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Learning organizations understand that there is characteristically a period of "unlearning" and "letting go" of existing beliefs symptoms xanax is prescribed for buy asacol with amex, policies medicine 2 times a day buy asacol american express, and power relationships medications during pregnancy chart discount asacol 400 mg line. As organizations are treatment for ringworm cheap 800 mg asacol with amex, and always will be, products of their environments, new values and methods of work that "fit" into the business environment must be learned and integrated into the total organizational system. Over the past seventy years or so, human resources, as a functional specialty, has evolved. The vocabulary used for that functional identification has changed, for example, from "personnel" to "labor relations" to "employee relations" and finally to the present-day "human resources. Appropriately, time-sensitive environments and time-based strategy require still further evolution. Faster cycle time requires a cultural change whereby "business as usual" becomes transformed into a streamlined, time-sensitive, continual-learning process. Copyright © 1998 Jossey-Bass/Pfeiffer 437 development, because of its penetrating involvement at all organizational levels, is in a unique position to greatly affect the outcome of organizational evolution. Consider the following scenarios: s A consultant flies to San Francisco to meet with the top executive of a leading advertising agency. As they settle down to enjoy lunch, the executive spreads out a large piece of paper marked in squares like a chess board. We need to grow our management talent by leaps and bounds each year, and yet we have fewer resources than we did in past years. How will we get smart, hard-working, results-oriented managers to take us toward the year 2000? The junior executive is highly prized by her company and carefully watched to be groomed for greater things. Organizations want to grow talented managers quickly and keep them longer, yet they are thwarted at each turn. The employees whom they do manage to develop often leave before their talents can be utilized fully or after having made significant, one-time contributions, exiting their companies without providing a sufficient return on the considerable investments Originally published in the 1993 Annual: Developing Human Resources by J. Organizations need ways to help employees to make huge leaps in experience-experience that results in enhanced creativity and increased profits. From 1980 to 1990, in a casual but meaningful study, the authors surveyed almost three hundred managers. These managers were asked about their biggest growth experiences, and it was discovered that these experiences have a number of things in common. Not only do they defy this logic, but everything about the factors that produced growth for these employees opposes traditional thinking about how people in companies grow. The process of participating in a key growth experience is known as "leaping" because the experience involves a significant leap in responsibility. The typical method of onthe-job development is to place an employee in a job, provide job-content and skill training, and then stand back and watch the employee grow. This method works; but it works slowly and gradually as people learn, try, make errors, relearn, and try again. They begin with the concept that when people need to get a job done they do it, do it well, and instinctively try to make the best choices. The fascinating outcome is that participants learn faster and more completely than they do with the traditional method; they put their learning to work more readily; and they learn much more than conventional training could ever teach them. Implementing key growth experiences is easy; the idea is to match employees with job experiences that have special attributes, such as those described here, and let them do their best. The most amazing and special aspect of these experiences is that they do not involve the creation of an educational model that one needs to learn and then apply rigorously in a company. Copyright © 1998 Jossey-Bass/Pfeiffer s s s s s s They begin with big leaps in responsibility. Leaps in Responsibility Trainers are always hoping that the people they train will learn not only how to do but how to think, to change not how people act but how people are. Participants in key growth experiences report that the situations they find themselves in are like real-life survival simulations. They have limited resources, a huge amount to do in a short amount of time, lots of pressure for results, and high expectations from their bosses.

The resulting action plans then would be developed symptoms concussion discount asacol 800 mg online, tested medications that cause tinnitus purchase asacol 800 mg online, integrated treatment of hyperkalemia cheap 800 mg asacol, and implemented promptly symptoms hiatal hernia 800 mg asacol with visa. However, it is more likely that significant stumbling blocks will arise at various points in the sequence, blocks that must be addressed and resolved before the group can move on. The second role is that of facilitator, the person who ensures that process issues are 368 the Pfeiffer Library Volume 20, 2nd Edition. It is clear that no one person, despite skill or intent, can play both roles successfully. A retreat-type setting often is conducive to the kind of envisioning and confrontation that is involved in strategic planning. The type of facility that might be used for a team-building session probably would be appropriate for a strategic planning session. In this values audit, the planning team moves from an individual focus to a broader examination of the organization and how it works as a social system. The values audit is the first formal step of this strategic planning model, an emphasis that is different from that found in most strategic planning models. This step also involves an examination of the personal values of the individual members of the team. Rokeach (1973) defines a value as "an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence" (p. An individual for whom excitement is an important personal value will envision a different organizational future than will a person who holds security as a high personal value. Likewise, the goals and dreams of an individual who holds professional reputation as a value and is less interested in power will be different from those of a person with the opposite priorities. Once there is clarity and consensus on values, the strategic planning process can move ahead. Indeed, strategic planning is, in some respects, a value-clarification exercise, and the actual strategic plan for an organization represents the operational implementation of the consensual values of the management team. Once the individual values of the management planning team have been worked through, the values of the organization must be dealt with. These are evidenced by the end state or mode of behavior that the organization appears to prefer, but because organizational values are not easily tapped or identified, it may require some exploration by the planning team to determine, for example, how much risk taking the organization should engage in or whether "equity" is a strongly held organizational value. Copyright © 1998 Jossey-Bass/Pfeiffer development of such questions and the process of searching for answers require some level of facilitative expertise. The point emphasized here is that organizations have values and that these values must be identified as part of the strategic planning process. Any strategic plan that attempts to ignore or is inconsistent with or contrary to the existing organizational values is extremely unlikely to succeed and may well backfire. Some organizations have explicit, formal statements of philosophy, such as the Five Principles of Mars, the multinational candy corporation (see Figure 2). Quality the consumer is our boss, quality is our work, and value for money is our goal. Responsibility As individuals, we demand total responsibility from ourselves; as associates, we support the responsibilities of others. Efficiency We use resources to the fullest, waste nothing, and do only what we can do best. Value-driven organizations such as Mars spend a good deal of time and energy disseminating and tracking the impact of their philosophy on all organizational behavior. All employees are expected to know the philosophy and to use it in their daily work, and there are serious sanctions against any violation of the philosophy by an organizational member. All organizations have philosophies of operation, whether or not these are stated explicitly, and all organizations disseminate their philosophies and judge members on conformance to philosophy. The strategic plan must fit the philosophy or the philosophy must be modified-a difficult task at best. Such assumptions in the profit-making sector include "No profit can be made doing business with the government" or "Allowing a labor union to organize our hourly production people 370 the Pfeiffer Library Volume 20, 2nd Edition. Unless such assumptions are examined in terms of their current validity and relevance-whether or not they ever were true or relevant-the organization will continue to assume that they are true and operate accordingly. Thus, an important part of the strategic planning process is to identify the assumptions that the organization makes about its environment, its operations, and how things do or should work and to examine their validity. One function of the strategic planning consultant is to keep a record of organizational assumptions as they are observed and, at the appropriate time in the planning process, to present them to the group for examination. The war stories told about the heroics of the organization in the "good (or bad) old days," the organizational heroes and villains, the rites and rituals of the organization, and the symbols that the organization uses to portray itself to the public provide information about the organization and its culture.

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Sustained elevated levels of externally added antibiotics in the environment may contribute to the development of antibiotic-resistant microbial populations; and even very low quantities of antibiotics encourage the selection of antibiotic-resistant bacteria (Boxall et al symptoms lung cancer purchase asacol paypal. Contact of such antibiotic-resistant bacteria in the soil and water with human-associated microbiota has been suspected to be a cause in development of multi-drug-resistant human pathogens medicine cups discount 400 mg asacol mastercard, a concern among medical practitioners (Baquero et al symptoms quiz order asacol 400 mg mastercard. For sustainable agriculture medications for osteoporosis order asacol 800mg free shipping, maintenance of soil organic matter is of paramount importance under different land use management systems and this necessitates regular incorporation of organic matter into the rhizosphere from external sources. Indian soils are generally deficient in organic matter due to high mineralization rate under prevalent climatic condition and therefore, frequent application of animal manure in crop land is advocated for improving and sustaining soil quality. Similarly scarcity of irrigation water for agriculture is prevalent in India due to erratic rainfall and stiff competition for this resource with industry and municipality. As a result, farmers in the peri-urban area who live nearby such water sources divert this untreated wastewater for irrigation whenever needed as it proves to be low-cost alternative to conventional irrigation water. It supports livelihood and generates considerable value in urban and peri-urban agriculture of India, despite the health and environmental risks associated with this practice. Conclusions based on the considerable research worldwide, limited studies in Indian context and available related secondary information indicates that presence of antibiotics in manure and wastewater (both being important inputs for agriculture) may be widespread across India and their regular use may be contaminating the soil. Distribution coefficients (Kd), a measure of contaminant activity retardation, for the adsorption to soil constituents of different groups of antibiotics vary from 0. Sorption of antibiotics to soil minerals is weaker than to soil organic matter and is governed by pH, ionic strength, and type of ions in the medium. Adsorption of most of the antibiotics is fast and reduces their antibiotic potency; though the process does not completely eliminate their antimicrobial activity. Most of the antibiotics have low solubility and therefore, their mobility in soil is mainly facilitated by their association with mobile soil colloids and dissolved organic matter (Thiele-Bruhn 2003). Soil microorganisms play important role in several nutrient transformation processes in soil like nitrogen fixation, nitrification, ammonification, phosphate solubilisation etc. As antibiotics are meant to kill mainly microorganisms, their entry is expected to have harmful effects on agriculturally important soil microorganisms. Repeated contamination through livestock manure application and wastewater irrigation during cropping can accumulate antibiotics in the soil, which may reach beyond the level of the threshold inhibitory concentrations for agriculturally important microorganisms in the soil ecosystem. A comprehensive review by Thiele-Bruhn (2003) indicated that effects of antibiotics in soil are diverse and are generally microorganism and dose specific, which tend to cause shift in microbial community. Antibiotics on the soil have been found to reduce microbial population including soil enzyme activities (Kotzerke et al. For example, sulfonamides affected activities of dehydrogenase (responsible for organic matter mineralization) and urease (responsible for hydrolysis of urea) as well as structural diversity of the soil microbial community 5. The contaminant transfer usually takes place from contaminated soils to the plants, via retention by root surfaces, root uptake, translocation and foliar uptake. There are some reports available which indicate adverse effects of antibiotics on plant growth and yield; although their toxic doses are several folds higher in plants as compared to soil microorganisms. Phytotoxicity depended on plant species and antibiotic types (Batchelder 1982; Jjemba 2002; Farkas et al. Experimentally determined phytotoxicity doses for different antibiotics are generally much higher than the reported range of antibiotics in different contaminated sites, which indicates that phytotoxicity due to antibiotic contamination is rare in agroecosystem (ThieleBruhn 2003). High-level accumulation of antibiotics in food crops may raise potential human health concerns through food chain. A recent review indicated absorption of antibiotics by crops from contaminated soils and detected concentrations in different plant parts ranged between 0. A greenhouse studies with plants grown in antibiotic contaminated manure-applied soil indicated that corn, green onion and cabbage absorbed chlortetracycline but not tylosin antibiotics present in manure (Kumar et al. The concentrations of chlortetracycline in plant tissues were small (2­17 ng gА1 fresh weight), but these concentrations increased with increasing amount of antibiotics present in the manure. Antibiotics with large molecular weight are generally not taken up easily by plants (Kumar et al. Although the maximum residue value for antibiotics in animal-based products has been established, the limit for antibiotics in plantbased products is absent.

In general medicine logo order asacol on line, the following endpoints were identified in laboratory animals and are briefly reviewed below: immunosuppression medicine x ed generic 800 mg asacol visa. Immunosuppression Although no chronic studies assessed immunosuppression symptoms in children purchase 800 mg asacol with amex, subchronic medicine x protein powder order generic asacol pills. At shorter durations of exposure, decreased plaque forming cell response was observed in male mice following 7 (Zheng et al. In addition to effects on plaque forming cell response, other indicators of immunosuppression have been reported in mice. At the same exposure duration, no effect on delayed-type hypersensitivity was observed in mice (Dong et al. Following 21 days of exposure, increased mortality in response to influenza A virus was reported in Guruge et al. While these decreases have been observed following subchronic exposure (Dong et al. No decrease in splenic and thymic cellularity was observed following 28 days of exposure to 0. Following 14 days of exposure, histopathological effects in mouse spleen (dilation of splenic sinus) and thymus (vasodilation, congestion) were observed with 5 mg/kg/day (Wang et al. At lower doses in mice, no effects on spleen and thymus histopathology were observed with 0. In rats, spleen histopathology (congestion, mild dilation of the splenic antrum) was observed with 28 days of exposure at 5 mg/kg/day (Cui et al. Following inoculation with sheep red blood cells, decreases in serum IgM levels have been observed with 60 days of exposure to 0. Immunosuppression has consistently been reported (in all but one study) in the form of decreased immune system function. At the organ level, decreases in spleen and thymus cellularity and relative weights have been observed. Animals used for the delayed-type 60 days spleen weight relative to body weight 0. There was a negative, but not statistically significant association with postbooster tetanus antibody concentration at 7 years. There was also a negative (but not statistically significant) association with measles, Haemophilus influenza, and tetanus antibody levels. In a prospective study of adult volunteers from among the staff of a hospital in Copenhagen, Denmark (n = 12), with a median age of 37. The sample size in this study was small (n = 12), but the subjects were followed closely post-vaccination (6 samples over 30 days) for antibody determination to monitor the time course of response. Serum levels of influenza vaccine were measured approximately 21 days post-vaccination. It may be notable that influenza vaccine response was the only antibody response evaluated in this study. Infection In a longitudinal study in Denmark following a birth cohort through average 8. When the children (n = 346) were between one and three years old, the mothers were prompted by text to report every two weeks, during the course of one year, on the number of days during each two-week period that the children had specific categories of health symptoms. Although the proportion of days with fever did not remain significant following Bonferroni adjustment, the rate ratio for fever remained positively 84 statistically significantly associated. It should be noted that in these studies, the number of subjects were considerably smaller (Okada et al. No relationship was observed for absolute eosinophil count or eosinophil cationic protein. A nested cohort study of 641 children through age 10 years of age found a statistically significant association with severity of obstructive airways among the moderately exposed group compared to the reference group, but this association was not observed in the highest exposed group (Impinen et al. Consistent with this finding, the only other study that evaluated influenza vaccine response (Granum et al. Neurological effects Animal studies A summary of neurological effects in animals can be found in Table 16 at the end of the following review. Detailed methodological information and additional study results can be found in the corresponding tables in Appendices 3 or 4.