth he calm down as it satisifies the hunger (Kliegman RM, Behrman RE, Jenson HB, Stanton BF, 2011). The interactive patterns of a baby are more with the individual with which he spends a lot of time, it can be the mother or any other person. The baby interacts by making slow voices or crying. The interaction in the first few months is very less as the baby sleeps for about 16 hours in a day. The baby interaction can be seen by finding ways to calm him, by getting known to his sleeping, waking and feed patterns. If the things the baby wants is done on time and accordingly than the interaction is improved and is more perfect. Summing up, a new born baby is born with unintentional movements and inborn reflexes. He/she with time develops all the things that start from movements, turning, eating, running and walking. References Bein-Wierzbinski, W. "Persistent Primitive Reflexes in Elementary School Children."Presented at the 13th European Conference of Neuro-Developmental Delay in Children with Specific Learning DifficultiesChester, UK (2001). Seidel, Henry M., Rosenstein, et al.Primary Care of the Newborn,3rd ed. St. Louis, MO: Mosby, 2001. Stettler N, Bhatia J, Parish A, Stallings VA, 2006 Feeding healthy infants, children, and adolescents. Kliegman RM, Behrman RE, Jenson HB, Stanton BF, eds.Nelson Textbook of Pediatrics.19th ed. Philadelphia, Pa: Saunders Elsevier; 2011:chap 42.